Africa Outlook - Issue 45 by Outlook Publishing

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England and South Africa renewed their fierce sporting rivalry this November in a colossal clash of the hemispheres

BUSINESS TRAVEL GUIDE 30

Tshwane: Big on nature, big on development

BYRNECUT OFFSHORE 42 Australiaâ&#x20AC;&#x2122;s largest underground mining contractor unearths African potential

AFRICA OUTLOOK ISSUE 45 A L S O F E A T U R I N G : D H L

ATLANTIS FOUNDRIES (PTY) LTD 78 On course to become the best foundry Group in the world

MINING INDABA

ANTALIS SOUTH AFRICA 94 The world-leading distributor of paper, packaging and equipment products

NWK AGRI-SERVICES ZAMBIA

Business Travel Guides

A complete guide to the world’s most popular locations

T S H W A N E

The so-called Big 5 of the animal kingdom are amongst the main lures to a region that continues to expand, diversify and evolve as one of South Africa’s most influential hubs

“Tshwane’s fiveYear plan of action is to develop Tshwane into a leading city where residents can enjoy a good quality of life. The five-year programme focuses on the challenges and opportunities faced by the city and have five strategic objectives.” Enhanced provision of quality basic services and infrastructure, a cleaner and safer sustainable community, and improved governance and financial viability comprise just three of these; epitomising once again the ambitions

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“As the administrative seat of Government and hosting a number of Embassies, City of Tshwane has proven to be a leader on the African continent in providing affordable industrial sites, various industries, office space, education and research facilities,” Tswhane Tourism Association states. As such, the area has become a melting pot of research, development, industry, education and commerce; indicative of the attractiveness it now boasts from a business perspective. Once again, there are also concerted plans for future growth in place too, with the most recent aims including accelerated growth; enhanced contributions to the wider provincial economic growth target; a reduction in unemployment by as much as 50 percent; a bridging of the gap between first and second economies; and an improved attitude towards equality across genders, age and disabilities. Again, the culmination of these considerations not only represent the ethos of a city very much in demand, but point towards a sense of sustainability and longevity for business success in the years to come; making it a lucrative proposition for foreign direct investment, and an increasingly

The City of Tshwane Metropolitan Municipality December, 2000, a latter expansion in 2011 added further structure to the Gauteng province, while strengthening a Tshwane region that continues to put its money where its mouth is in developing all aspects of life within its borders. “Tshwane has 105 wards, 210 councillors and about 2.5 million residents, and is divided into seven regions,” the Tshwane Tourism Association states on its website. “It covers 6,368 square kilometres of Gauteng’s 19,055 and stretches almost 121 kilometres from east to west, and 108 kilometres from north to south; making it the third-largest city in the world in terms of land area, after New York and Tokyo/Yokohama.

The Business End

Writer: Matthew Staff

stablished in its current guise for nigh-on 16 years, The City of Tshwane Metropolitan Municipality is justifying its formulation as a concerted hub of innovation, development, natural preservation and business attractiveness to become one of South Africa’s most appealing regions. Housing the local Government of the Gauteng province to the north of the country, Pretoria sits at its core in giving the area a thriving yet understated focal point; but this only represents a core of the entire package which encapsulates suburban beauty and quaint poignancy. Comprising 13 former city and town councils since its inception on 5

Facts and figures

Country:

South Africa

Province:

Gauteng

Area:

6,298 square kilometres

Population (2011): 2.5 million GDP:

US$83.9 billion

Currency:

Rand

Time zone:

UTC+2

Dialling code:

+27

Municipal Code:

TSH

likely port of call of executives seeking new opportunities on the continent. As such, peripheral sectors including hospitality and transport have had to be addressed substantially, the former in particular enjoying a rapid shunt into becoming a zone for big brands and five-star luxury. The newly renovated Faircity Roodevallei Hotel situated on the edge of the Roodeplaat Dam is one such example, with R6 million worth of investment compounding its wide variety of accommodation able to host up to 250 delegates in the most calm and tranquil of settings. Similarly, the revamped Leriba Hotel & Spa embraces all that is naturally good about Tshwane, and its 20 luxury en-suite rooms on the banks of the Hennops River in Centurion offer the perfect retreat away from the boardroom.

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See page 26

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around the world, and has subsequently significance like so many national cores been lauded for its deep historical 1886. As such, the area has never day El Dorado upon its discovery in gold mining hub described as a modern fortune - derives from its origins as a three capital cities, its fame - and Despite not being one of South Africa’s renowned representative. country’ largest city and most globallyaccolades, as the nearly all of the Africa’s official titles but barely any of South ohannesburg claims

overhaul of older buildings into newer and what seems like a continuous Comprising numerous CBDs present and to the future. the city serves as a glimpse of the these pivotal eras - but on the whole, and museum array that still allude to elements of Joburg’s infrastructure positive at times - and there are this depiction has been less than Of course, in more recent history, generations. wider country’s maturity over the depicting the current status of the and visitors alike; its image perfectly become the modern option for locals

Xxxxxxxxxxx xxxxxx xxxxxxxxxxxxxxxxxxxxxxx MAP

Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 165,000 each month. system based on a Rea Vaya bus rapid recently unveiled city, and its more outside of the Gautrain link system, its commuter rail Metrorail Gauteng minibus taxis, to its from metered and for by everything African hub; catered than in any other South and speedily is now easier landscape efficiently, safely ability to get around the vast International Airport, the Upon arriving at OR Tambo system. so too did the city’s internal transport entertainment became more refined, fine dining and globally appealing sprawl; and as Joberg’s approach to benefitted from the city’s urban areas such as Soweto and Alexandra Constitution Hill found their feet; as the Apartheid Museum and However, as landmarks including over the years. visitors and the surrounding cities role as a link between international even more refined; having played its long-haul transport infrastructure is in the tourism stakes, means that its lags behind Cape Town and Durban Ironically, the fact that Johannesburg

Johannesburg

Writer: Matthew Staff

development been one borne out of concerted business acumen and modernity, Johannesburg’s road to global recognition has Evolving from a mining nucleus to a role model of economic

J O H A N N E S B U R G

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destination. thrive as a popular business travel still has more than enough to in Cape Town and Durban, it the scale of its neighbours into tourist prosperity on necessarily transcended and while this has not and cultural hubs, leading industrial one of the world’s recognition as of its global an indictment city skyline is constructs, the

extensive collection of freeways. branching out to the country’s most the Johannesburg Ring Road, and equally benefit to this day; initially via the rest of the country, and visitors network over the decades as a link to had to build an extensive highway As an inland city, Johannesburg has is the plain and simple open road. Topping all of those options though, smartcard payment system. temperature: 41.4°C Highest recorded Climate:

Subtropical highland

Time zone:

UTC+2

Currency:

Rand

GDP:

US$83.9 billion

Population (2011): 4.4 million Area:

335 square kilometres

Languages:

Xhosa English, Zulu, Afrikaans,

Country:

South Africa

Facts and figures

Transport links

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser or Ryan Gray to find out more. B

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W E L C O M E The Power of Union South Africa is one of the most complex and diverse nations in the world at present, still revered by most as the continent’s gateway and the entry level opportunity for foreign direct investment. While some sectors continue to flourish, others have struggled in recent years, but the common theme remains England and South Africa renewed their fierce sporting a strive to be the best. rivalry this November in a colossal clash of the hemispheres Mirroring this industrial ethos is the country’s approach to athletic dominance, sport being one of the country’s staples. However, much like its economic drivers, results on the much-loved rugby pitch of late have been mixed; leading to a crunch clash with old foes, England in London this month. We analyse the fallout of the match, the significance of the fixture over the decades, and its resemblance to many of South Africa’s sectors at present. On the positive side, initiatives like the Mining Indaba, regions like the City of Tshwane, and traditional businesses such as Atlantis Foundries continue to have a hugely positive influence on the nation; the former setting the scene for our biggest company showcase assortment this month. Byrnecut Offshore, Kore Potash Limited, African Energy Resources and Parts Sales Botswana will all be in attendance at Investing in African Mining Indaba 2017 and took time out to share their wisdom and expertise with us first. The latter kick-starts a similarly concerted focus on South African manufacturing this month too, with Antalis South Africa sharing Atlantis Foundries’ philosophy of innovation, flexibility and ambition within the country. Elsewhere - as part of our most comprehensive showcasing segment for almost a year - November really does account for a who’s who of continental industry prominence; encompassing the best of food & drink via NWK AgriServices Zambia and Halewood International South Africa, oil & gas thanks to Strauss Logistics and United Petroleum, and the finance sector courtesy of Zimnat Life Assurance. Finally, bringing all entities back under one roof, we document Euler Hermes’ overall assessment of African prosperity at present; debunking 10 global myths about the continent and its readiness for foreign direct investment. WWW.AFRIC AOUTLOOKMAG.COM

BUSINESS TRAVEL GUIDE 00

Tshwane: Big on nature, big on development

BYRNECUT OFFSHORE 00 Australia’s largest underground mining contractor unearths African potential

AFRICA OUTLOOK ISSUE 45 A L S O F E A T U R I N G : D H L

ATLANTIS FOUNDRIES (PTY) LTD 00 On course to become the best foundry Group in the world

MINING INDABA

ANTALIS SOUTH AFRICA 00 The world-leading distributor of paper, packaging and equipment products

NWK AGRI-SERVICES ZAMBIA

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Staff Writer: Phoebe Calver phoebe.calver@outlookpublishing.com

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advert Designer: Mandy Farnell mandy.farnell@outlookpublishing.com Images: Thinkstock by Getty Images

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Training Development Manager: Eddie Clinton eddie.clinton@outlookpublishing.com Sales Managers: Joe Palliser joe.palliser@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Project Managers: Callam Waller callam.waller@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Joshua Mann joshua.mann@outlookpublishing.com Kane Weller kane.weller@outlookpublishing.com Stuart Parker stuart.parker@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Office & Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com WEB DESIGN: Hamit Saka IT: James Le-May

OUTLOOK PUBLISHING Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Chairman: Mark Weaver CONTACT Outlook Publishing Ltd Woburn House, 84 St Benedicts Street, Norwich, Norfolk, NR2 4AB, United Kingdom Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 655 SUBSCRIPTIONS Tel: +44 (0)1603 959 655 Email: matthew.staff@outlookpublishing.com

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Matthew Staff

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue of Africa Outlook...

N 38

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

MINING & RESOURCES

INVESTING IN AFRICAN MINING INDABA

BYRNECUT OFFSHORE The Safest Future in International Contract Mining

Ministers from 20 African Countries are already onboard for the 2017 Mining Indaba

Australia’s largest underground mining contractor unearths African potential

NEWS

SPORT The Power of Union

All the latest top stories across the month from Africa

18 22

A decade of dominance for South Africa comes to an end

FINANCE Afri-can or Afri-can’t?

Euler Hermes asks: In order to grow, is Africa compelled to follow the same track as the West?

KORE POTASH LIMITED From the Ground Up

AFRICAN ENERGY RESOURCES Delivering Power to the People

TECHNOLOGY Digitising Democracy in Africa

Low cost power production via low cost coal supply

A continent in seek of broader electronic engagement

S E C T O R

F O C U S

SHIPPING & LOGISTICS Delivering Healthcare to Africa DHL is equipping African healthcare

BU SI N ESS TR AVEL GUIDE

On course to produce the lowest cost potash in the world

THE CITY OF TSHWANE METROPOLITAN MUNICIPALITY Big on nature, big on development

PARTS SALES BOTSWANA Superior Sales, Service and Support

A commitment to building and investing in Botswana

PREMIER AFRICAN MINERALS Exploring Sustainable Opportunities

Developing multi-commodity African exploration projects

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F O O D & D R I N K

110

NWK AGRI-SERVICES ZAMBIA Grow With Us Changing with the times in Zambian agriculture

MANUFACTURING

ATLANTIS FOUNDRIES (PTY) LTD Back in the Game On course to become the best foundry Group in the world

ANTALIS SOUTH AFRICA Perfect Print on Paper The world-leading distributor of paper, packaging, visual communication, logistical solutions and related equipment products for professionals

116

HALEWOOD INTERNATIONAL SOUTH AFRICA Premium Beverages, Premium Brands

124

148

STRAUSS LOGISTICS Where Business Flows

156

UNITED PETROLEUM Keeping Africa Clean

162

EGOLI GAS The Natural Alternative

Delivering unique products with expertise

166

ITAU MILLING & FEEDS Safe Feed for Safe Food Providing ‘quality first’ to Southern Africa

Contributing to a smoother flowing economy

The market leader in supplying quality

Gas on Tap: bringing civilisation to the energy sector

TSHIKULULU SOCIAL INVESTMENTS Social Investment Solutions for the Greater Good

Developing knowledge and expertise to reach new market heights

172

ZIMNAT LIFE ASSURANCE Partner for Life

Excelling as the partner of choice

102

ENERGY AND UTILITIES

SUPREME SPRING Springing Ahead of the Competition

178

Expanding into the international market

SCHNEIDER ELECTRIC

Access to Energy for Everyone Energising Southern Africa through sustainable innovation

E V E N T

130

SCHOONBEE LANDGOED Unparalleled Quality

Providing quality in quantity

136 106

INDORAMA ELEME FERTILIZER AND CHEMICALS LIMITED Green Revolution

Revolutionising fertiliser production in its community

ALG ESTATES From Family Farm, To Market

Part of the solution, not part of the problem

142

FRUITWAYS Evolving from the Core

‘Doing difficult’ to stay ahead of the competition

F O C U S

186

MINING INVESTMENT BOTSWANA

188

GROWING ECONOMIES: PROJECT FINANCING FORUM

The foremost Southern African forum for the global mining community

Energy and infrastructure investment options for project developers and investors

190

REGIONAL ENERGY COOPERATION SUMMIT Unlocking West Africa’s investments in energy and infrastructure

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ECONOMY

South Africa is Open for Business

The 2016 SA Tomorrow Investor Conference serves as a convenient gauging point one year on from Barclays’ Africa Trade Index, with both assuring investors that SA is still the continent’s primary gateway.

A group of leading South African business executives, key government officials and labour representatives convened in New York in October, 2016 to tell the South African investment story to international investors. The key objective of the conference was to showcase South Africa as an investment destination and to highlight that South Africa is ‘open for business’. Progress on initiatives to achieve fiscal consolidation and structural reform were discussed by senior policymakers, corporate executives and labour representatives. In attendance - alongside many esteemed representatives including Standard Bank CEO, Sim Tshabalala

and JSE Chairman, Nonkululeko Nyambezi-Heita - was Barclays Absa CEO, Maria Ramos; a significant attendee on the anniversary of Barclays’ 2016 Africa Trade Index. And with the SA Tomorrow Conference in place to provide a highlevel business networking platform for engagement between South African policymakers, senior executives from South Africa’s top listed companies and investment professionals at institutional fund managers, it was as good a time as any to look back at the finance heavyweight’s forecasts 12 months ago; to analyse the extent they have come to fruition in the eyes of the event’s esteemed guests. “Various nations across Africa increasingly present major economic

opportunities given growing consumer markets, relatively underdeveloped natural resources and widespread political and economic reforms,” Chief Executive of Corporate Banking, Barclays, John Winter explained. “Sub-Saharan Africa (SSA) in particular has made major inroads into market openness. “Yet it is also clear that progress is not uniform across the region, with the World Bank estimating that, on average, it takes 54 days, 10 documents and costs nearly $8,000 to import a single container into the Republic of the Congo, compared to 21 days, six documents and $2,080 cost incurred for a similar container into South Africa. “The region as a whole has also experienced a major shift in terms of trading partners, with the conventional narrative of trade with Africa in recent years being a story of major investment by Asian trading partners.” That being said, much of this interest and investment is still being directed at the three, key, continental gateways in Nigeria, Kenya and South Africa. So in comparison to emerging markets at least, the latter can very much still be seen as open for business; not just internally but on a global scale.

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CONSTRUCTION

to attend and also offers over 15 CPD certified workshops delivered by industry experts sharing cutting-edge insights on industry hot topics.

“I’d like to express our gratitude to the National Construction Authority, Kenya Investment Authority and the Kenyatta International Conference Centre for giving us the opportunity to bring The Big 5 Construct East Africa to Kenya for the first of, what we hope will be many editions,” Andy White, Senior Vice President of dmg events Middle East, Asia & Africa, organiser of the event said speaking at the National Construction Week’s opening ceremony. “This event features more international exhibitors than any other event in the region. We have government funded pavilions from Turkey, Saudi Arabia, Italy, Germany, Greece, Iran and China as well exhibitors from Australia, Austria, Denmark, Egypt, France, India, Jordan, Korea, Malaysia, Netherlands, Oman, United Arab Emirates, United Kingdom, United States of America,” Mr. White added.

burn around 960 billion litres of fuel every year and this figure increases every year as 100 million new vehicles are being manufactured every year, keeping in mind that petrol powered cars only use 14-16 percent of energy to power the vehicle. “Electric vehicles are a step in the right direction, being the first green village in Africa or achieving the first six-star Green Star Communities rating in Africa means nothing to us if we

cannot transform the lives of people. Our objective is being a true green village hence we need to think and plan 20, 40, 60 years from now and make provisions for the future.” Soon Swisatec plans to make Blue Rock Village the first village to have an electric shuttle vehicle to service the whole village. Residents can summon the electric shuttle with a mobile app, like an UBER ride, and they will be transported to their destination within the village.

Record International Exhibitors at The Big 5 Construct The Principal Secretary of the Ministry of Transport, Infrastructure, Housing and Urban Development, Arch. Aidah N. Munano, inaugurated Kenya’s first National Construction Week. The ribbon-cutting ceremony at the Kenyatta International Conference Centre, marked the official opening of Kenya’s central meeting place for global manufacturers to network and do business in Kenya and the broader East African region. Over 150 Kenyan and international companies are showcasing thousands of innovative and never seen before products and solutions for the built environment at The Big 5 Construct East Africa 2016. The event is free

MANUFACTURING

The Future is here at Blue Rock Village Swisatec Architects and Project Managers of Africa’s first green village: Blue Rock Village, believe in the reality of electric vehicles at Blue Rock Village and the greater City of Cape Town. The future vehicle is here. Our dependency on oil, coupled with the pollution, natural resources consumption and economic turbulence it creates cannot continue if we hope to see a sustainable future for the transport industry. Globally the transport industry contributes around 23 percent of all carbon dioxide emissions per year, second only to electricity generation. It is estimated that vehicles throughout the world

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E C O N O M Y

South African Business Leaders Finding Equilibrium

MINING & RESOURCES

Mining Indaba Investment Discovery Forum

South Africa’s top executives are confident that they will be fairly compensated in terms of 2016 yearend bonuses and salary increases in 2017, despite the current political and economic roller coaster in which South Africa finds itself. “The findings of this year’s survey are significant, given that the prevailing sentiment in the country seems to be one of doom and gloom in the face of a mooted ratings downgrade, and with the economic growth forecast revised downward to 0.5 percent from an already low 0.9 percent in February,” says Debbie Goodman-Bhyat, CEO of Jack Hammer. Goodman-Bhyat says it appears as if business leaders are starting to find their equilibrium within the ongoing context of uncertainty and turbulence, and that they are adapting and even thriving despite external pressures. “Despite the upheaval, a political and socio-economic climate that leaves us punch-drunk day after day, it is clear that there still remains hope and belief in the opportunities in South Africa,” she concludes.

Investing in African Mining Indaba announced Investec and RBC Capital Markets as supporters of the 2017 Investment Discovery Forum. This partnership will attract new investors and mining companies as well as provide unique programming that centers around round table discussions on current mining trends. “We are very excited about the partnership between the Investment ENERGY & UTILITIES

Africa Energy Forum 2017 The 19th Annual Africa Energy Forum (AEF) has been announced to take place from 7-9 June in Copenhagen. The decision to host the Forum

Discovery Forum and Investec and RBC Capital Markets,” said Harry Chapman, Director of Content for Mining Indaba. “It demonstrates our commitment to the investment community and our return to the core objective of the event – investing into African mining.” Mining Indaba launched the Investment Discovery Forum in 2014 in response to market demand for a venue for investors and mining companies to meet privately. IDF gives investors and miners the opportunity for the interaction and engagement they seek inside the Mining Indaba. in Denmark was made in order to capitalise on the investment potential of Nordic countries into Africa and to showcase the technologies being utilised across the region to manage their cities cleanly and cost effectively. The Danish Minister for Foreign Affairs, Kristian Jensen, commented on the decision: “This is a big accolade for Denmark, and a good platform for promoting Danish companies’ involvement in Africa’s energy industry. The organisers have selected Denmark because of our unique experiences of investing in sustainable energy in African countries such as Kenya and South Africa, and we are proud to be a showcase for this. “This model plays a very central role in the drafting of new development strategies for the fulfilment of the 17 Global Goals,” adds Jensen.

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agriculture sector and tourism, and increased foreign direct investments. “This is a relatively robust performance against an average growth of 1.7 percent forecast for sub-Saharan Africa in 2016,” the multilateral lender said in its latest economic update for Kenya. The World Bank predicted that Kenya’s economy will grow by 6 percent in 2017 - also unchanged from its March update - and 6.1 percent in 2018.

ECONOMY

Kenya’s 2016 GDP Growth Kenya’s economy is expected to grow by 5.9 percent in 2016, the World Bank said on Monday, unchanged from an earlier forecast and up from actual growth of 5.6 percent last year. The bank said growth will be driven by improved performance in the M I N I N G & R E S O U R C E S

Equatorial Resources Aim to Invest in Congo Iron Project Africa-focused Australian mining company Equatorial Resources Ltd will aim to invest around $1.2 billion to develop its Badondo iron ore project in Republic of Congo, the company said.

O I L & G A S

Nigeria’s Lawmakers Summon Oil Minister Nigeria’s parliament summoned the country’s oil minister to clarify details of oil and gas infrastructure agreements worth $80 billion with Chinese companies and a $15 billion deal with India. Oil Minister Emmanuel Ibe Kachikwu

John Welborn, a non-executive director of Equatorial Resources and chief executive of its Congolese unit Congo Mining Exploration Ltd, met Prime Minister Clement Mouamba on Tuesday and submitted an application for a mining license. “The recent improvement in the price of iron ore makes Equatorial confident that it will find the necessary financing to develop the mine,” the company said in a statement distributed late on Tuesday after the meeting.

C O N S T R U C T I O N

The Big 5 Construct East Africa Kicks-Off in Nairobi Organised by dmg events Middle East, Asia & Africa with the support of the National Construction Authority (NCA), the event will be the official exhibition of Kenya’s first National Construction Week, at the Kenyatta International Conference Centre (KICC) in Nairobi. “This will be the first event in the country that will offer free to attend CPD accredited workshops to construction industry professionals. There will be a day dedicated to the theme of sustainability and we will also bring to Kenya our Platinum Club series supporting professionals working on top projects in the East African region,” according Ashley Roberts, Event Director.

was in China in June for a roadshow aimed at raising investment. Nigeria’s state oil Company said memorandums of understanding worth over $80 billion were signed with Chinese companies. On a trip to India last month, Kachikwu said a $15 billion cash-for-oil pact with that country was likely to be signed by the end of this year. Kachikwu will appear before a committee on petroleum upstream, gas and foreign affairs at a date to be arranged.

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TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;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 165,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

W W W. A F R I C A O U T LO O K M A G . C O M Tel: +44 (0) 1603 959 650 Email: ben.weaver@outlookpublishing.com

THE POWER OF UNION

The POWE of

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WER

The rugby rivalry between South Africa and England has been fiercely contested for more than 100 years, but a recent 10-year spell of triumph epitomises an almost cosmic sequence of results between the two nations Written by: Matthew Staff he power of 10: a number which represented the years of South African dominance over its northern hemisphere rivals; a number of consecutive wins that the boys in white were striving for under the stewardship of Aussie coach, Eddie Jones; and the minute in this November’s clash at Twickenham, London in which the tide of a decade was turned. Johnny May received the ball wide on the left touchline after a fluid passage of set piece-driven play before putting his foot down to calmly dispatch in the corner. In the context of any match - especially when already 6-0 down - such a try would be thrilling and relieving, but for a team very much on the rise since a disastrous home World Cup in 2015, this very much felt like the initial stages of a modern demon being put to rest for England. The 10 years - and 10 minutes - that preceded May’s lunge over the line have been steeped in lean, mean and green dominance on both sides

of the equator. But if South Africa’s plans to intimidate, outmuscle and bully England out of sight once again in 2016 were the reason for any optimism on their side; a deficit in cunningness, attacking flair and energy were the slightly more realistic outcomes. Of course, in sport, there are no certainties, but given the gulfs in momentum being carried into the match by each side, an England win was where you’d find the smart money. Imperious kicking from England’s Owen Farrell, less imperious striking from Pat Lambie, a knockout blow to the head for South African talisman, Eben Etzebeth from the marauding Billy Vunipola, and a messy fortuitous try from Courtney Lawes on the cusp of half time ended a frantic opening exchange. But this was merely a creaking of the floodgates compared to the aggressive opening of them that occurred in the second half. Crumbs of comfort for South Africa included consolation scores from Warren Whiteley and Willie Le Roux - actually more important than they seemed considering the recent unfamiliarity between South Africa’s attacking unit and the try line - but they were mere blots in a copybook which largely documented English fluidity, efficiency and fearlessness for much of the 40 minute spell.

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THE POWER OF UNION

History of rugby union matches between England and South Africa Date

Venue

Score Winner

12.10.2016

Twickenham, London

37–21

15.11.2014

Twickenham, London

28–31

24 .11.2012 Twickenham, London

15–16

23.06.2012 Nelson Mandela Bay Stadium, Port Elizabeth 14–14 16.06.2012 Coca-Cola Park, Johannesburg

36–27

9.06.2012

Mr Price Kings Park, Durban

22–17

27.11.2010

Twickenham, London

11–21

22.11.2008 Twickenham, London

6–42

20.10.2007 Stade de France, Paris, France

6–15

14.09.2007 Stade de France, Paris, France

0–36

2.06.2007

55–22

Loftus Versfeld, Pretoria

26.05.2007 Vodacom Park, Bloemfontein

58–10

25.11.2006 Twickenham, London

14–25

18.11.2006 Twickenham, London

23–21

20.11.2004 Twickenham, London

32–16

18.10.2003 Subiaco Oval, Perth, Australia

25–6

23.11.2002 Twickenham, London

53–3

24.11.2001

Twickenham, London

29–9

2.12.2000

Twickenham, London

25–17

24.06.2000 Vodacom Park, Bloemfontein

22–27

17.06.2000 Loftus Versfeld, Pretoria

18–13

24.10.1999 Stade de France, Paris, France

21–44

5.12.1998

Twickenham, London

13–7

4.07.998

Newlands, Cape Town

18–0

29.11.1997

Twickenham, London

11–29

18.11.1995

Twickenham, London

14–24

11.06.1994

Newlands, Cape Town

27–9

Draw

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Scrum half, Ben Youngs added potency, subtlety and imagination behind the brawn and power of England’s back row, setting up George Ford first, then - almost identically - Owen Farrell for simple finishes under the posts. The latter’s trusty boot put extra gloss on the end result with meticulous precision, giving England their largest victory over the old foe since 2004; 37-21.

Not only was this England’s joint biggest margin of victory in 12 years, but it was only the third victory at all over that duration, the other two arriving consecutively at the home of English rugby in 2004 and 2006. Since then, 11 South African celebrations and one 2012 draw at Nelson Mandela Stadium in Port Elizabeth have made the back pages. And for the most part, it’s not been a fortunate rub of the green; it’s been

a resounding crushing delivered from the green giant. Springbok wins to the tune of 58-10, 55-22, 36-0 and 42-6 have epitomised the era across a backdrop of London, Bloemfontein, Pretoria, Durban, Johannesburg and even Paris; the latter inevitably being the most significant moment of this 10-year demolition as South Africa beat England twice en route to the 2007 World Cup, including a 15-6 win in the final.

‘In fact, you have to go back to pre-apartheid South Africa to find any lack of structure in the fixture and its results’

To surmise, November’s turnaround isn’t simply a return to form or the bucking of a recent trend, but it may well be the latest ignition of a period of English success. And you only have to look at the two sides’ overall reliance on momentum to come to such a conclusion. Prior to South Africa’s stranglehold on the fixture from 2006 onwards, England had enjoyed a six-year, seven match winning streak of their own; preceded just as emphatically by a period of Springbok supremacy in the 1990s which saw them win six out of seven clashes between 1994 and 2000. In fact, you have to go back to pre-apartheid South Africa to find any lack of structure in the fixture and its results. So while the commonsensical, the ‘law of averages’ folk, and even the most realistic of sports fans cast this latest outcome to the history books as a one-off - albeit entertaining - clash of two giants of world rugby, the more attentive of sporting anoraks wouldn’t be at all surprised to see another England victory when the two sides next unite. And perhaps again after that...

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AFRI-CAN OR AFRI-CAN’T?

AFRI-CANor AFRI-CAN T? Eurler Hermes sets out to assess the 10 key myths to debunk regarding Africa’s attractiveness as a business hub and FDI opportunity Written by: Matthew Staff

uler Hermes, the worldwide leader in trade-credit insurance, analyses the current African economic situation in a report entitled Afri-can or Afri-can’t? 10 Myths to debunk on Africa. What are the strengths and weaknesses of the African continent? “Africa is lagging behind the rest of the world, but this is paradoxically an advantage for the region. It approaches development differently and has already taken concrete steps to address the backlog,” says Ludovic Subran, chief economist at Euler Hermes. With the help of 10 myths, Euler Hermes decrypts reasons why Africa is a special continent of many resources, which will find its way of growing and becoming a key player in the global economy.

ALL AFRICAN COUNTRIES ARE THE SAME Most African countries have a complicated business environment; even Nigeria. However the continent’s driver is ranked 169th in the World Bank’s Doing Business 2016. Nonetheless, there are differences

among African economies in the pace of growth and level of diversification. “There are three groups of countries in Africa. First, the strong links such as South Africa and Morocco with an attractive business environment, but their growth remains moderate, although stable. Then the change champions, including Ivory Coast and Ethiopia: GROWTH AND DOING BUSINESS these economies record strong growth rates (7.5 percent and seven percent respectively in 2016), pushed by their will to diversify and improve their business environment. Finally, lagging behind are countries such as Nigeria or Cameroon where change needs to be fostered,” says Subran.

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AFRICA ONLY RELIES ON RAW MATERIALS Africa has tremendous raw material sources and is often viewed as an indispensable pool of labour for the near future. But the African economy is also a hotbed of innovation. “Compared with Singapore and its two percent of GDP spent on R&D, Africa ranks lower. But this gap is going to narrow very rapidly thanks, for example, to hubs and the will to overcome the infrastructure deficit,” explains Stéphane Colliac, senior economist at Euler Hermes. Each region has its own champion: Kenya (0.9 percent of GDP) in the east, South Africa (0.75 percent) in the south, and Morocco (0.8 percent) in the north. This innovation effort is also reflected in the creation of technologic hubs, whose number is steadily increasing in the African continent. At present there are

24 hubs in South Africa, 11 in Kenya and seven in Uganda. “In Kenya, the technologic incubator iHub has contributed to the development of 150 companies since 2008, an evidence of its role in the growth of African economy,” underlines Colliac.

QUALITY OF LOGISTICS AND INFRASTRUCTURE GAP

AFRICAN INFRASTRUCTURES ARE NON-EXISTENT The infrastructure gap (water, electricity, internet, transport) in Africa remains important. The example of Nigeria is striking: to fill its infrastructural gap, the country must spend US$ 1,900 billion by 2030,that is nearly US$ 130 billion a year (25 percent of its current GDP). This gap penalises African economies and costs two percent of growth to the region every year, according to the African Development Bank.

But the development of African infrastructures is also an economic opportunity. “African countries cannot finance these infrastructural investments themselves. In the longterm, this should trigger significant investments in the region, that will contribute to finance the regional economy,” adds Colliac.

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AFRI-CAN OR AFRI-CAN’T?

AFRICA IS ISOLATED FROM THE WORLD African foreign trade continues to grow. Well, almost. In 2016, Africa is expected to lose US$12 billion exports by value because of the commodity shock. In 2017, demand to Africa should increase by US$30 billion. “This is not only in the short-term. Actually, by 2025 African countries should continue to open up and the continent’s heavyweights, i.e. Nigeria, South Africa and Egypt, will see their trade with the rest of the world soar,” continues Subran. The favourite destination of African exporters remains China. However, the raw material part in African exports to China has decreased from 97 percent in 2010 to 83 percent in 2015, in contrast with low-value-added manufactures (three percent in 2010 versus seven percent in 2015). CUMULATIVE TRADE GAINS (US$ BILLION) BY 2025

AFRICAN INSTITUTIONS ARE NON-EXISTENT Next to countries where institutions do not (or have stopped to) evolve, there are countries launching important reforms. Rwanda for example has strengthened its fight against corruption, by setting up a national anticorruption council and an entity supervising the award of public

contracts. The purpose of this is to reduce the differential quality between institutions in Rwanda and those in more developed countries such as Brazil or Italy. On the other side, the needs of public-service users are changing and the same occurs with demands for social security. Moreover, institutions have to respond differently: “The digital revolution can help African institutions to skip several stages of development. South Africa, Rwanda and Ghana have already developed online public services of relatively good quality, and this is how institutions in these countries are catching up with international standards,” says Subran.

NO-ONE IS GOING TO FINANCE AFRICAN GROWTH Once the oil aftershock has worn off, Africa will resume growing at an average three-plus percent a year. Some countries still post record growth rates higher than five-plus

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percent, despite the hard shock. In addition, the financing and rebalancing of growth, including investments to be made, will be the key to a sustainable takeoff. “The mix of funding will be crucial. In addition to external resources, particularly from foreign direct investment (FDI), some countries are already able to finance at least part of their growth with budgetary resources. This is the case in South Africa, Egypt and Senegal where they account for 25 percent and 30 percent of GDP in 2016. Household confidence and investor confidence will be indispensable to collect savings,” adds Subran. Nevertheless, the way ahead will be thorny. Budgetary revenues make up only 14.5 percent on average of the African GDP, compared with 30 percent in developed countries; and FDI is only two percent of GDP, compared with 2.4 percent in developed countries.

AFRICAN CONSUMERS ARE NOT BANKABLE Consumption growth in Africa is well under way. In 2016, Africa reports the highest consumption growth rates, led by Côte d’Ivoire, Uganda and Nigeria, compared with 1.4-plus percent in OECD countries or two-plus percent in Asia-Pacific. “Consumption development in Africa is driven by the continent’s exploding urbanisation. By 2045, African towns will be flooded with 24 million people, compared with only nine million in China and 11 million in India,” reports Colliac. But African consumption development should follow a different path from that of developed countries. “The wealth effect and internet access add to the volume growth of African consumption. Consumers in Africa are going to skip some steps and force business sectors to reconsider their approach. This is especially striking in distribution, financial services or transports. For example, 70 percent of Moroccans have internet access (55 percent in China), and 14 percent of Kenyans use contactless payment cards (60 percent in France),” says Subran.

Euler Hermes has worked out a proprietary consumption potential indicator combining these three determinants. The verdict is final: Nigeria, Kenya, Morocco, Egypt and South Africa are the leading pack, followed by Ghana, Ivory Coast, Tanzania, Sudan and the DRC.

billion of additional cash flows: a foot on the ladder for growth-seeking SMEs.

IT’S HARD TO WORK WITH AFRICAN COMPANIES Given the payment terms granted by foreign suppliers to African companies, it is undisputable that stronger confidence would free considerable resources for growth. “Out of €800 billion of goods imported every year by Africa, approximately 60 percent are paid cash. If transactions were settled at 30 days, this would free €40 billion of working capital requirements, equal to the GDP of Tanzania, or to 1.6 percent of the GDP of Africa,” says Subran. This situation engenders a sort of vicious cycle for African companies. Their cash flow suffers from the multiplication of cash payments, and this makes them more exposed to possible economic risks. As for domestic trade, this calculation in a country like Nigeria generates €10

EULER HERMES CONSUMPTION POTENTIAL INDEX

100 = MAXIMUM VALUE

AGRICULTURE, SOMETHING OF THE PAST Agriculture is the driver of economic growth in Africa. It remains the first contributor to employment and lifts millions of people out of poverty every year. Nevertheless, what is needed is a true green revolution to accelerate the catalyst role of the farming sector, by focusing productivity, market access and technologic contents. “In terms of growth by value of agricultural exports from 2005 to 2015, Ethiopia, Ivory Coast, Kenya and Rwanda have specialised in high-value cash crops. Other countries, such as Zambia, Senegal and Morocco, have managed to use mechanisation and technology to increase agricultural productivity,” highlights Subran. HARD TO FIND 10 IT’S ENTREPRENEURS AND

TALENT IN AFRICA Education levels are increasing in Africa. In particular, access to university education in Cameroon has grown from 4.6 percent in 2000 to 13 percent in 2013. However, even in South Africa, the most proficient student, the percentage of youth entering university is only 20 percent by age group. Furthermore, official statistics on entrepreneurship are disappointing: in South Africa, just to make an example, only two companies are set up every 1,000 inhabitants. “These low figures mask the rampant informal entrepreneurship that is set to remain the basis for human capital development in the short-term. Therefore, attention should be focused just on this entrepreneurial environment, apart from access to education. “In Nigeria and Uganda for example, the towns of Lagos and Kampala have only recently reformed their registry system, a big problem for all those wishing to start business,” concludes Subran.

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Democracy in Africa

An increasing number of electoral commissions across Africa are turning to technology to improve election processes Brigalia Bam, former Chairperson, Independent Electoral Commission of South Africa frica continues to be a vibrant arena for democracy, civil society activism, and robust efforts, such as through the African Union, to advance democratic and constitutional rule. As Africa strives to enhance accountability and to provide support for the sustenance of democratic systems, elections have taken centre stage despite records of conflict and malgovernance that have marked severe setbacks for the continent. The work of independent electoral commissions in providing mutual support, in designing instruments for election observation, and in undertaking training and research is critical to strengthening democracy. An increasing number of them are turning to technology to improve election processes particularly voter registration.

Technology and the South African elections

Brigalia Bam

More than 20

sub-Saharan African countries have already held elections employing a biometric voter register

A credible voter register enhances an electoral process reducing the possibility of fraud and ensuring that only those who are entitled to can vote. However, building an accurate register is not an easy task; unavailability of identity documents, lack of birth and death records, increased urbanisation, and changing national borders are just some of the challenges. Take South Africa: the first postapartheid election was organised in 1994, mainly with international assistance. In 1999 the Independent Electoral Commission of South Africa (IECSA) took charge of organising South Africaâ&#x20AC;&#x2122;s second democratic election. Technology was a very useful tool in organising transparent and credible electoral processes. Technology was used in most parts of the electoral cycle. The

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A biometric revolution and the future of technology in Africa The use of technology in elections is not just a technical issue, it is becoming a public policy matter. South Africa is not an exception in its use of election technology. Across Africa, for example in Kenya, Nigeria, and Uganda, there is widespread interest in the use of technology in elections. One of the major uses has been biometric technology to identify and register voters. It is gaining popularity because it increases transparency and accuracy, reduces corruption and fraud and helps improve the voting experience. More than 20 sub-Saharan African countries have already held elections employing a biometric voter register. For example, in 2016 the Electoral Commission of Uganda used biometrics to verify voters. Biometric scanners were deployed in all polling stations clearing voters in 30 seconds; a record time in voting.

Not using biometric data Using biometric data

Figure 1: Map of Africa showing where biometric data is used in voter identification at polling stations

greatest challenge was the creation of a voterâ&#x20AC;&#x2122;s register in a country that had been divided by racial lines in every aspect of its existence. All the logistics and preparations were electronically based and included mapping the country, drawing of voting districts, and putting in place IT infrastructure. One substantial challenge was reaching rural areas and remote border areas of the country. This exerted further strains on demarcation and on drawing boundaries. The internal residential racial segregation, a holdover from the Apartheid era, made the task very complex.

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The use of â&#x20AC;&#x2DC;zip-zipâ&#x20AC;&#x2122; scanners for voter registration and identification at polling stations has saved the day in South Africa. Over the years these machines have significantly improved voter verification. In the 1994 elections, the creation of an operation centre where results were electronically received from polling stations was welcomed by political parties, media and civil society organisations. The process for consolidating and centralising the tabulation of the results from thousands of polling stations was then carefully checked by audit firms. The transparency of the process was

‘The ability to vote from home, work, the market, or even an individual’s customary voting place makes a good case in favour of internet voting’

The International Elections Advisory Council (IEAC)’s ‘Future of Elections’ pamphlet of essays was commissioned by electronic voting company, Smartmatic

key to building trust as was the IEC of South Africa providing information to political parties, to voters, and to the media so they fully understood the process. The use of technology not only earned the Electoral Commission trust but was proof that our voting system had leapfrogged to the brink of the twenty-first century. Biometric registration is just the first step. The question of whether voters will be able to vote electronically or via the internet is of interest for political leaders, technology innovators and voters alike. An electronic voting system like other automated information systems must be judged on several criteria including how well its design provides for security, accuracy, ease of use, and efficiency. But the benefits it could bring are undeniable. Take participation. Though electoral commissions are committed to inclusiveness and accessibility to all voters, they face many challenges. Difficulties with transportation, logistics and lack of infrastructure often make it impossible for them to reach all voters, making the case for electronic and internet voting solutions for the future even stronger. Satellite technology means that electronic voting systems can be used in even the most remote corners of the country. The benefits to the voter of new election technology like internet voting are clear. The ability to vote from home, work, the market, or even an individual’s customary voting place makes a good case in favour of internet voting. The absentee voter and those living abroad will be better able to vote, which is of critical importance to Africa given its large Diaspora. The ultimate aim is not just that we have the option to vote online but we have a much broader electronic engagement with our government, where we are able to express our views on a continuous basis, secure in the knowledge that it will reach those in power.

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Delivering H E A LT H C A R E to Africa The sixth annual DHL Regional Conference highlights sector growth opportunities in Africaâ&#x20AC;&#x2122;s healthcare sector Writer: Phoebe Calver

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S H I P P I N G & L O G I S T I C S

he DHL Regional Life Science & Healthcare Conference entered its sixth year in style, with 125 healthcare professionals and logistics experts gathering to discuss ‘Delivering Healthcare to Africa’ in Pretoria, South Africa. DHL’s conference included a variety of presentations and discussions around key industry trends in the sector and now in its sixth year, the event focussed on enabling networking with peers and industry experts to help gain deeper insight into future developments in the life sciences and healthcare sector in Africa, exchange ideas and view new logic solutions. Deloitte have noticed a positive growth trend in the sub-Saharan region, although growth rates do vary considerably from as low as 1.52 percent in South Africa to as high as 9.94 percent in Ethiopia. The average growth in healthcare spend across Africa is forecast to stay around three percent until 2020, with the top 15 countries - excluding Gabon – currently spending more than US$1 billion per annum on healthcare. “Although Africa has undeniable growth potential in the healthcare sector, continuous investments are required in capabilities, quality

and innovation in order for this growth potential to be successfully tapped into across the continent,” noted Thomas Ellmann, Vice President EMEA in his opening speech. Africa is considered as the final frontier in the delivery of healthcare services with a number of service delivery challenges still to be overcome. According to Ellmann, companies in the sector have placed quality and process standards high on their list of requirements, alongside visibility and control throughout the supply chain; through from the point of manufacture to the end customer. There are many factors which contribute to success within the supply chain, such as temperature control, trade compliance and regulations, good distribution practice and innovation. “We wanted to address the requirements of the life sciences and healthcare industry at the conference, with leading companies and experts in the sector, and discuss how the industry can adopt the best supply chain strategies to capitalise on Africa’s growth potential,” explains Ellmann. CEO of DHL Express Sub Saharan Africa (SSA), Hennie Heymans adds: “We have been in Africa for 38 years and have established ourselves as market leaders. Africa is home to one of the fastest growing middle classes and access to healthcare products and services is critical. DHL Express is perfectly positioned to support healthcare supply chains in Africa, a market in which we continue to see enormous potential and opportunity for growth.” Over the past two years, DHL has equipped 16 countries in SSA with the ability to handle dangerous goods (DG) therefore enabling the

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The importance of companies such as DHL Sub Saharan Africa working with the healthcare industry is becoming ever-more pivotal

movement of temperature-controlled consignments through the Company’s network. Plans for an additional seven countries to receive DG certification are in place for 2017. “We have also set up Express Logistics Centres and capabilities in 21 countries across SSA, providing the ideal locations for short-term stock holding and the distribution of medical device and diagnostics equipment, electronics and spare parts, with further investment envisioned in this area,” continues Heymans. In order to save millions of people from being infected by diseases which are treatable, Africa needs an effective supply chain, characterised by the timely reliable movement of health commodities and data up and down the supply chain. The importance of Companies such as DHL Sub Saharan Africa working with the healthcare industry

is becoming ever more pivotal. Poor access and affordability of medicines in Africa is compounded by a number of other factors which are halting progress, such as long lead times, infrastructure gaps including weak storage and logistics capacity, on top of high transport and distribution costs. Africa continues to present unique, varied and continually evolving challenges for pharmaceutical supply chains. One of the biggest obstacles proving to hamper delivering healthcare to Africa, is the lack of appropriate infrastructure, facilities and trained personnel. Events such as the DHL Regional Life Sciences &

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S H I P P I N G & L O G I S T I C S

“We have... set up Express Logistics Centres and capabilities in 21 countries across SSA... with further investment envisioned in this area” – Thomas Ellmann, Vice President, EMEA

The DHL family of divisions offers an unrivalled portfolio of logistics services

Healthcare Conference are pivotal in creating a platform where the issues facing Africa can be discussed; with the hope of discovering solutions to the current logistical difficulties companies such as DHL are affected by. As the leading provider for the life sciences and healthcare industry, DHL is not only serving customers in sub-Saharan Africa, but also on a global scale. With the ability to provide industry leading capabilities, which include time-definite international (TDI) express networks which cover 220 countries, DHL are enabling global access to healthcare through continuous investment in skills, scale and solutions that adapt to ever changing needs. The DHL family of divisions offers an unrivalled portfolio of logistics services which range from national and international parcel deliver, ecommerce shipping and fulfilment solutions, international express, road, air and ocean transport to industrial supply chain management. DHL works tirelessly to connect people and businesses securely and reliably, enabling global trade flows. DHL’s ability to create specialised solutions for growth markets and industries including technology, energy, automotive, retail and of course life sciences and healthcare, has shown a proven commitment to corporate responsibility and an unrivalled presence in developing markets. With its unparalleled reputation and focus on the overall importance of emerging markets for the Group’s strategy 2020: ‘Focus.Connect.Grow.’; specifically focussing on encouraging development of sub-Saharan Africa, DHL is perfectly positioned as the ‘logistics Company for the world’.

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The so-called Big 5 of the animal kingdom are amongst the main lures to a region that continues to expand, diversify and evolve as one of South Africa’s most influential hubs Writer: Matthew Staff

The City of Tshwane Metropolitan Municipality stablished in its current guise for nigh-on 16 years, The City of Tshwane Metropolitan Municipality is justifying its formulation as a concerted hub of innovation, development, natural preservation and business attractiveness to become one of South Africa’s most appealing regions. Comprising 13 former city and town councils since its inception on 5 December, 2000, a latter expansion in 2011 added further structure to the Gauteng province, while strengthening a Tshwane region that continues to put its money where its mouth is in developing all aspects of life within its borders.

“Tshwane has 105 wards, 210 councillors and about 2.5 million residents, and is divided into seven regions,” the Tshwane Tourism Association states on its website. “It covers 6,368 square kilometres of Gauteng’s 19,055 and stretches almost 121 kilometres from east to west, and 108 kilometres from north to south; making it the third-largest city in the world in terms of land area, after New York and Tokyo/Yokohama. “Tshwane’s five-Year plan of action is to develop Tshwane into a leading city where residents can enjoy a good quality of life. The five-year programme focuses on the challenges and opportunities faced by the city and have five strategic objectives.”

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Enhanced provision of quality basic services and infrastructure, a cleaner and safer sustainable community, and improved governance and financial viability comprise just three of these; epitomising once again the ambitions of the city in terms of its future prominence, and the inevitable positive ramifications that this has in regards to tourism and the business travel sector.

The Business End â&#x20AC;&#x153;As the administrative seat of Government and hosting a number of Embassies, City of Tshwane has proven to be a leader on the African continent in providing affordable industrial sites, various industries, office space, education and research facilities,â&#x20AC;? Tswhane Tourism Association states. As such, the area has become a melting pot of research, development, industry, education and commerce; indicative of the attractiveness it now boasts from a business perspective. Once again, there are also concerted plans for future growth in place too, with the most recent aims including accelerated growth; enhanced contributions to the wider provincial economic growth target; a reduction in unemployment by as much as 50 percent; a bridging of the gap between first and second economies; and an improved attitude towards equality across genders, age and disabilities. Again, the culmination of these considerations not only represent the ethos of a city very much in demand, but point towards a sense of sustainability and longevity for business success in the years to come; making it a lucrative proposition for foreign direct investment, and an increasingly

Facts and figures

Country:

South Africa

Province:

Gauteng

Area:

6,298 square kilometres

Population (2011): 2.5 million GDP:

US$83.9 billion

Currency:

Rand

Time zone:

UTC+2

Dialling code:

+27

Municipal Code: TSH

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IMAGES: HTTP://012CENTRAL.CO.ZA

“Possibly one of the most exciting developments in the city has been the opening of 012Precinct, four trendy new multifunctional inner-city venues,” Tshwane Tourism Association’s Chairperson, Bronwen Cadle de Ponte said in an interview with Daily Travel and Meetings Buyer earlier this year. “Cleverly named for the city’s dialling code – 012 – the venues have already successfully hosted events from conferences to concerts and corporate functions to hip markets.” Cadle de Ponte’s analysis of the new venue is an indictment of the goals driving the City of Tshwane’s evolution at present, paving the way for numerous eateries, museums, retail outlets and hotels to thrive.

IMAGES: HTTP://012CENTRAL.CO.ZA

Out & About

012 hosts events from conferences to concerts and corporate functions to hip markets

Sun International Hotel

012Precinct

Radisson RED Hotel

“Driven by passion for the inner city, the vision of 012Precinct is to build and grow a precinct in which people live, work and play. The venue comprises a number of closely situated buildings that enable diverse, rich experiences for people or companies that need a venue for their event.” Made up of 012Central, 012 Central Bank Towers, 012 Central Jardown and 012Central Prinschurch, everything from bars, to events, to architecture and

culture are covered. And in regards to the former, it also provides a platform for the nationally famous outlets to strut their stuff; in this case the African Beer Emporium takes centre stage to deliver “local and foreign visitors a taste of Africa in an unprecedented way and with exceptional style”, Cadle de Ponte enthused. She continued: “New on the horizon is Time Square at Menlyn Maine, which will offer a five-star Sun International

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hotel with 100 luxury rooms and 10 suites to cater for the diplomatic travel market, support the business traveller and encourage overnight stays in Tshwane and accommodate gambling patrons over weekends. “Another exciting development that is being anticipated is the new Radisson RED hotel, part of the Loftus Park complex in the city, and is expected to open before the one planned for Cape Town.”

Outlook recommends ‘the new venue is an indictment of the goals driving the City of Tshwane’s evolution... paving the way for numerous eateries, museums, retail outlets and hotels to thrive’ – joburg.co.za NATURE RESERVES Dinokeng Nature Reserve

in 2012, 12 years after the Reserve’s inception). In essence, Dinokeng Nature Reserve has mirrored the City of Tswhane’s development in recent years; being brought to the fore at the same time before becoming a focal point of the wider region it occupies. Dinokeng is as much the pulling factor of Tswhane, as Tswhane is of Gauteng, and even South Africa as whole.

MUSEUMS Kruger House

Kruger House

Crocodile River Reserve

Melrose House Pretoria Forts

ART & CULTURE Dinokeng Nature Reserve

As the only Big 5 Game Reserve in Gauteng and arguably the world’s first free roaming Big 5 Reserve, its location and scenery places it among one of the country’s most sought-after and incredible attractions. On the periphery of urbanisation, ease of access and connection to the Tshwane region is compounded by the sense of natural peace enjoyed within the Reserve itself; its lodges serving as more concerted escapes from city life before you even get to the main attraction. That main attraction being, of course, the Big 5: the African lion, the African elephant, the African leopard, the rhinoceros, and the Cape buffalo (the latter finally introduced to Dinokeng

The State Theatre Fried Contemporary Art Gallery

Crocodile River Reserve

National Zoological Gardens

FOOD & DRINK African Beer Emporium

HOTELS AND SPAS Faircity Roodevallei Hotel Leriba Hotel & Spa

National Zoological Gardens BY JANEK SZYMANOWSKI - OWN WORK, CC BY-SA 3.0,

OuKlip Game Lodge

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The only big 5 game reserve in Gauteng So much So close

Where wild animals roam freely Amazing diversity of landscape, animals and bird life Self-drive tracks winding through the bush - Dinokeng Game Reserve self-drive routes are one of our best kept secrets. - Be surprised at what animal or bird will be around the next corner.

Luxury lodges Self-catering lodges Tented camps Caravan parks Rustic camp sites Weddings, Conferences

PRETORIA

Events www.dinokengreserve.co.za

SANDTON

+27 12 711 4391 reception@dinokengreserve.co.za Find us on Facebook

JOHANNESBURG

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Transport Links In-line with all other developmental facets of the Municipality, the transport links that facilitate travel around the region are every bit as comprehensive, largely as a consequence of wider national incentives. Pretoria rail station is complemented by the Gautrain which runs through large swathes of the Municipality to keep Tswhane on track, while direct links to the OR Tambo International Airport in the neighbouring Ekurhuleni Municipality serve the longer-haul visitor. Once in the confines of the district, taxis, the municipal bus service and car are considered the best modes of transport outside of the Gautrain, with the latter road option blessed with five highways connecting the Gauteng region to all other cities in the country. Assisting with this venture both internally and externally is a recently updated and unveiled tourist map which provides “the location of, and detailed information on, accommodation establishments, attractions, tour operators and guides and other tourism-related businesses in the city”, Cadle de Pontenoted in an interview with Daily Southern African Tourism Update in August, 2016. She added: “It also provides visitors with detailed information on the buildings on Church Square, information on major transport hubs such as the airports, Gautrain stations and bus routes, locations of free WiFi and Visitor Information Centres around the city. “The map also includes a section on Tshwane trivia, providing facts on the city and an inset detailing the city’s public art.”

Gautrain, O R Tambo Intl Airport South Africa

Tourist map of Tshwane with everything you need for your trip

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Cool Capital

Antique Route 6

Exactly as it sounds, Antique Route 6 is a must-see journey through time courtesy of a host of small antique shops situated in Pretoria North. “An established route winds through the beautiful and leafy historic area of Pretoria North and leads you to some of the most renowned and interesting antique shops in the city,” its website states. An-Tea-K Kettle, Uriah’s Heap, Little Treasures, Geran Meubels, Golden Oldies, Labyrinth House, Bellbottoms, LFR Antiques, Retro Rabbit, and Sinkhuisie Antiques make up the ornate and tranquil journey.

“The Cool Capital Biennale is the world’s first uncurated, DIY, guerilla biennale: a place for the citizens of the Capital City to collectively contemplate and express why we love our city, and how we can improve it,” its website details. Without limitations or jurisdictions both geographically and artistically - this ongoing initiative which also graces Venice in Europe showcases the most artistic minds that the region has to offer; comprising a series of events, showcases and exhibitions to depict the best of Gauteng in a new light.

Voortrekker Monument

The majestic Voortrekker Monument is situated in the Tshwane region in a nature reserve and serves as a unique Monument commemorating the Pioneer history of Southern Africa and the history of the Afrikaner. “The Monument was inaugurated in 1949. It was designed by architect Gerard Moerdijk. In the Hall of Heroes is the world’s longest historical marble frieze. A tapestry with more than three million stitches is housed in the Cenotaph Hall,” the site’s official webpage details. “Today it is the most visited heritage site of its kind in Gauteng and one of the top ten cultural historical visitor attractions in the country. It is also the only Grade 1 national Heritage Site in Pretoria. The Monument also manages the Blood River Heritage Site.”

Cullinan Diamond Mine

“This mine has produced some of the world’s largest high quality gemstones and is the home of the world’s largest diamond - the Cullinan (3106 ct). Recently, a number of record-breaking blue diamonds have been found including a 122.52 carat diamond which achieved a value of US$27.6 million in 2014,” notes Cullinan Tours. The operator allows visitors to witness the spectacle six days a week, providing exclusive surface and underground tours of the working Cullinan Diamond Mine. “After visiting the mine, you will get the opportunity to visit the Cullinan Diamond Mine market for an unforgettable diamond and jewellery shopping experience,” its website adds.

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is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors on the continent. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching more than 165,000 business executives. Each month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Africa Outlook is the platform to promote your business success.

Read on for this monthâ&#x20AC;&#x2122;s profiles. Phoebe Calver, Staff Writer phoebe.calver@outlookpublishing.com

If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further. Tell us your story and weâ&#x20AC;&#x2122;ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

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Investing in African Mining Indaba 2017 Ministers from 20 African Countries are already onboard for the 2017 Mining Indaba cross the continent, the Africa Mining Vision, adopted by African heads of state in 2009, is gaining momentum with broader development imperatives aimed at integrating mining into industrial and trade policy. As Africa develops, so its sovereign and operating risk will diminish, and its infrastructure will improve. Already the African Development Bank expects growth across African economies to accelerate next year to reach 4.2 percent in 2018. A case in point is Nigeria, which has embarked on a long-term development of its mining sector, targeting $5 biilion in investments over the next 10 years under a new industry roadmap. It recently also issued a three-year tax holiday for investors in the mining sector. Others like Kenya want to offer companies and investors opportunities to tap into new green field projects. The Kenyan Government recently committed to a $29.64 miilion airborne survey to map mineral deposits; the objective of the study is to attract mining explorers particularly to the western part of the country where gold has been discovered. Exploring growth strategies, new projects and investment opportunities

Nikolai Zelenski, Nordgold

across the African continent will be the focus of both the Ministerial Symposium and the Investment Discovery Forum at the 2017 Investing in African Mining Indaba conference, which takes place from 6-9 February in Cape Town. “The response from African governments has been overwhelming,” says Harry Chapman, Director of Content for Mining Indaba. “To date we already have 20 confirmed ministers participating in the 2017 Ministerial Symposium, well over 300 percent more compared to this time last year; with our speaker line-up including the likes of Hon. Christopher Yaluma, Minister of Mines and Minerals Development, Zambia; Hon. Nii Osah Mills, Ghana’s Minister of Lands and Natural Resources; and Hon. Dan Kazungu , Mining Cabinet Secretary in Kenya.” Chapman adds: “Investec and RBC Capital Markets have also announced their support for the 2017 Investment

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Discovery Forum (IDF). With participation from these organisations, the IDF establishes the building blocks for future growth of the conference, growing investor and mining company participation and focusing on the core of Mining Indaba; investment into African mining.” He concludes: “As the market is recovering, companies are spending more on exploration and it’s a time when funds are more active in evaluations and investments. This upturn is also reflected in the growing line-up of investor and mining company speakers at Mining Indaba with a massive 61 percent year-onyear increase in investor registrations alone.”

Alwyn Pretorius, Newmont

Mining executives speaking at the 2017 Mining Indaba also see exploration as a key growth area and are optimistic about opportunities and investments in African mining in the year ahead.

are likely to turn their attention to reserve replenishment and production growth through exploration and/or acquisition.” However, Pardey also cautions that while growth through exploration and/ or acquisition may offer significant opportunities for all, there is a danger that the industry returns to “its old habits of pursuing growth for its own sake, to the detriment of long-term shareholder value”. “I think there is an extraordinary opportunity for companies of various levels in Africa over the next many years,” enthuses Clive Johnson, CEO of B2Gold. “There’s tremendous exploration opportunity and we believe there will be numerous additional, major gold discoveries made in Africa.” Nikolai Zelenski, CEO of Nordgold concurs: “From our perspective, Africa remains an attractive destination for investment because it is a promising region where high quality deposits can still be found. With the increase in gold prices we will probably see increased investment by mining companies, especially in underexplored countries, which have a good history of dealing with mining companies and wish to attract foreign investment.” As for the biggest opportunity for mining companies in Africa in the next 12 months, Alwyn Pretorius, Regional Senior Vice President at Newmont, points to rising precious metal prices generating higher margins, as likely to fund future growth projects. “This will set the stage for future exploration and expansion possibilities, as Africa is rich in resources,” adds Pretorius. He also anticipates new exploration programmes, both brownfields and greenfields, to generate additional reserve and resource with improved gold price and cost efficiency benefits.

Clive Johnson, B2 Gold

Mining Indaba

Andrew Pardey, Centamin

Centamin CEO, Andrew Pardey agrees. “Expenditure in exploration is likely to increase in 2017 as capital returns to the junior sector of the market. Also, having largely repaired their balance sheets and now generating free cash flow, some of the bigger producing companies

With more than 6,000 attendees and 31 investor speakers across the three-day event, Investing in African Mining Indaba is the world’s largest mining investment conference and the largest mining event in Africa. It remains the preferred deal-making platform for mining in Africa, bringing together mining corporates who seek investment, investors who want to strike deals in the mining sector, and government ministers who engage both groups to discuss new projects in their countries. For more information, visit www.miningindaba. com.

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Safest Future The

in International Contract Mining yrnecut Offshore has built up global recognition for applying its Australian-based expertise on four different continents; unveiling its first-hand knowledge and unrivalled skills to become a contractor, employer and all-round international operator of choice. With services across mechanised underground mine development, shotcreting, equipment rebuilds, maintenance engineering, mine engineering consultancy services, labour hire, and raise drilling; the business’s diversity and intercontinental portfolio makes it second to none. And with experience in carrying out works in all climates, logistical conditions, language requirements and workforce skill-sets, clients are brought a certain peace of mind when embracing the Byrnecut service.

Byrnecut Offshore is leveraging its international recognition in Africa as an underground mining contractor that offers its clients both a unique range of services and a wide range of experience Writer: Matthew Staff Project Manager: Arron Rampling “Clients receive a safe, efficient and professional contracting service that allows them to optimise their safety, development and production and achieve a better bottom line,” affirms the Company’s Managing Director, Greg Jackson.

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In attributing the business’s main differentiator though, he looks more internally, with the Byrnecut workforce the ultimate driver behind all aforementioned competitive advantages. “People are at the core of Byrnecut’s success providing a professional and technically advanced operation,” he states. “This allows Byrnecut to offer a service that is above and beyond what is offered by our main competitors in terms of client net returns and value for money. This shared understanding of the business goals by all Byrnecut employees has rewarded Byrnecut with the current contracts it has”. “As a business, the same standards apply to all parts of the Byrnecut Group making skills transfer easily achievable and providing clients with a much greater skill depth in terms of the workforce.”

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Opportunities for advancement

Compounding this reliance on a market-leading staff complement is an equally vital local emphasis placed on the aforementioned employee strategy. Usually instilling a minimum commitment when entering into new communities, Byrnecut then has the resources and experience available in-house to train and upskill individuals to the required level; not only creating a sustainable advantage for the Company itself, but providing a valuable step-up in the industry for workers beyond their time with the business. “Byrnecut is an Australian Government-recognised training provider with the training and upskilling of a national workforce a key component of the Byrnecut model,” Jackson explains. “Depending upon factors, such as the skill sets present in the local communities and mining experience, Byrnecut typically utilises a less than 20 percent expatriate workforce, with this percentage decreasing over time as a national workforce is trained and upskilled. “By example, Byrnecut has awarded more than 20,000 Resources and Infrastructure Industry (RII) training competencies to its personnel since 2013. “The upskilling and opportunities for advancement for national personnel combined with Byrnecut’s core values ensures a high level of personnel and skills retention. Byrnecut has highly enviable levels of retention in its workforce especially when compared to similar contractor mining companies.” The same focus on localisation is applied to Byrnecut’s supply chain management ethos too, with local procurement adopted extensively throughout the Group’s global remit; working on a local-nationalinternational basis in terms of priority and preference.

MISSION STATEMENT The Byrnecut Group engages in mechanised underground mine feasibility, mine development and mine production. This includes shaft sinking, shotcreting, raise-drilling, the provision of high quality equipment rebuilds, maintenance engineering, labour hire and training for the mining industry as well as mine engineering consultancy services. Principal customers include first world mine owners across the globe.

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In achieving our mission, we are committed to:

Shared planning and performance measurement with our clients Making decisions as a team Open, honest, communication and reporting Quality Safety Fairness and equality

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This commitment to innovation and improvement once again has mutually beneficial undertones with each supplier’s quality, production processes and stock retentions being enhanced by Byrnecut’s extensive knowledge, and the latter adding a social enrichment string to its comprehensive mining bow. “As part of being a socially responsible Company Byrnecut has a number of health and wellbeing programmes in place,” Jackson notes in regards to the Company’s wider corporate social responsibility activities. “A company within the Byrnecut Group is Sano Health and Safety, a safety consultancy Company. All Byrnecut sites run Sano programmes from injury prevention to mental health awareness. These programmes are designed to improve employees’ health and wellbeing.

“In general, Byrnecut will consult with a site client so that a joint and collaborative effort is put forward for any charitable or enrichment activities, especially in regards to the local community. Currently and in the past, Byrnecut has contributed to groups such as local schools, sporting teams, clubs and charity drives or events. “Another company in the Byrnecut Group is Boab, an indigenous training Company. This company was setup with the aim of providing additional training and resources for indigenous Australians to gain employment. This programme is very successful, with graduates from the programme employed across all of the Byrnecut sites as well as at other mines.”

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urray Engineering is a Tier 1 supplier of mechanical, electrical goods and services to all major industry sectors. Murray Engineering has a highly skilled and experienced mechanical and electrical team specialising in maintenance, refurbishment, construction, manufacture and assembly of a wide range of equipment. Our company is a best-practice company committed to training, safety, technical expertise and environmental and governance protocols. Our focus is to maximise our customer return, by providing excellence in services, which exceed accepted Industry standards. Our services include: ELECTRICAL Design, manufacture and install packages Electrical project installations Assembly of electrical panels and sub stations Transportable switchrooms Motor control centres Cable repair MECHANICAL & AUTO ELECTRICAL Machine rebuilds Field service Labour hire Maintenance and repair contracts Minesite LV modifications FABRICATION Certified machine attachments Handrails and vandal guards Mobile plants implement repairs Bucket repairs AUTOMATION & CONTROL SYSTEMS Line of sight remote systems Tele – remote systems Autonomous remote systems Proximity detect and collision avoidance Machine protection technology Human Machine Interface (HMI) system

Byrnecut is committed to innovation and improvement in the industry

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ALFAGOMMA

lfagomma S.p.A Italy has thrived over six decades to become a world leader in the design, manufacture and distribution of industrial hoses, hydraulic hoses, fittings, adaptors, manipulated tubes and quick release couplings. From Italy’s platform of innovation and R&D, the businesses in-house capabilities and flexibility, have allowed Alfagomma Australia to move into the mining market via strong and valued partnerships with the industry elite. Particularly the one enjoyed with Byrnecut Australia. The commitment among Alfagomma’s 3,000 employees to evolve in accordance with customers demands - like the Byrnecut Group - will ensure further exponential growth in the future.

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its social, HR and supply chain strands, these present day considerations represent the latest phase in what has been a long journey for Byrnecut Offshore; a Company incepted in 2006 but manifested from Australian activities that go back to the 1980s. Jackson recalls: “Byrnecut Mining was established in 1987 in Australia as an underground hard rock contract miner, later commencing operations outside of Australia in 1999 at Bulyanhulu in Tanzania. In 2006, Byrnecut Offshore was formed to provide a focus on the overseas operations. “Since its inception in 2006 Byrnecut Offshore has grown as a business working at sites in Africa, Asia, the Middle East and Europe. Byrnecut Offshore currently has contracts at seven operations; two in the DRC, two in Tanzania, one in Saudi Arabia, one in Mali and one in Burkina Faso. Now a pivotal arm of the Byrnecut Group, Byrnecut Offshore’s growth

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SAUDI PIPE SYSTEMS COMPANY

Since its inception in 2006 Byrnecut Offshore has grown as a business working at sites in Africa, Asia, the Middle East and Europe

audi Pipe Systems Company (SPS) is one of the leading water pipe systems manufacturers in Saudi Arabia, successfully establishing its own major manufacturing facilities in the industrial city of Jeddah. SPS has adapted the latest technology in valve production after intensive studies of environmental requirements in the Middle East, ensuring the longevity of the product in both above and below ground installations.

T +966 12 608-1100/637-0999 E sps@pipes.sa

www.pipes.sa

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ALFAGOMMA, manufacturers of industrial & hydraulic hose, fittings, adaptors, manipulated tubes & quick release couplings.

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EXAFI SARL

XAFI Sarl, a licensed accounting & auditing firm, is a member of the Mali National Board of Accounting. Our head office is located in Bamako, Mali and with branches in Burkina Faso and the Democratic Republic of Congo. Operating in accordance with international accounting and audit standards and statutory requirements as well as special reviews and investigations, The Company is a young and dynamic organisation whose multi-lingual associates and staff have extensive experience in many areas of expertise.

T +223 44 90 19 26/66 74 19 45 E exafi@sec-exafi.com atoure@sec-exafi.com Kamoa Truck TH663

has been underpinned by a mission statement which places shared planning and performance measurement to provide value for money for clients at its core. This approach has subsequently facilitated a business model that can continuously improve, can react quickly to market trends, and can operate efficiently in the most challenging of economic climates. “The Byrnecut Group of Companies offers a wide range of services from consultancy on mining studies through the mining value change of shaft sinking, project development and production operations, raise drilling, maintenance and engineering, electrical power distribution, automation, health, safety and training; which separates us from most other competitors,” Jackson emphasises. “Having access to a large range of mining-related companies within the Group gives us a competitive advantage for clients looking for a ‘one-stop shop’.”

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MAMMOTH EQUIPMENT & EXHAUSTS

Having access to a large range of mining-related companies within the Group gives us a competitive advantage for clients looking for a ‘one-stop shop’

ammoth is globally regarded as market leaders in our field. Renowned for delivering, proven, quality products to the mining industry. We have been manufacturing and distributing complete exhaust systems for commercial vehicles and industrial machinery since 1974. • • • •

Replacement exhaust parts Air intake Thermal blankets Emission control (Diesel Particulate Filters) • Sound attenuation Mammoth Equipment and Exhausts boasts customised and standard solutions in individual and kit packages. • Complete with all peripheral documentation (SDS, PDS, User Guides, SWIs and Schematics where applicable) Find out how Mammoth will help your site save; sales@mammothequip.com.au

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CJD EQUIPMENT PTD LTD

JD Equipment Pty Ltd and Volvo Construction Pty Ltd are proud to supply the Volvo wheel Loader products in a high specification to meet Byrnecut Mining’s stringent requirements. Byrnecut Mining has taken delivery of over 50 Volvo machines throughout the partnership, satisfying their requirements for safe, reliable, emission compliant and efficient underground and surface mining equipment. CJD Equipment; Big Enough to Trust, Small Enough to Care.

T +61 1300 139 804 E enquiries@cjd.com.au

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Substantial scale

CAPABILITY STATEMENT Byrnecut Offshore has been successful in securing a number of international contracts and has first-hand knowledge of the skills necessary to overcome remote location logistics, language barriers and upskilling the national workforce. They offer clients a safe, efficient and professional contracting service to assist in optimising the development and production of their mineral resources, and they are capable of providing first world mining capabilities to any international location.

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Subsequent, proven experience - and success - across mine development and production techniques, as well as cutting-edge approaches to health & safety, maintenance, management and administration, has all culminated in some of the landmark projects that Byrnecut Offshore has become synonymous with over past decade. “A major contract of Byrnecut Offshore that is still in operation is Kibali Gold Mine, a Randgold and AngloGold Ashanti joint venture. Byrnecut has been involved in the operation since supporting the boxcut and developing twin declines to access the orebody, and currently does decline and off-shaft development, stoping and all equipment maintenance. “This is a high-speed mechanised operation that involves employing some of the latest technologies such as Sandvik DD422i drill rigs and teleremote operated LH621 loaders.”

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CJD EquipmEnt

Byrnecut’s partner in ExpEriEnCE 24/7 Breakdown Service

Nationwide Coverage

With a modern mobile service fleet, we can offer a 24 hours a day / 7 days a week breakdown and call-out service to all of our customers across all states and territories.

CJD has built a reputation as one of the largest & most successful privately owned equipment & truck distributors in Australia, with branches, dealers and service centres located Australia wide.

Customer Support Agreements

Asset Management

We have the ability to provide fully customised repair & maintenance contracts, as well as service-only contracts to suit your needs and requirements.

Using the latest technology we can supply accurate and timely data to ensure you’re getting the most out of your machines onsite. This means better fuel efficiency, less downtime and longer life of your equipment.

Big enough to trust Small Enough to CarE www.cjd.com.au | 1300 139 804 | enquiries@cjd.com.au H96 x W78 (mm)

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CLIENTS, PAST AND PRESENT: “We offer clients a safe, efficient and professional contracting service to assist in optimising the development and production of their mineral resources both in Australia and overseas” Acacia Aim Resources Albidon Limited Anglo American Anglogold Ashanti Anvil Mining Bariq Mining Endeavour Resources Gold Fields Glencore Impala Platinum Irish Gypsum Ivanhoe/Kamoa Copper Kahama Mining Company Ma’aden Barrick Copper Company New Boliden Newcrest Mining Rio Tinto/Palabora Mining Company Philex Mining Randgold Resources Resolute Mining Limited Segala Mining Company Tungsten Mining Voskhod-Oriel

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Epitomising the scale of both the projects and the clients, a similar feather in the Byrnecut cap can be seen in Saudi Arabia via its Jabal Sayid Copper Mine, but it is Africa where the majority of the Company’s current works are being completed: other key contracts including the Bulyanhulu Gold Mine and Gokona Gold Mine, both in northwest Tanzania; the Kamoa Copper Mine in the DRC; and the Syama Gold Mine in southern Mali.

A period of exciting growth and expansion

Finished projects on the continent incorporate the Perkoa Zinc Mine in Burkina Faso; the South Deep Gold Mine, No. 20 Shaft, and Palabora Copper Mine in South Africa; the Dikulushi Copper Mine in DRC; the Munali Nickel Mine in Zambia; The

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Segala Gold Mine in Mali; and Obuasi in Ghana. And across each of these, the trademark Byrnecut Offshore specialities have been evident, across health, safety and quality standards. “Firstly, this level of commitment to safety is not without its challenges, especially with large differences in languages and culture; but by not compromising values, Byrnecut has the safety record it has with the Byrnecut Group, not just Byrnecut Offshore, currently more than one year LTI (lost time injury) free,” Jackson says. “Right now the Byrnecut Group has done more than 7.5 million hours, LTI free. “Another key parameter of Byrnecut when interacting with any communities is making sure that the benefits that we can bring to a community are sustainable, and given that the nature of mining is the use of

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We manufacture and distribute a diverse range of products which include mine ventilation ducting & accessories, UPVC drill casing pipe, industrial flexible ducting.

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a finite resource, we will continue to benefit the community after mining is finished.” With the personnel and experience to utilise some of the most advanced mining technologies in the most remote and logistically challenging areas of the globe, ongoing investments are also made to keep ahead of the industry curve; recently comprising an enhanced reliance on automation within its equipment, and a more systematic approach to

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There are a number of exciting and Potentially hugely beneficial technologies nearing reality now

innovation and improvement when it comes to planning and scheduling. “There are a number of exciting and potentially hugely beneficial technologies nearing reality now that Byrnecut has invested in and is looking forward to being at the forefront of rolling out,” the MD details. “With Byrnecut’s financially responsible approach, even in tough market times, it continues to invest in innovation and new technologies for rapid mine development and production.”

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Byrnecut Offshore’s rise to prominence is therefore no fluke, but is a culmination of considerations and proactive continuous improvement across all facets; from internal technologies, equipment and people, to external commitments to communities, social enrichment and localisation. Ultimately, it is this combination of excellence that stands the business in perfect stead for even more concerted international prosperity in the future.

Ultimately, it is this combination of excellence that stands the business in perfect stead

“In the next three-five years the aim would be to continue to grow in the areas where Byrnecut is known as well as expand further worldwide,” Jackson concludes. “As part of that expansion, Byrnecut would look to double yearly revenue; and as mine owners are now coming to terms with the new reality of commodity prices, we can see a period of exciting of growth and expansion for underground mining, as new projects come on line and existing open pit mines go underground.”

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From the

Ground Up Kore Potash Limited is gaining globalrecognition as its mining project in theRepublic of Congo is being developed towards lucrative production

Writer: Matthew Staff | Project Manager: Arron Rampling

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he industry leader formerly known as Elemental Minerals Ltd may have had a change of name, but the newly branded Kore Potash Limited and its new management team carries the same skills, ambitions and potential to build a reputation for delivery after completing one of the largest junior mining fund raises of the year. To have raised $45m from SQM and SGRF (the Sovereign Wealth Fund of Oman) is seen as a major coup against difficult industry conditions. As an advanced stage mineral exploration and development Company, Kore’s primary asset remains the 97 percent-owned Sintoukola Potash Permit (Kola) in the Republic of Congo, and has leveraged the uniquely strong fundamentals of this ongoing project to pave the way to successful development in the country where it enjoys strong support. “Kore has three projects at varying development stages,” affirms Managing Director, Sean Bennett, “Kola being our most advanced project as a large sylvinite deposit with a measured and indicated mineral resource of 573Mt at an average grade of 32.8 percent KCl; and is planned to be mined by conventional underground methods. “A mining licence and ESIA approval for Kola was granted in August, 2013 and it has the potential to be one of the lowest opex potash mines in the world due to high-grade ore, shallow depth to the potash seams, and proximity to the coast.” A definitive feasibility study is scheduled for early 2017 and is set to take a year to complete; all the while, its complementing Dougou deposit - 15 kilometres southwest of Kola - is set to achieve similar levels of success as a very large carnallitite deposit with a measured and indicated mineral resource of 1.1 billion tonnes, grading 20.6 percent KCI.

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K O R E

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SRK CONSULTING

RK undertook environmental and social impact assessments (ESIAs) on behalf of Elemental Minerals Ltd for the Kola underground mine and the Dougou solution mine in the Republic of Congo. Kola is a high-grade sylvinite (33.1% KCl) deposit and Dougou a high-grade carnallitite (20.7% KCl) deposit. Working closely with the project engineers, SRK led the study, managing in-country consultants and international subconsultants, to deliver a high quality ESIA on budget and on schedule. SRK’s specialists also undertook the water baseline and impact modelling studies and compiled the conceptual closure plan and cost estimates. T +44 (0) 29 2034 8150

www.srk.co.uk Kore benefits from a diverse range of shareholders

“A scoping study on Dougou has been completed and indicates that a low capital, low operating cost, quick to production carnallite solution mine could be established at Dougou,” Bennett continues. “In addition, we will test the Dougou Extension Prospect (previously known as Yangala), for which an exploration target was declared in 2015, of between 235 to 470 Mt sylvinite ore grading at 55-60 percent KCl, on the back of two holes drilled in 2012 and 2014 and an extensive seismic database. “We will drill eight drill holes during the first two quarters of 2017; if the drilling gives positive results, Dougou Extension will have the potential to become the highest grade potash deposit in the world. Obviously we are really excited but we remain cautious given it is still early stage, there is no guarantee that an exploration target will become a deposit; the drilling will tell. We expect to receive a full mining

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We are also one of the few African projects that doesn’t have infrastructure issues which makes us unique in an African context

licence for the whole Dougou area, including both the Dougou deposit and the Dougou Extension Prospect, in the first half of 2017.” As a listed Company, and with its new strategic shareholders, Kore benefits from a diverse range of shareholders to help facilitate its aggressive list of tasks across its various projects, allowing the works carried out and the completed exploration to speak for themselves. “Very simply we have a unique competitive advantage that remains irrespective of the cycle and that is the fact that we will be one of the lowest opex potash producers in the world,” Bennett states. “So, whatever happens in the market we will deliver more value than anyone else. We are also one of the few African projects that doesn’t have infrastructure issues which makes us unique in an African context. “We are close to the coast and so can use an overland conveyer belt to

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Global Consultants to the Mining and Metals Sector

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Feasibility Studies ESIAs Multidisciplinary Due Diligence Independent Engineers Reports Mineral Resource and Ore Reserve Reporting CPRs NI 43-101 Technical Reports Mineral Asset Valuation Operational Support

+44 (0) 29 2034 8150 www.srk.co.uk transport runs of mine ore. We will also have our own jetty and so don’t need to use the port and there is a power plant down the road that has significant excess capacity. We also have a highly supportive Government because this project is material in the context of the country and the region. Having done business throughout Africa I have been very impressed by the commerciality and pro-activeness of the ROC government.”

Comprehensive understanding

Kore will drill eight holes in the first two quarters of 2017

These differentiators epitomise the status of Kore as it is today, but the Elemental Minerals of years gone by serves as recognition of the journey undertaken and the overriding reasons for its success. Once again, this harks back to its flagship Kola project situated in the Congo basin, which was initially kick-started off the back of rigorous analysis of historic exploration data from the oil industry.

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Project Director, Werner Swanepoel recalls: “In 2010, we located two old (1960s) drill holes and twinned them which confirmed the validity of the original sylvinite grades and thicknesses. Off the back of this we had confidence to launch an extensive drill campaign which resulted in the definition of the maiden Kola resource in 2011 and updated in 2012. At Dougou, analysis of regional seismic and drill data, followed by a limited drill campaign successfully developed the Dougou resource.” “At this stage the Kore Potash geology team have developed a very comprehensive understanding of the geological setting of the area, Bennett details. “In 2012, at Dougou Extension which was called Yangala, we drilled a hole to test a setting which appeared similar to Kola in seismic data intersected a horizontal seam 4.5 metres thick grading 57.7 percent KCl; which makes it a candidate for the highest grading potash

Kore is currently focused on advancing the Kola project

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The project strategy is to focus on capital and operating cost reduction, taking benefit of the many differentiators that the project has

seam globally.The second hole drilled 1.4 kilometres to the west hit 4.2 metres of the same grade and at about the same depth. We will be adding eight more holes in Q1 and Q2, 2017. “Early on, the targets were identified as high potential opportunities due to the geological potential of the projects, favourable location close to the coastline, and with the dedicated infrastructure a viable opportunity, further differentiators were then unearthed in the form of its shallow nature of the deposit and low energy costs.” “We will initiate the definitive feasibility study with a French consortium of companies in the beginning of 2017,” Swanepoel continues. “This study will last for 14 months after which we will receive an EPC offer from this consortium three months thereafter. Having the construction company involved in this phase provides opportunity to

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Kore has suffered from weak prices in recent months

apply relevant construction experience form the design stage which could not only result in realistic and lower capital cost, but also ongoing constructability assessment resulting in a de-risked construction strategy. “Over the next few months we will also complete the eight-hole drill campaign at Dougou extension, and given a successful confirmation of the exploration target, we will embark on further fieldwork including seismic surveys and a follow-up drill campaign.”

Producing the lowest cost potash in the world

Kore is currently focused on advancing the Kola project through to the EPC offer; an indictment of the Company’s philosophy of only attributing success

to a project once it is in full production and delivering on the full potential of value created for its shareholders. “As a team, we are immensely fortunate in that we have a world-class asset that has the ability to become one of the lowest operating cost potash mines in the world,” Bennett affirms. “We have spent a lot of money in terms of the pre-feasibility study demonstrating that. As a management team we are now focused on delivering the definitive feasibility study and optimising the mine design so that we reduce the potential capital expenditure bill and the operational expenditure costs even further.” Leveraging the experience of the French consortium to achieve this goal, the ultimate strategy comprises

a holistic element taking into account all stages between the present day and production in order to work on ways to de-risk and fast-track the process as much as possible. “The project strategy is to focus on capital and operating cost reduction, taking benefit of the many differentiators that the project has, and applying well known technologies in a creative way to improve competitiveness,” Swanepoel explains. Bennett adds: “We also work with professional, globally recognised consultants and contractors and strive to engage them in such a way that we work as one team, with common objectives. We require our management team and all consultants to live our values of teamwork, respect, integrity and creativity. “All the while, it is imperative, especially in emerging countries, that we add value to the community in as many ways as possible. We need to build the trust of the local communities and the Government and prove that we are responsible partners.” As is the case across most commodities in the sector of late, potash has suffered from weak prices over recent months, leading to Kore forecasting 2022 as a realistic starting date for production. In the meantime, the Company will do what it always has done, in building the strongest projects possible conducive to thriving under any impending future conditions. “In a perfect world one wants to build in weak markets and produce in strong markets,” Bennett concludes. “The market will always go up and down and there will be good times and bad times but by having one of the lowest potential opex costs we will always be better off than anyone else in the industry. “We have the right asset, the right backers, the right construction partners and I therefore have no doubt that we will become a force to be reckoned with in the Potash industry over the next few years. Watch this space!”

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POWER to the People D E L I V E R I N G

Addressing a pressing need in Addressing a pressing need in Southern Africa at present, African Energy Resources’ entrepreneurial flair and partner network is generating a long-term legacy on the continent Writer: Matthew Staff Project Manager: Arron Rampling

Inspecting coal core at Mmamabula West

frican Energy Resources is catering for a very real need in Southern Africa at present as it looks to bring power to the people and sustainability to the region. Starting life as a private Company in 2005, an initial foray into the uranium sector built the Company’s positive reputation for efficiency and sustainability; and following success in this arena across Zambia and Botswana, the business was encouraged to flex its entrepreneurial muscle in order to capitalise on an even broader opportunity in the form of coal and coal-to-power. “There were two things that drove this shift,” Managing Director, Frazer Tabeart says. “Firstly, after the global financial crisis and the 2011 Fukushima tidal wave, the uranium industry stagnated. At about the same time, on our uranium project in Botswana, we made a major discovery of coal, at a time when the coal market was really starting to expand. “So we shifted our focus from uranium in Zambia to coal in Botswana in 2011, and since then we’ve

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focused on developing a number of coal projects in Botswana.” Kick-starting this new era for African Energy Resources was the Sese coal project in Botswana where the Company initially focused its attentions on evaluating the potential of coal export to the global market. However, once again in response to industry trends and the recent decline of the global seaborne coal trade, the

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Exploration planning

Company has strived to diversify once again; consequently migrating into the optimisation of fossil fuel-based power generation to meet market demand in the southern Africa region. Coupled to this, the Company recognised the opportunity to expand its footprint in Botswana through the acquisition of two large coal projects during this downturn. With regional power shortages

evident and highly publicised, the Company is well placed to participate: “Turnkey solutions are important because every country in the region is short of power and they’re all currently trading it between themselves,” Tabeart says. “If one country has a surplus, another country will buy it, but there is a lot of investment that has to go into the power generation side to make it sustainable over the long-term,

and whilst a lot of that investment will go into renewables, a lot of it also has to go into other technologies because current generation renewables don’t work all day, every day. So there is a role for large base load projects which do operate on a 24-seven basis, and African Energy Resources is in a very strong position to become a major player in that sector over the next few years.”

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A big year

In conjunction with its partners, African Energy Resources controls a lot of potential fuel for these power projects and in the case of Sese especially, the combination of the coal quality and geometry means that the end product is highly cost effective per unit of energy; enabling the business to offer a very competitive power sales tariff whilst maintaining an attractive return for equity holders. To achieve this ultimate Holy Grail though, there is a whole host of considerations at the front end of the process in order to lay down the correct foundations; an ethos which is once again driven by positive collaborations and epitomised by its Sese joint venture alongside majority owner, First Quantum Minerals Ltd. “There’s a lot of work going on at Sese right now, where we’ve been undertaking a number of technical field programmes to characterise

AFR’s Botswana project locations

So it’s a big year for us next year and the goal in the ideal world would be to have or be very close to a development decision on the Sese project

Exploration field planning

the geotechnical aspects of the potential areas where we may erect the power station; we’re trying to understand the strength of the bedrock to make sure that if we do build a power station, it’s built on an area that can support the weight,” Tabeart explains. “We’ve also been doing infill drilling in the coal resource, particularly for the first 10 to 15 years of production, because that will give us confidence in the mine

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schedule, and because we know that potential lenders into the project will also want to have that level of comfort from day one. “The goal is to bring all of these programmes together early in 2017 so that the project partners are in a position to make a decision on whether the project is going to go ahead to the next stage.” Complementary projects at Mmamantswe where a plan is in place to sell the project to South African developers as early as 2017 - as well as in Mmamabula West, where a similar timeframe for finding a joint venture partner is in place - further cement the Company’s current influence in the region and coal-to-power sector. “In regards to the former, the goal is to get all of the feasibility studies complete on that so Mmamantswe is in a position where our partner can start to negotiate an offtake agreement with the Department of Energy in South Africa,” Tabeart

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details. “With Mmamabula West, we’re trying to establish a partnership with a different South African developer, and the project again will have feasibility studies on it next year and we also hope to get this project to the point where we are in detailed negotiations with the Department of Energy in South Africa in 2017. “So it’s a big year for us next year and the goal in the ideal world would be to have or be very close to a development decision on the Sese project, and to have a very clear understanding of a finite timeframe for both the other two projects.”

Building relationships

In recognising the significance that coal could play throughout these projects for Southern Africa, the business has resultantly built up a knowledge base of the electricity market in the region, and who best to partner with in each case; knowing ultimately, that these

Sese JV bulk sample pit

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collaborations are pivotal in finding the optimum commercial solution. Tabeart continues: “Because of the huge capital investments required in these projects, you’d be naive if you thought you’d take them all the way through on your own. You need a partner that has the technical and financial capacity to assist you, and what we’ve done is developed and maintained our expertise on building our relationships with the Government so that we can leverage our experience there with bringing in partners that have ultimately either the balance sheet or the ability to raise the money needed to build these projects. “We do much of the early technical work on the projects and then help with the handover to our development partners, effectively becoming an informal part of their team; and then as they build their knowledge of the project and take full control, we put our time and effort into doing the same on

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the next project. The way our projects are currently positioned is they’re all at slightly different stages of the development spectrum and our input is therefore different in each project.”

Positive impact

Having built up expertise in Botswana and South Africa, as well as a concerted reputation in the coal-topower industry, the Australian-based enterprise is now seeing the rewards of its long-term value strategy, underpinned by a flexibility that stands the Company in good stead for even more concerted growth in the future. “It’s not atypical of Australian junior companies to demonstrate this entrepreneurial flair, and with all of us in the Company coming from big company backgrounds, we’ve got the rigour to complement the flexibility and agility to move rapidly but strongly as market trends emerge,” Tabeart emphasises. “We can be quite dynamic in this way and more streamlined across our internal team and therefore our partnerships too.

Coal core drilling at Mmamabula West

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Investors visit Sese bulk sample pit in 2012

“We can use their skills and then complement them with our skills meaning that neither is over-expanded and we can work together efficiently to deliver an outcome.” Interestingly, as a result of African Energy Resources’ willingness to move where the sector most needs it, the Company is now in a position where it is becoming less of a resource business and more of a power generation entity; an evolution which plays right into the needs of the region it has become so prominent within. “What we are seeing in the power sector is a recognition that most countries are still very short on power and the solutions are not going to

What we are seeing in the power sector is a recognition that most countries are still very short on power and the solutions are not going to happen overnight

happen overnight,” Tabeart concludes. “It will take a long-term view with a lot of investment over a long period of time, and we think it’s a very robust market. “Having said that, we know that when dealing with projects in Southern Africa, you’d be unwise to think that you could do that without having a good local partner, so we put a lot of emphasis on doing due diligence on people we are working with to make sure they are the right people that will do it the way we think it should be done; i.e. in a transparent and commercially pragmatic way so that everybody gets a fair return while having a positive impact on the country.”

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Superior Sales, Service and

Support Parts Sales Botswana’s relationship with some of the biggest names in global construction is set to leverage a move into mining domains in the years to come Writer: Matthew Staff | Project Manager: Arron Rampling nder the parentage of Turbo (Pty) Ltd, Parts Sales Botswana and Forklift Sales Botswana have forged a path to success over nearly 30 years as a result of an unwavering commitment to innovation and a customer portfolio up there with the best that the construction industry can offer. Overseeing both is Managing Director, Mike Denbury who - with the aid of Directors; David Denbury at Parts Sales Botswana, and Jaap Storm at Forklift Sales Botswana - is rightfully excited about the evolution the Company has enjoyed up to this point, and the direction it is still heading moving forward.

L-R: David Denbury, Director, Mike Denbury, Managing Director and Jaap Storm, Director

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“Parts Sales Botswana started by selling replacement spare parts for CAT machines as well as other construction brands in the market, as well as the repair of these machines. Through this we managed to build a large customer base and saw the need to expand and improve our offering by selling new equipment to these customers, with brands which were not in the country at the time,” he recalls. “Today, we import, sell, service and support a wide range of worldrenowned earthmoving construction equipment and trucks. “The Brands for which we are authorised agents for in Botswana are; Hitachi, Dynapac (Atlas Copco), Bobcat, Terex Cranes, Hidromek, Shantui and Sinotruk. In addition we still stock a wide range of replacement parts for other heavy duty equipment manufacturers, and repair and rebuild machines and engines across almost all earthmoving brands.” When adding the likes of Toyota Forklift, JLG Aerial Work Platforms and Moffett Lift Trucks to the portfolio from the agent operations

Generating satisfaction from employee to customer

of Forklift Sales Botswana, the resulting combination forms a potent crossover of expertise, experience and reputation becoming of a Company now looking to leverage its expertise on a wider scale. “Our Company is privately owned by its directors who are still personally involved in all day-to-day operations and endeavour to offer the client the best service possible; and this is a massive differentiator,” Denbury

explains. “With the Company being in operation for 30 years, the leadership team has significant industry experience. But more than that, we believe that our current strengths lie in the culture that has been created over those 30 years. “We have tried to create a culture of transparency, where our staff trust us and those around them and where we value staff opinions and ideas. A large portion of our staff have been

with us for long periods of time, with some more than 20 years. We believe that this is what sets us apart from other companies; we have a dedicated, happy and successful team which is reflected in the relationships they have with our customers.”

Reaching growth targets

Generating satisfaction from employee to customer is no mean feat, especially on a consistent basis

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over numerous decades; and this competitive advantage is compounded further by the levels of innovation and development that are also instilled into the Group. “Over the past few years we have made a number of improvements to our Company, systems and processes in order to assist reaching the growth targets we have set,” Denbury notes to this end. “We have recently built and opened a new head office facility covering 9,000 square metres, with 12 double-storey full-equipped workshops, and a larger parts facility. As a result of this investment we are now able to offer our customers a much more comprehensive back-up and after-sales service. “Not only has it allowed us to grow the business as we have envisioned, but it has also given our staff and customers increased confidence in our offering and the future of the Company, and has shown our commitment to building and investing in Botswana.” Denbury continues: “We have also invested in an inventory management system, which has already helped our Parts department to significantly improve our ordering efficiency, accuracy and forecasting, and has shown positive signs in reducing our obsolete stock on hand numbers, positively affecting our future cashflow.” Once again, a cohesive and efficiently trained team of professionals facilitates the success of these investments and continuous improvement strategies; the two combining to ultimately achieve improved productivity and innovation to showcase to potential new customers. “Over the past year, we have become the agent for JLG; which manufactures ‘Aerial Work Platforms’. These machines allow companies to work safely at heights of up to 40 metres,” Denbury says. “However, as

A turnkey full package provider

an example of innovation, in Botswana there is currently no legislation with regard to ‘working safely at heights’ which is a big concern for the safety of construction workers. Thus, we have engaged with the relative ministries within the Government of Botswana and started the discussion to try to help set, maintain and promote industry standards for working at

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A business full of confidence

heights; in order to develop guidelines and frameworks for skills development within the industry, and ultimately help create safer working environments in the construction industry.” Such industry dedication has been complemented by numerous product offering unveilings in recent times as well, including HITACHI earthmoving and mining equipment and HIDROMEK backhoe loaders which subsequently ensures that Parts Sales maintains its status as a turnkey, full package provider.

one example of this willingness to continuously evolve with the times. “We also now utilise a newly developed cloud based CRM tool, which has helped our sales team to track leads and quotes, manage their call reporting, and keep a history of

The best suppliers

Investments continue beyond the parameters of the products as well, via numerous facility upgrades, administrative facets and technological processes; all with the goal of product quality in mind. An investment into handheld service analysers for its Gaborone and Francistown service teams for the JLG product line is

Building to new heights in Botswana

customer discussion,” Denbury details. And, of course, one of the key ongoing investments relates back to the aforementioned personnel side of the business and the constant upskilling of local citizens to fit within the overall growth vision of the proudly indigenous Company. “Our goal has always been, to be one of the best suppliers of construction and material handling equipment in Botswana,” Denbury concludes. “And more recently this has included the mining sector as well, which is our key target area over the next few years. “Our partnership with the Hitachi Africa Mining Division has provided a platform for us to gain a larger footprint in to the mining sector and we hope that in five years’ time we will have a larger team and will be heavily involved with the mines, while at the same time not losing sight of the of the key construction customers which have got us to where we are now.”

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Exploring

Sustainable

Opportunities Premier African Minerals’ multi model, multi-commodity and multinational strategy is paying dividends via numerous projects in Southern Africa which are set to achieve world class sustainability and value Writer: Matthew Staff Project Manager: Arron Rampling

stablished initially to acquire and develop mineral properties across Africa, Premier African Minerals has taken to its task quite literally in establishing groundbreaking operations in three of the continent’s four corners, and in boasting a current array of projects set to bring worldclass productivity to the sector. With a mission to deliver regional economic development and shareholder value through its

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investments and multi-transactional exploration activities, the Company’s portfolio has realised this ambition in generating infrastructure - as well as successful mining prominence - to Togo and Benin in the West, the DRC in Central Africa, and Zimbabwe and Mozambique in the SADC region. Operating via a model of acquiring licenses for sites which have either already been explored to some extent or which appear conducive for initial development; Premier African Minerals’ flexibility, adaptability

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derives from its dedication to generating value for the Company, shareholders, stakeholders and the local communities alike. Roach continues: “What drives us is what we believe we can add value to, for our shareholders. This comes from identifying what can be developed and what should be developed. “For every substantial exploration that occurs, maybe two percent become a productive mine at the end of it, so you have to be astute in identifying these projects. We’re very much focused on the credentials of the project from the point of view of ‘can this go into production?’ rather than ‘can I raise some money just from doing a bit of exploration here?’”

analysis of the site, leading Roach to believe that he has a world-class lithium tantalum project on his hands. “In around 2010 it became clear that there were opportunities in Zimbabwe, a country which has some brilliant mineralisation. It may be a difficult environment to work in politically, but when considering the state of infrastructure and the standards of education from a personnel perspective, the credentials are very good,” Roach says. “The RHA Tungsten Mine is based in Northwest Zimbabwe and was brought into production in the middle of 2015; and has since undergone a number of plant upgrades and process improvements relating to final ore production which have recently been Exciting projects published. The Company’s flagship HRA Tungsten “The Zulu Lithium Tantalum project is very interesting in once again project in Zimbabwe is a perfect example of this approach in identifying highlighting our business model, it from a perspective of overall value of building on the initial published productivity as opposed to its potential analysis and creating substantial for exploration solely. intersections of quality ore grades. Similarly, its Zulu Lithium and This looks like a very exciting project Tantalum project is a deposit driven by moving forward.” existing confidence based on historical Additional projects include the Catapu Limestone mine in Mozambique and another interesting and lack of limitation leaves it in an venture in the DRC; epitomising an advantageous position to continue ethos which places opportunity and thriving on a continental scale long value as a primary consideration, as into the future. opposed to location or commodity. In around 2010 it “At the beginning there were a That being said, such value can became clear number of acquisitions as is typical incorporate considerations like with exploration in the likes of Togo location in some cases, with the that there were and Benin for example, but we have recent Mozambican acquisition being opportunities in shifted our focus much more towards chosen on account of its surrounding being a Southern Africa-focused accessibility and infrastructure via the Zimbabwe, a country Company at this stage,” explains Chief nearby railway line, and once again which has some Executive Officer, George Roach. serves as proof of Premier African brilliant “Across each project and in terms of Minerals’ flexibility when it comes to our actual model, we don’t necessarily taking on new mining ventures. mineralisation do exploration any differently to “When we started it was all about anyone else, but it really is our lack of a dedication to finding projects with bounds in terms of commodities and mass bulk magnitude and potential geography that distinguishes us.” bulk,” Roach recalls. “However, we The Company’s second - and perhaps can take these on either from scratch most significant - differentiator or through agreements to buy claims

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REPLANTS AFRICA INVESTMENTS

eplants Africa prides itself on its reputation that it has built with global mining companies, including Premier African Minerals. With investments in a largely Caterpillar based fleet, which reflects our commitment to high quality service and industry leading “up time”, our experienced and dedicated management team are active partners with clients’ requiring contract equipment and site infrastructure development. These relationships allows us to partner with companies such as R H A Tungsten, and as their demands increase, our services can evolve by providing appropriate skilled consulting, systems and fleet maintenance support or by adding to their current fleet. In 2017, our coverage will be broadened to include South Africa through our newly incorporated subsidiary, Replants South Africa (Pty) Ltd.

in works already explored to some extent. We have always been open minded in this regard. “One good example is a license we acquired some time ago in northern Ethiopia for potash in the Danakil; in respect of which we now hold a small stake in a Company with an NPV of $2.1 billion. That private Company is Circum Minerals Ltd.”

Creating value

While exploration is a relatively traditional industry in terms of its evolution, the onus is still on companies like Premier African Minerals to move with the times, keep an eye on certain industry trends, and to make significant capital investments into its processes when necessary. A recent example of this has been seen at the RHA Tungsten site where the traditional gravity based process came under pressure from price fluctuations, leading to a new X-ray transmission model being

implemented at present. Achieving new efficiencies and upgrades of product as a consequence might incur some increased costs up front, but will pay off in the long-term as part of a sustainability philosophy which Roach classifies as paramount in importance. “Through this new XRT ore sorting mechanism we will end up with a better product at the end of the process while the cost of operating the plant will also be improved. “Similarly, when it comes to sustainability, localised employment is a prerequisite as far as we’re concerned. We employ local skills, are able to capitalise on the great standards of education in Zimbabwe especially, and look to instil a locally skilled workforce from management all the way through to labour level.” When considering the mortal lifecycle of a mine, this kind of strategy takes on extra importance, in ensuring sustainability and a positive legacy

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long after exploration and mining operations have been completed. This means that local utilities, communities, transport, accessibility and social enrichment are all addressed as part of the overall influence that Premier African Minerals looks to establish at the beginning of each new venture. “There has to be an ability to settle and to grow and to develop people and the area and the community,” Roach states. “Each project is relatively unique and there’s no one solution, but that’s why it’s vital to assess each one’s requirements and specifications individually in order to create value both in and outside of the mine.” Sustainability breeds optimism for the Company across its chosen projects moving forward, with its presence in Zimbabwe and Mozambique in particular driven by the belief that value will be created for the mines and the communities in the long run. In the immediate future though,

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Offering high quality earthworks, contract equipment and infrastructure development to the mining, construction and agriculture sectors Proud to be sub contractors for the hire of heavy earthmoving equipment to Premier African Minerals’ associate Company in Zimbabwe since the early 2000’s.

T: +263 9 881917 / 882769 +263 4 862016 C: +263 772 570 323/4 Tom & Doug Bawden E: Replantsagri@zol.co.zw info@replantsafrica.co.zw www.replantsafrica.co.zw

Roach has some equally specific goals for Premier African Minerals as it enters the next phase of its multicommodity, multinational journey. “Over the next two-three years I’d like to see the RHA Tungsten mine operating profitably and that’s very realistic,” he concludes. “Similarly, in

terms of the Mozambican acquisition, whilst detailed exploration is still necessary, the possibility exists that development of this limestone deposit may fill a much wider range of needs than material for cement, agri-lime and aggregates. I see this operation extending its influence dramatically

and its influence on the local community substantially. “Finally, I’d also like to see dramatic advancements with the Zulu Lithium Tantalum project which may even see a new lithium carbonate plant installed over the next two years as it progresses towards production.”

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As part of the Neue Halberg-Guss Group of Foundries, Atlantis Foundries has confirmed its status as a world-class producer of cast automotive engine blocks, producing the best quality products for any industry Writer: Matthew Staff | Project Manager: Kane Weller

or the best part of 40 years, globally renowned foundry, Atlantis Foundries has overseen numerous changes across its ownership and the wider industry, but has simultaneously remained consistent across the world-class standards it has become praised for. Supplying predominantly heavyduty engine blocks for some of the world’s leading truck OEMs - including Daimler, MAN, Cummins and Perkins - the business boasts one of the largest foundry networks for engine parts the world over; and with the latest technology, the most skilled personnel, and the most refined processes in place, the Company is perfectly geared up for whatever challenges the future holds. “Our history dates back to 1979, when Atlantis Diesel Engines (ADE) was established by the South African

Government (IDC) and was licensed to produce Mercedes Benz and Perkins diesel engines for the South African commercial and agricultural markets, and for military vehicles such as the Ratel IFV, Buffel, Casspir and SAMIL Trucks,” opens Atlantis’ Commercial Director, Sally Redshaw. In the intervening years, a multitude of takeovers, acquisitions and restructurings have taken place, leading to the current day’s tone which was set in June, 2015. Redshaw continues: “As of 30

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CONTACT: Oliver Schmitz mail: oliver.schmitz@pour-tech.com web: pour-tech.com tel.: +49 172 52 44 532

WE DO AUTOMATIC POURING

THE AUTHORITY IN AUTOMATIC POURING

pour-tech AB’s staff have more then 25 years experience from more than 500 installations of automatic pouring solutions world wide. At pour-tech AB, we focus on analyzing and understanding our customers‘ needs, drawing from decades of experience from foundry and other industrial areas. This enables us to provide the best and most cost effective solution for each application, giving our clients a real competitive edge. We have succeded in building a strong relationship with our foundry partners, always exchanging new ideas, concepts and constantly improving our technologies and ourselves. This allows our users to stay well ahead of their competition. Keeping up with the latest technology advances, new generation pourTECH™ systems are currently being installed around the world, designed with the latest sensor technology and system features. pourTECH™ has become the preferred pouring system for leading foundries around the world. The pourTECH™ system is designed in Sweden and built in Germany! pourTECH™ system with 3D Line Laser for automatic pouring control of all mold line types and brands The system can be installed on new pouring furnaces and existing furnaces can be upgraded with the latest technology. TWINpour™ with two indepent laser control systems serving high speed double index mold lines

inoTECH™ for precise and dynamic instream inoculation improves the quality of castings

pourTECH™ unheated pouring system with laser control for ductile and mixed iron production

Tailor made solutions for prozess automation with full control of the pouring system and feedback for every single mold

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June, 2015, the corporate structure of Atlantis Foundries (Pty) Ltd changed to 100 percent ownership of Neue Halberg-Guss GmbH (under the ownership of HTP Investments). Halberg-Guss GmbH was founded in 1756, and is now one of the European market leaders in the development and production of cylinder blocks for cars and trucks as well as cylinder heads for trucks and other automotive components; supplying both leading car manufacturers such as Volkswagen, Daimler, Opel, and leading truck manufactures such as Daimler, Deutz, Scania and Iveco.â&#x20AC;?

Sally Redshaw, Commercial Director

This acquisition from Daimler epitomises the household names that Atlantis has been affiliated with over the years, intensified further by the foothold that the Company enjoys around the world; currently exporting 99.8 percent of its products away from its home in South Africa, mainly to the US, Germany and China. And as for the products themselves, the journey of diversification, enhancement and expansion has been equally significant: boasting a melting

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As of 30 June, 2015, the corporate structure of Atlantis Foundries (Pty) Ltd changed to 100 percent ownership of Neue Halberg-Guss GmbH (under the ownership of HTP Investments)

capacity of 125,000 tonnes per annum; using cold box technology to facilitate the full spectrum of shapes and sizes across its engine blocks; operating fully automated core dipping facilities to connect to its tunnel indexing core drying oven; using green sand moulding techniques to be able to cast as many as 188,000 moulds a year; and catering for the full range of automotive component grades including GG20, GG25, GG26 Cr, GG26 CuCr, and GG30. In addition, Atlantis Foundries also has the basic infrastructure to manufacture castings in Compact Graphite Iron (CGI) and Spheroidal Graphite Iron (SGI). â&#x20AC;&#x153;After casting, Atlantis Foundries also offers a complete finishing process, enabling us to improve the product by removing excess material (fettling), powder coating, reference machining (spotting), and full or

hen companies invest in new equipment, the goal is to add profit to the bottom line and foundries are no exception. The pourTECH™ System by pour-tech AB (www.pour-tech.com) offer improved profitability and energy savings – making the system profitable and “Green” as well. Atlantis Foundries is one of the foundries taking advantage of pourTECH’s benefits to become a leading supplier to South Africa’s automotive industry. Atlantis is enjoying both the productivity and quality increases pourTECH™ generates, as well as the energy savings. pourTECH™ is a pouring control system, using laser and stopper rod technology to control the level in the pour cup during the pour. Using real-time feedback from its laser system, pourTECH™ finds the pour cup and continuously controls the opening of the stopper rod to optimise the metal flow through the nozzle. The system offers control at very high speed, and is able to maintain the cup level during the entire pour. This keeps slag and other impurities floating, preventing them to enter the mold. By controlling the pour, short-pours and over-pours can be eliminated, increasing the casting quality – generating higher profits. By reducing the number of scrap castings and reducing the over-pours, less energy will be used by the melt shop, since this metal does not need to be melted twice –adding more to the bottom line and reducing the carbon footprint of the foundry. pourTECH™ is based on the LaserPour System, developed in the mid 1980’s by Selective Electronic Co, whose engineering staff later created pour-tech AB. Since the first system was delivered in 1985, more than

500 pouring systems have been delivered to foundries around the globe. Laser technology has proven to be extremely reliable, proven by a very large number of repeat customers, and pourTECH™ has established itself as the preferred pouring system by leading foundries around the world. pour-tech AB provides several pouring solutions, including upgrade packages for existing pouring units and complete systems ranging from unheated ladles or complete pouring furnaces. External equipment, such as in-stream inoculation units (featuring dynamic inoculation), inoTECH™ and pyrometers can be integrated in the system, allowing the user to save performance data for each pour to an internal (or external) database. inoTECH™ is a unique system developed by pour-tech AB to detect inoculant as it is injected into the iron stream. Using an external light source, it detects the inoculant cloud as it approaches the iron stream and calculates how much inoculant hits the stream (% hit rate). pour-tech AB is the head of the pourTECH group, with partners in America and Asia. In Africa, the Company works with Lauds Foundry Equipment, Johannesburg, South Africa (www.laudsfe.com) who provides local support and services.

T +49 172 52 44 532 E oliver.schmitz@pour-tech.com www.pour-tech.com

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ORTHOS PROJECTS LTD

rthos Projects Ltd provides automated solutions for bulk solids, raw materials handling and processing. Offering design and manufacture to the highest specification with installation, commissioning and after sales support since 1977, the Company has become an established business with an in-depth knowledge of foundry sand preparation. Supplying a broad customer base of long standing clients like Atlantis Foundries, we are proud of the fact that much new business results from referrals and repeat work from satisfied customers. In 2009 Orthos Projects acquired the intellectual property rights and designs for E&F Dockside Mobile Loaders which complement our existing activities.

A wealth of experience in casting and machining engine blocks

partial (pre) machining” Redshaw explains. “Atlantis Foundries has a wealth of experience in casting and machining engine blocks for passenger cars, medium-duty and heavyduty commercial vehicles, marine applications, and off-road applications. “Essentially, we are a global Company and do not restrict our customer base geographically. As we are centrally located to Europe, Asia and the Americas, we are able to efficiently export these products to any market in the world.”

Continuous improvement

This all-encompassing, market-leading portfolio is inevitably a far cry from the business which opened its doors in 1979, but only in terms of product development, not necessarily in terms of vision or ethos. Redshaw takes us back to the beginning following the first of many acquisitions: “In 1983, the Foundry was built on a Greenfield site by

the Ferroform Foundry Group. The Ferroform Foundry Group was later sold to the Murray and Roberts Foundries Group and in 1985 Atlantis Foundries was sold to Atlantis Diesel Engines (ADE) where they not only cast and machined engines and engine components, but also had an assembly line.” She continues: “In 1999, ADE was liquidated, and Daimler AG (then called DaimlerChrysler), through its subsidiary, Mercedes-Benz South Africa (Pty) Ltd, purchased Atlantis Foundries and the Block Line 1 Machining facility, and incorporated Atlantis Foundries into the Daimler Trucks Powertrain business unit.” The following four years saw purchases of the Perkins Machining Line and V-Block Machining Line from the IDC, the Atlantis Foundries Business Park and Crankshaft Line from the same business, and also received approval for the Perkins Vista Capital Improvement Project which commenced in 2003.

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www.orthosprojects.com

CAMSO

AMSO is one of the most important worldwide manufacturers of solid and resilient forklift, pneumatic construction and industrial tyres together with a wide range of rubber tracks for construction and leisure industry vehicles. The Solideal range displayed in the advertisement are all long life solid forklift tyres designed to meet the requirements of all forklifts in different applications that may be found across industry. Developed around the LOCS system (Lowest Operating Cost Solution), this ensures that users of these solid tyres do achieve the most effective cost per operating hour in their different operations.

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Orthos Projects Ltd. Fernie Road, Market Harborough LE16 7PH United Kingdom. www.orthosprojects.com T +44 (0)1858 462806 info@orthosprojects.com

Proud to have been associated with Atlantis Foundries for over 18 years.

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GRACE STAFFING

race Staffing aims to provide a broad range of staffing solutions to a variety of clients requiring skilled and semi-skilled employees across a wide spectrum of industrial services. This in turn will increase employment quality in the labour market, whilst also assisting and building on job related opportunities for skilled and semi-skilled individuals within our local community. We also offer a full spectrum of HR solutions, e.g. Payroll, IR, training and absenteeism related issues, which can be outsourced to us, thereby reducing your administrative burden. T +21 577 1239 E +admin@gracestaffing.co.za

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A new generation of heavy-duty engine (HDEP) blocks

“In 2008, a project for the introduction of a new generation of heavy-duty engine (HDEP) blocks was completed and commissioned for Daimler AG/Mercedes-Benz Trucks, and the ramp-up of production started; leading up to 30 June, 2015 when Neue Halberg-Guss GmbH purchased Atlantis Foundries (Pty) Ltd from Daimler/Mercedes-Benz South Africa,” Redshaw ends. This latest change of tact detracts nothing from the Company’s overall rise to prominence over the past 17 years especially, since the takeover by Daimler Group in 1999. Even prior to Neue Halberg-Guss GmbH’s purchase, Atlantis had achieved an increase, since the turn of the millennium, from 30,000 to 69,000 net tonnes a year to become one of the leading heavy-duty engine block foundries in the world, employing more than 1,000 people. “We are ISO 9001, TS16949 , and Lloyds Register certificated, demonstrating our high technical

specifications and inherent quality management system that provides for continuous improvement, and emphasises effective prevention of and reduction of variation and waste. TS16949 is specific to the automotive industry supply chain,” Redshaw says. “Environmental compliance is also important to us,” she adds in attributing the reasons for Atlantis’ recent successes. “We are continuously looking towards more environmentally friendly methods and processes, recycling of materials and waste, energy efficiency and alternative energy sources. “To further support these initiatives, we are currently working towards implementation of ISO 14001 to ensure improved compliance and environmental awareness.”

Lean journey

Atlantis Foundries continuously strives to improve the efficiency and quality of its processes and

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BREAKTHRU TOOLING AND ENGINEERING SERVICES

reakthru Tooling and Engineering Services operate from a well equipped and diverse manufacturing facility located in Cape Town, ideally situated and well serviced by road links, providing fast and efficient worldwide product distribution. Our mission is to give unconditional support to companies by providing manufactured parts for breakdowns or any maintenance purpose. This helps to build a sound relationship with our clients and assist with technical support and innovative ideas to improve production and durability of parts. The Company has built a solid reputation based on superior production quality, versatility and customer satisfaction. T +21 577 4090 E breakthrutes@live.co.za

PERMANENT PLACEMENTS TEMPORARY PLACEMENTS Grace Staffing aims to provide a broad range of staffing solutions to a variety of clients requiring skilled and semi-skilled employees across a wide spectrum of industrial services.

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LABOUR HIRE / BROKING RESPONSE HANDLING PAYROLL ADMINISTRATION Please contact us on Tel: 021 577 1239 Fax: 021 577 1238 E-mail: admin@gracestaffing.co.za www.gracestaffing.co.za

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Breaking the Barrier Thru Innovative Tooling and Engineering

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INNOVENT

lternative funding methods such as renting the assets that you require is a viable option whether you’re cash rich or follow a conservative capex model. InnoVent Rental and Asset Management Solutions offers finance terms that are based on your preferred useful life of the asset, providing you with the latest and greatest equipment, with the flexibility to refresh when you choose to do so. For no upfront cash investment, fixed rates below prime and the sale and leaseback of existing assets, contact us today on +27 11 884 8274 to speak to a consultant.

www.innovent.co.za Striving for efficiency and quality across products and processes

products; demonstrated by the aforementioned attained certifications, and driven by the inception of its ‘lean transformation journey’ in 2008. Led by the implementation of the Daimler Truck Operating System (TOS), the Company’s commitment to lean manufacturing has filtered wholly to the products being exported, but importantly has also culminated in cost reduction, elimination of waste, enhanced problem solving capabilities, value stream mapping, process standardisation, and overall operational efficiency. “Our focus was also on layout optimisation and we moved towards the set-up of the concept of a ‘one piece flow’ with the installation of flow lines to optimise processes, improve efficiency and reduce inventory.” Further improvements have consisted of a more optimised and efficient HDEP moulding line, a more speedy and efficient production line, a reduction in manpower and

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Since the divesture from Mercedes-Benz SA/ Daimler AG, Atlantis Foundries has continued on its ‘lean journey’ and has since embarked on the implementation of 20 Keys

maintenance costs, and a decrease in material costs. Redshaw continues: “Since the divesture from Mercedes-Benz SA/ Daimler AG, Atlantis Foundries has continued on its ‘lean journey’ and has since embarked on the implementation of 20 Keys for continuous business improvement. At Atlantis Foundries, we believe that ’20 Keys’ is the roadmap to maintaining the status of a world-class foundry. “Our modern machining facility is the last step in this process, and we are equipped with two machining lines and flexible machining centres for the full, or partial (pre) machining of engine blocks, parts or components.” As a result of a more refined internal operation, the consequent product range has also been given license to expand across both engine block production and the production of complementary automotive components; and being located close to a large container harbour with

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As a brand of Saint-Gobain, a world leader in the habitat and construction markets, Norton offers the widest portfolio of cutting, grinding, blending, finishing and polishing solutions for all markets, materials and applications with the most advanced and affordable technology.

At Norton, we care about delivering right choices that matter to you.

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international scope - as well as 5,000 square metres of warehousing space - the business is better geared up than ever before to leverage its own process efficiencies and proficiencies.

Proven track record

To complement the lean nature of the business, Atlantis has simultaneously looked to upgrade the equipment and machinery available to the Company in-line with this ethos. An increased reliance on automation as opposed to manual labour has subsequently made the works carried out, not just more efficient, but much safer for its employees as well. “Foundry technology is an old and established, complicated process, and technological advancements are not as fast developing as in other industries. We therefore focus on standardisation and layout optimisation, maintenance, and efficiencies to ensure we stay ahead of the industry curve,” Redshaw states. “Our focus is on quality, and we have a proven track record of producing outstanding quality products attributable to a world-class foundry. “Investment in our future is critical to survival. The foundry business is extremely competitive with only a handful of major foundries across the globe able to produce high quality heavy duty truck engine block castings for the OEMs. We have to keep up-todate with technological advancements and efficiency improvements to remain ahead of the game.” Such technological improvements include the use of water-based paint as a more cost-effective method of coating the core packages, while also noticing an improvement in the casting surface that has improved the overall quality of its products and in helping to reduce finishing costs. Redshaw adds: “We are also active in benchmarking; not only in our own industry, but other industries, and are keen to share the knowledge and

International scope facilitated by 5,000 square metres of warehousing space

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Investment in our future is critical to survival... We have to keep upto-date with technological advancements and efficiency improvements to remain ahead of the game

experiences of our lean transformation to other companies just starting out on their journey. We frequently visit other companies and look for new ideas and, in return, host many benchmarking visits to our foundry to share our successes and knowledge.”

Effective leadership

Since the sale of Atlantis Foundries to Neue Halberg-Guss GmbH in June, 2016, the Company has continued to invest in the South African operation’s future in terms of technology, efficiency and environmental impact; and as a result, the Western Capebased foundry has undergone some significant changes in terms of technological advancements. As part of the Neue Halberg-Guss Group, Atlantis Foundries now has access to R&D facilities at its parent foundry based in Saarbruecken,

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Germany, which also enables its role as a development partner for the customer as well as enhancing its own commitment to innovation in South Africa. Subsequent forays into improved engineering support, rapid prototyping, in-house machining, photo digitisation, casting simulations, prototype tooling and design optimisation represent just a select few of these research and development tools; but are all underpinned by the Companies primary focus on health & safety. “The health & safety of our employees is always at the forefront of our minds. With the switch to waterbased coatings, our employees are no longer exposed to the inhalation of vapours given off from alcohol-based paint. In addition, the risk of fire is significantly reduced as the waterbased coatings are non-flammable, versus the high flammability of alcoholbased coatings previously used,”

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The health & safety of our employees is always at the forefront of our minds. With the switch to water-based coatings, our employees are no longer exposed to the inhalation of vapours given off from alcohol-based paint

Redshaw offers as an example. Such dedication to employee comfort and satisfaction makes Atlantis a clear employer of choice in the Atlantis area, with 85 percent of the workforce emanating from the local region, while also achieving very high retention rates as a result of its internal development programmes. “We firmly believe that we must respect, support and understand the culture of Atlantis Foundries. There is a lot of history within the Company and the workforce, alongside a lot of knowledge and experience. Our Employees have dedicated a large portion of their lifetime to contributing towards the success that Atlantis Foundries is today, and we appreciate that,” Redshaw emphasises. “We also support the learning needs and development paths of our employees and, as such, have seen production operators move to administrative positions within finance and human resources for example.

Onsite Couriers Onsite Couriers Neil Hare Road, Atlantis Industria Atlantis, 7349, South Africa

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“We provide education subsidies for those employees wanting to develop their knowledge and careers further, we provide NQF training for all levels of supervision to give them the tools they need for effective leadership, and we also support their families by offering bursaries to the children of our employees.”

People are our future. Without people, we cannot operate, and as such the community of Atlantis and the surrounding areas are important to us. Not only because the majority of our workforce live in these areas, but also because our employees of the future will most likely come from the same area.” Supporting initiatives such as HOPE @ ATLANTIS is a strong example of The opportunity for change this approach, with the initiation of Atlantis Foundries’ enrichment of local the Atlantis Industrial Initiative where artisans and consistent preference it has joined forces with other local of internal promotion fits within a Companies to support education in wider corporate social responsibility the community, and by providing free philosophy which is committed to of charge additional tuition in maths allocating a minimum of one percent of and science; helping young learners its net profits to local uplifting projects. gain entry into Stellenbosch University, With the belief that ‘charity begins at in addition to providing bursaries for home’, schools and charities in Atlantis children of Atlantis employees. and surrounding areas have benefitted Education is exactly what the hugely from the Company’s works Company is giving to the wider market outside of the foundry. as well, leading across the production Redshaw says: “Atlantis Foundries of cast iron blocks in excess of 400 strongly believes in investing in people. kilograms, while also casting some of

the largest, heavy and most complex castings in the business; all from a platform of continuous improvement and cost competitiveness in a highly specialised market. “The message is clear – Atlantis Foundries is back in the game,” Redshaw enthuses. “We are not just an automotive foundry. We now have the opportunity for change. We want to grow our customer base, and develop a diverse product portfolio for a sustainable future. “We hope to have put our name back out into the marketplace as not only a world-class producer of cast automotive engine blocks, but as a world-class foundry that can produce the best quality products for any industry.” She concludes: “As part of the Neue Halberg-Guss Group of Foundries, together we are stronger, and we believe that we have what it takes to become the best foundry Group in the world.”

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Perfect on Paper Antalis South Africa is living proof that paper is as strong a product as it has always been as the Company continues to diversify to meet the varied needs of a modernising market Writer: Matthew Staff | Project Manager: Kane Weller

or more than 110 years, Antalis South Africa has diversified its offering and adhered to the requirements of the times to instil itself as the country’s - and indeed one of the world’s - most prominent merchanting companies. As a wholly-owned subsidiary of the wider Group based in France, the expertise and knowledge that the Company has manifested over this century of operations has allowed it to remain flexible in the face of sector demands, and innovative in the face of enhanced digitisation. Today’s Antalis comprises key components across equipment and software distribution, core print and office paper merchanting, packaging, an enhanced sign and display offering, as well as third party logistics. As such, both traditional and contemporary stages of the paper evolution are accounted for and the business’s Commercial Director, Nick Gillings is as confident as ever that paper still has a

prominent place in the modern world. “Paper itself is a broad term and it all depends on how you categorise it,” he opens. “In regards to printed news, magazines and books, of course they’ve been affected by digital media and Kindles etc. However, areas of paper and boards are growing in sectors like food and liquid packaging as companies move away from less sustainable plasticbased products. “Some categories are declining and some are growing, so it’s all about applying the right strategy for each segment.” For Antalis, the key to meeting this challenging array of requirements is through adopting a ‘you want it, we’ve got it’ approach to both the core products, and the peripheral equipment that makes up the Company’s overall portfolio. Gillings continues: “We are very diverse in our offering and we differentiate ourselves by not necessarily being the cheapest, but by being the best and by putting an emphasis on quality, valueadded selling.”

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HANSOL PAPER

ansol Paper, a global Company located in Korea, is the starting point and foundation of Hansol Group and the center of Korea’s papermaking industry. Since the release its first product on October 1, 1968, the Company has been putting into practice the promotion of the national culture and the development of the national economy by means of paper. Offering premium printing, packaging and specialty paper, with an environmentally conscious mill, we offer FSC products as well as 10 percent PCW coated paper, high content recycle board, and thermal products. The Company is dedicated in providing environmentally friendly product that also performs exceptionally well on presses.

Antalis provides a turnkey portfolio complemented by its equipment and logistics offering

Sustainability across all products

With divisions dedicated to core print paper, office paper, sign and display, and packaging; the end result is an all-encompassing, turnkey portfolio complemented by its equipment and logistics offering on the border of both the print and sign and display departments. Comprehension, variation and diversification are clearly evident as philosophies throughout the overall Group, but operational excellence is a constant driven from the top down. And much of this operational excellence derives from an unwavering commitment to sustainability. “Antalis is a proudly sustainable, FSC certified Company,” Gillings assures. “We only source products that come from well managed sustainable

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Some categories are declining and some are growing, so it’s all about applying the right strategy for each segment

With constant expansion and growth through a comprehensive system that links overseas marketing hubs and production and distribution, plus sales at home and abroad, our continued efforts of quality control from manufacturing to delivery have resulted in international certifications and the development of new products based on enhanced R&D capabilities to meet customers’ needs. Efficient time management is also achieved based on an ERP system, adopted for the first time in the domestic papermaking industry. This helps us fulfil our role as a leading papermaker in Korea. In addition we put in place four management principles to become a world-renowned papermaker in an everchanging marketplace.

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Design the Future on Hansol Paper Hansol Paper makes the paper that shares in the worldâ&#x20AC;&#x2122;s history, present and future to help create new culture and our customersâ&#x20AC;&#x2122; future www.hansolpaper.co.kr/en/main.do hmyeo@hansol.com 0082 2 3287 6351 23-24F, B-dong, Pine Avenue 100 Eulji-ro (Euliji-ro 2ga), Jung-gu Seoul, Korea

Antalis South Africa (Pty) Ltd 17 Roper Street New Centre Johannesburg 2001 P O Box 6893 Johannesburg 2000 Tel +27 (0) 11 688 6000

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METSÄ BOARD

etsä Board is a leading European producer of folding boxboards and white linerboards made from fresh fibres. Its lightweight paperboards are developed as the perfect fit for consumer goods, retail-ready and food service packaging. The pure fresh fibres used are a renewable resource, traceable to origin in northern forests and recyclable after use. The global sales network of Metsä Board supports customers worldwide, including brand owners, converters and merchants. For sales enquiries in sub-Saharan, East and West Africa contact Roy Soodhoo at PaperForce. T +27 31 202 9422 E sales@paperforce.co.za

www.metsaboard.com Continuous collaboration and honed supply chain management is imperative at Antalis

sources and develop every product across every division in line with this commitment to not harming either the environment or any humans.” An example of this ethos can be seen via the recent introduction of thermal paper utilisation to reduce the amount of harmful solvents and chemicals in its products, and while the whole industry is being encouraged to take these kinds of steps; none can quite profess to have the longevity and experience in this area like Antalis. “We certainly believe that - in the world, and certainly in this country - we lead the way in terms of sustainability across all products in all our sectors,” Gillings emphasises. “Longevity breeds reputation in the market and we’ve formed an interesting blend over the years through the introduction of new income streams like the sign and display, and the packaging elements to complement the traditional print side, and of course the equipment.

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“While paper is declining, it will never, ever disappear. A category of paper will reach its level and you have to take different approaches to the declining or growing categories, but the world will never be truly paperless.”

We certainly believe that - in the world, and certainly in this country - we lead the way in terms of sustainability

Extensive marketing network

As well as its six sites across the main South African cities, Antalis South Africa has also enjoyed a physical presence in Botswana for more than half a century; the two countries forming the perfect platform for export into the wider sub-Saharan African region as well. To achieve logistical efficiency from manufacture to end consumer - via Antalis and its immediate customers in the middle - continuous collaboration and honed supply chain management is therefore imperative. “What we do have is a very extensive marketing department which is one of our central functions,”

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Antalis SA Pty Ltd 2 John Str., Selby, Johannesburg, 2000

+27 (0) 11 688 6000 exports@antalis.co.za

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A N T A L I S

S O U T H

A F R I C A

Gillings explains. “We don’t just sell to the printing environment because they are not the end user. It’s just as important that we also communicate with the end users in terms of the options out there and to ensure they are choosing the most sustainable or most responsible option. “Are they even aware of these options and the right option for the planet in the future? Yes we sell our product to people who convert it on in actuality, but we still heavily communicate with the end users as well through the advertising and design industries and through an extensive marketing network; to make sure the right product message reaches them.” Subsequently a touch point for consultancy as well as simply a merchant in this regard, Antalis’ unrivalled knowledge of specifications and sustainability places it in an advantageous position; compounded by the aforementioned footprint that the Company can also boast. “From a structure point of view, we are located in six of the big cities in South Africa, all containing sales offices and warehouses of variant sizes depending on the size of the city,” Gillings says. “Overseeing all of them is our head office which houses our dedicated marketing and purchasing departments who work tirelessly to source sustainably and correctly before filtering that down to sales. “From there, we have some very important key suppliers across the full range of products we do, embracing a mix of loyal, longstanding - as well as new and exciting - partners.”

An interesting blend of people and skills

The same bridging of old and new is evident amongst Antalis’ workforce too, running parallel with the mix of traditional and contemporary products that each team is aiming to market, sell, distribute or maintain.

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Across the board, health & safety inevitably remains paramount and the Company has the relevant certifications in place to emphasise this; and this all stems from the extensive investment placed across training and development of staff each year. “It’s literally one of our biggest expenses and we spend well over a million rand on training each year,” Gillings states. “This goes across all support structures that we have in place for sales, marketing, purchasing, HR and finance; as well as the big technical team that we have to service the equipment and software sold into

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the industry.” For the latter function, employees are also sent overseas to the sites of its OEMs to keep ahead of the industry curve and to keep technical aspects up to date with global trends. When throwing retention strategies such as competitive salaries and individual enrichment into the overall mix, Antalis ensures that it is every bit an employer of choice as it is a merchant of choice. “It’s an interesting blend of people and skills that is trained in-house and promoted internally where possible, to align itself to the general sustainability we uphold at Antalis,” Gillings

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concludes. “This stands us in good stead for the future where I’d like to see the packaging side of our business expand, the sign and display segment much bigger than it is now, and even the introduction of a new business sector in order to evolve the Company. “A recent move out of our old head office building and into a developed and increased distribution centre in Johannesburg - as well as investments into a new demo centre to showcase all of our equipment - epitomises this excitement that we have moving forward and the willingness to once again develop with the times.”

2016/11/24 4:36 PM

DaiEi - Your Global Partner in Paper & Plastics Your DaiEi contact: Ewen Isdale, regional sales manager DaiEi, South Africa. Building 16, Woodlands Office Park, Woodlands Dve., Woodmead, Sandton, South Africa, 2196 E: ewen@daieiaust.com.au T: +27 11 518 0000 F: +27 11 804 9277 www.daieiaust.com.au

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Springing Ahead

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Supreme Spring is keeping its finger firmly on the pulse of market developments in the field of automotive suspension springs Writer: Phoebe Calver Project Manager: Kane Weller

ince the Company was formed in 1963, Supreme Spring has undergone a vast array of structural changes to reach the level of respect the name demands today. From its humble beginnings as a division of the Company then known as Powerlines, its focus adjusted to the automotive market in the early 1970s; before Supreme Spring was purchased by Metair Investments in 1984. 15 years later Metair added another automotive spring manufacturer, viz. National Springs to its portfolio; switching the Company focus once again, this time around wholly to the automotive industry only, with the manufacturing of industrial springs being terminated soon thereafter. “Refining our processes over the subsequent years to specifically manufacture and supply suspension spring products, we began to identify export markets across the globe to tap into. Shortly after, the manufacture and supply of suspension spring products to a broader selection of customers was also added to the Company’s wider focus and its market penetration strategy,” Christo Hechter, Commercial Director of Supreme Spring explains. In 2006 Supreme Spring’s development process enhanced with the addition of cold form production facilities for both coil spring and stabiliser bar products to its manufacturing repertoire. The Company’s development into this market enabled Supreme Spring to manufacture and supply an even larger range of products to its growing customer base across the globe. Situated in Pretoriusstad, an industrial suburb of Nigel in South Africa, where all three of the Company’s manufacturing plants are housed. The three manufacturing

plants are supported by an integral chain of departments, being product and process design and development, process engineering, plant engineering and maintenance, an in-house manufacturing tool room, quality assurance and control, comprehensive supply chain management, as well as management and financial support departments. These manufacturing and support departments continuously work in unison to enable the achievement of Company goals and objectives. The Company has seen a rapid growth in its turnover during this development process, with the Company’s turnover more than quadrupling between 2002 and 2016. Naturally, with increased capital investments, the growth in turnover would naturally emerge; however, it also comes from the dedication to implementing a marketing strategy focused on a much more diversified customer basis.

Suspension spring development

Focusing firmly on the new wave of market developments in the field of suspension spring products is vitally important at Supreme Spring. “The real philosophy has been that if someone could make market leading suspension spring products, then surely Supreme Spring could also create such parts, while also making it costcompetitive.

Focused on a new wave of spring products

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“We continually support this philosophy by proving to emulate such product developments very successfully. Supreme Spring has never really claimed to be the market leaders in suspension spring developments and product manufacturing, however, it has proven itself as a strong and rapidly acting market follower,” continues Hechter. Furthermore, Supreme Spring is now established as a strong institution of product development where automotive suspension spring products are concerned. With suspension springs being unique to every customer’s vehicle platform, the Company’s product range hasn’t actually experienced many major changes. Rather, the business still manufactures the same original range of suspension spring products, viz. coil springs, leaf springs, torsion bars and stabiliser bars; then alongside these is the more customer-specific automotive engineering spring solutions. The main focus in enlarging the Company’s product portfolio across the board though is its investment in the acquisition of cold form manufacturing technology for both coil springs and stabiliser bar products. Hechter adds: “The acquisition allowed us to widen our portfolio of suspension spring products to enlarge

A strong institution of product development

our diversity of customers which we could service by quite a significant amount; this was especially apparent on passenger vehicle applications which were not previously addressed by the hot form technologies that were available to us.”

Technical assistance agreements

Complementing its product range, Supreme Spring has engaged in a number of technical assistance (TA) agreements, taking its footprint to overseas companies such as Chuo Spring (CHKK) in Japan; where the Company is providing support for the main-line Japanese OEM manufacturers. Alongside Japan, Supreme Spring has also ventured into Europe with the Sogefi Group (Allevard), situated in France, which is providing support to main-line German OEM manufacturers; in the main part assisting the

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Interpon A1242 Interpon delivers the most economic and responsible choice when it comes to performance in corrosion and chip resistance. Excellent application efficiencies for coil springs. Proud suppliers to Supreme Springs. www.interpon.com 14 Union St. Alberton. Jhb. Tel: 0860 555 444 | 011 861 0500

manufacturers with customer-specific part development, part testing and assessments. â&#x20AC;&#x153;With the TA partners, specific cases will involve Supreme Spring engaging the TA partner in assessing the product design and FEM models of a specific suspension spring product, particularly if it was required by a specific customer. They would also be involved

The Company has entered a number of TA agreements to improve its range

in secondary testing of such suspension spring products to assess and validate our internal test and assessment results,â&#x20AC;? explains Hechter. This type of additional involvement is normally required when the head office of the local OEM customer is based in Japan or Europe; therefore, the technical team in the head office would require double or advanced confirmation of the performance of such suspension spring products. Alongside its TA agreements, Supreme Spring is working to significantly increase its supply relationships with international customers on both existing and new vehicle platforms. By attaining a larger level of both local and international customer diversity. As well as an increased diversification of suspension spring products being manufactured and supplied, the Company aims to gain a significantly enhanced turnover elevating it to a new level and by pushing it into the category of a strong medium-sized South African company within the next three to five years.

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ame INDORAMA ELEME FERTILIZER AND CHEMICALS LIMITED

GREEN Revolution Indorama Eleme Fertiliser and Chemicals is taking ambitious steps forward in Nigeriaâ&#x20AC;&#x2122;s manufacturing industry Writer: Phoebe Calver | Project Manager: Kane Weller

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ndorama Eleme Fertilizer and Chemicals Limited (IEFCL) is renowned for being involved in one of the most ambitious expansion projects of Indorama in Nigeria; commissioned in late 2015, the Company’s plant is now the largest petrochemicals hub in Africa. As a subsidiary of the Indorama Corporation – the celebrated global manufacturing conglomerate which is operating in more than 25 countries across four continents – IEFCL is a total fertiliser solutions provider, situated across 38 hectares of land within the expansive Indorama Eleme Petrochemicals complex in the

4,000 MT The fertilizer plant has the capacity to create 4,000 metric tonnes (MT) of nitrogenous fertilizers a day

outskirts of Port Harcourt City, the capital of River State, in Southern Nigeria. As a global brand, Indorama brings a level of prestige to this subsidiary, and with the extensive investment plugged into the Company, it is set to add great value to Nigeria’s economic and industrial growth, with particular focus on agriculture and food security. Nigerian operations for Indorama are already a great success and are continuing to put the country on the global manufacturing map; now with its dominance in both the petrochemicals and fertiliser sector, the Company is set for great things.

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E L E M E

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C H E M I C A L S

L I M I T E D

Creating numerous job opportunities in Nigeria

2,300 MT per day of Ammonia plant and 4,000 MT per day of Urea granulation plant. Subsequently in The plant will bring about a green revolution in order to run at this level, the plant the agricultural sector of Nigeria, various other needs consistent support from the Port Terminal at the nearby Onne Port parts of Africa and the world at an affordable cost and an 83 kilometre long gas pipeline for supplies. “The plant will bring about a green revolution in the agricultural sector of Nigeria, various other parts of Africa A green revolution and the world at an affordable cost,” the Company states on its website. The fertilizer plant has the capacity to “Not only will it boost crop yield for create 4,000 metric tonnes (MT) of farmers and help in fighting the food nitrogenous fertilizers a day and 1.4 grain deficit in Nigeria, it will also million MT per annum. The state-ofthe-art facility was built with a sizable create numerous job opportunities.” High hopes are in place for the investment of US$1.4 billion, a huge plant which has consistently met the Foreign Direct Investment (FDI) targets set by the Company, from funded by the International Finance Corporation (IFC), including a syndicate the commencement of construction in April, 2013 to its commissioning of 15 European and African banks and and inauguration in March, 2016, financial institutions. Helping to fight the national grain deficit, at an with production beginning shortly IEFCL’s plant also includes the affordable cost thereafter. equipment and capacity to produce

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Respectable corporate citizen

Social responsibility is of vital importance to the Company, and indeed the wider Indorama Group as a whole; with a commitment to behaving as a respectable corporate citizen, supporting sustainable economic development of the country and honing in on the community it functions in. “The Indorama Corporation at large and IEFCL in particular always remain socially responsible and undertake relevant projects and activities in and around the communities it operates out of,” the Company says. “It is highly responsible to the environment and surrounding communities and complies with all mandatory and statutory laws, rules and regulations.” Parallel to this ethos, IEFCL has consequently invested great amounts into the implementation of several corporate social responsibility (CSR) projects in its local community. The list of CSR interventions is extensive, over a wide range of sectors

to accentuate the Indorama Group’s values, as the Company says: “We believe in value creation and value sharing with the communities and facilitating them to live a dignified life.” Among these projects is the building of a community secondary school named Aleto Eleme, with facilities which include 12 classrooms, a library, laboratories, staff rooms and a principal’s office. Alongside this, annual

scholarship schemes are available for students of merit from both host communities and the communities located around its pipeline facilities. The renovations of Eleme General Hospital and the donation of life saving medical equipment is supporting Indorama-Nigeria in making its mark in CSR, which it has come to regard as an integral facet of its overall Company growth over the years to come.

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ame N W K

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Z A M B I A

Grow

With Us NWK Agri-Services Zambia is discovering opportunities for the development and growth of small scale farmers Writer: Phoebe Calver | Project Manager: Kane Weller

he business was established in the Mumbwa district as Mumbwa Cotton Ginnery Limited. Later it developed to a privately owned Company by the name of Dunavant. The business was sold on to Louis Dreyfus Company (LDC), a Company best known as an international grain merchant. Today LDC still owns 40 percent of the shares, with the remaining 60 percent sold to the South African-based agricultural Company, NWK Limited. The Company has maintained an impressive status as long-term market leader in the cotton industry in Zambia. Now NWK Agri-Services proudly manages the largest cotton out-grower scheme in Zambia, with a farmer base of 120,000 to its name. NWK Agri-Servicesâ&#x20AC;&#x2122; focus remains firmly with small scale farmers; each year the business strives to gain more cotton farmers to grow as part of

NWK Agri-Services. Expanding into commercial farming is an aspect the Company is looking into, however, this will be focused on input supply and grain handling due to the lack of commercial farmers involved in cotton production. Traditionally known as a cotton-only Company, NWK Agri-Services ran an out-growers scheme in Zambia where the small-scale farmers are producing the cotton and delivering it back to NWK Agri-Services. Since NWK South Africaâ&#x20AC;&#x2122;s involvement with the business five years ago, it has made a unique effort to diversify in the Company by involving itself in grain handling as well as input supply to farmers. As a persistent innovator in the sector, NWK Agri-Services has had to face some adversity in the past few years. The Company began an ambitious initiative which focused on efforts to mechanise small scale farmers, something which has now been put on hold.

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Z A M B I A

AGRIFOCUS LIMITED

grifocus Limited is an owner run business whose model is based on the provision of solutions aimed at: Crop Protection These solutions cover the crop in the field and post-harvest using soft pesticides. Key crops covered are maize, soybeans, cotton, groundnuts, vegetables, sorghum and sunflower.

Striving for production of 100,000 tonnes of seed cotton

“The timing couldn’t have been worse for us. We’ve had two of the worst drought years in recent history due to the El Nino phenomenon, which really hammered the yields of the newly mechanised farmers and hampered our progression in the project. Even though it’s a concept that we firmly believe in and know has a lot of potential in the future, we have had to put the brakes on it for now,” explains Pierre Lombard, Chief Executive Officer at NWK Agri-Services Zambia. Not only has the Company had to battle with the elements, it has also had the ongoing battle of succeeding while dealing with the cost of finance in Zambia as well as fluctuating currencies. “No farmer can be truly successful in an environment where they have to pay 30 percent interest. It is an aspect we need to resolve before we will consider resuming with the project.” Lombard adds.

Extensive yield improvement

Cotton is and will remain the mainstay of NWK Agri-Services’ business for the foreseeable future, but it is clear this is dependent on what happens across international markets. For the Company, the goal of reaching a consistent production of around 100,000 tonnes of seed cotton is at the forefront of its plans. “As far as cotton is concerned the

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Crop Productivity The solutions provided are inoculants and soil conditioners that unlock bound soil nutrients and improve soil moisture retention.

Adopting an extensive yield improvement programme

drive has always been to improve the yield, and to that end we have an extensive yield improvement programme which we use to train our farmers,” expands Lombard. Despite the efforts the Company goes to in order to achieve the highest standards in cotton production, progress is limited due to stresses on the cotton industry. Given the relative low international cotton lint price, there is very little investment in cotton production; in order for NWK Agri-Services to remain competitive, it is continuously looking for ways to reduce cost while focusing on ways to increase seed cotton volumes.

Diversifying product range

NWK Agri-Services Zambia is one of a few businesses in the Country to involve itself in a broader base of activities, as Lombard goes on to clarify: “Most of the cotton companies are cotton only companies; therefore the fact that we’re involved in other aspects is really diversifying our brand

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The solutions are targeted at benefiting both smallholder farmers and large scale farmers in the form of products backed by technical extension advice both through the electronic media (via WhatsApp groups and e-mail platforms) and through field visits with the goal of transferring the above technologies to empower the farmers. NWK plays a key role by availing Agrifocus Limited’s products and technical support through its well established network. Women and youths who form the most vulnerable group in the Zambian rural society are key targets of the technology transfer program or extension service delivery. AgriFocus Limited pays particular attention to a range of health and safety issues including storage and transport considerations, personal and environmental protection, and safety in use, re-entry after use, waste disposal and emergencies relating to spillages, poisoning and fire. AgriFocus Limited has taken the deliberate approach to avoid dealing in highly toxic pesticides on its product portfolio.

T +211 846 289 E info@agrifocuszambia.com

www.agrifocuszambia.com

N W K

A G R I - S E R V I C E S

Z A M B I A

The next big thing

Promoting a more sustainable future

and differentiating us from the other companies within the industry. In essence, cotton is a very seasonal activity, so we have tried to increase activity throughout the year.” In its retail department, NWK AGRI-SERVICES is looking to diversify its product range. Looking closely at suppliers who are willing to support the Company in their search for the ideal product range; something that a large number of suppliers are prepared to do. In order to facilitate these changes, the Company has had to hone its supply chain management strategy. For some products it uses a central warehouse approach, supported by an efficient distribution function. Bulky products like fertiliser and animal feeds are delivered by suppliers directly to the various retail outlets. Lombard adds: “We had to

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strike the balance over the past three years of trying to cut costs whilst being as effective as possible. Therefore, we have found other avenues to grow the profitability of the Company. We did invest a fair amount of money in grain handling equipment, building grain handling sites and started working with silo bags for grain handling specifically.”

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The African market has room for exponential growth and is often spoken about as the ‘next big thing’ in terms of potential. However, in order for this potential to materialise with a positive effect for companies such as NWK Agri-Services, Zambia will need to reach a point where its agricultural policies are more stable; unfortunately interference from the Government in aspects such as closing boarders and interference in the agricultural commodity markets are hindering private sector involvement and progress. Lombard continues: “We hope that the whole system will evolve to a point where the Government is less involved in the agriculture markets, while focusing their attention on the development of the sector through infrastructure development and extension services. This would be the ideal way to open up opportunities for private agricultural companies to get more involved in the process of unlocking the vast agricultural potential of the country.” Capitalising on opportunities are vital for a Company such as NWK Agri-Services to thrive. For example there are opportunities in retail to expand its operations. “If the correct strategy is implemented we believe that the Company can at least double the number of retail stores we run in the next two-three years. In order to achieve the desired expansion we are

Knowledge Grows Knowledge Grows Knowledge Grows

Maize Maize Maize Maize

Knowledge Grows

Yara has arrived to serve serve Yara has arrived to serve Yara hasthe arrived to serve Yara has arrived to Zambian serve Yara has arrived to serve Farmer the Zambian Farmer the Zambian Farmer the Zambian Farmer the Zambian Farmer Yara Kapiri Yara Zambia Zambia Kapiri Factory: Factory: Phone: Phone: +260 21 21 184 184 6380 6380 /// +260 +260 21 21 121 121 5086 5086 Phone:+260 +26096 96968 9688617 8617 Phone: +260 +260 21 184 6380 +260 21 121 5086 Phone: +260 96 968 8617 Website: Plot Website: www.yara.co.zm www.yara.co.zm Plotno no2323 2323 Yara Zambia Kapiri Factory: Yara Zambia Kapiri Factory: Website: www.yara.co.zm Plot no 2323 Yara Zambia Kapiri Factory: Great GreatNorth NorthRoad Road Great North Road Phone: +260 2121 184184 6380 / +260 121 5086 Phone: +260Phone: 96 968 +260 8617 96 968 8617 Phone: +260 6380 / 21 +260 21 121 5086 Yara ZambiaPhone: Kapiri no 12600, Mwembeshi Road, 21 184 6380 / Address: +260 21 Plot 121 Phone: +260 96 Lusaka 968 8617 Kapirimposhi Address: Plot5086 noFactory: 12600, Mwembeshi Road, Lusaka Kapirimposhi Website:+260 www.yara.co.zm Plot no 2323 Address: Plot no 12600, Mwembeshi Road, Lusaka Kapirimposhi Website: www.yara.co.zm Plot no 2323 North Road Postal Address: P Website: www.yara.co.zm Plot no 2323 Address: P.O. .O. Box Box 34863 34863 Phone: +260 21 184 6380 / +260 21 121 5086 Phone: +260Great 96 968 8617 Postal Address: P .O. Box 34863 Address: Plot no 12600, Mwembeshi Road, Lusaka Kapirimposhi Great North Road Great North Road Website: www.yara.co.zm PlotRoad, no 2323 Address: Plot no Mwembeshi Lusaka Kapirimposhi Postal Address: P.O.12600, Box 34863 Address: Plot no P12600, Road, Lusaka Kapirimposhi North Road Postal Address: .O. Box Mwembeshi 34863 Great Postal Address: P.O. Box 34863 Kapirimposhi Address: Plot no 12600, Mwembeshi Road, Lusaka Mazabuka Factory: Phone: +260 877 +260 97 97Mkushi 877 8414 8414 Warehouse: Phone: +260 97 877 8414 Postal Address: P.O. BoxPhone: 34863 +260 97 877 8414 Phone: +260 96 968 8616 Plot Plot No No 22622/m 22622/m Plot No 22622/m Plot No 22622/m Tazara Compound Livingstone Kaleya Livingstone Road RoadMkushi Kaleya Area Area Livingstone Road Kaleya Area Livingstone Road97 Kaleya Phone: +260 877Area 8414 Phone: +260 96 968 8616 Mazabuka Phone: 97 877 8414 Phone: +260 96 968 8616 Mazabuka Mazabuka Mazabuka Plot No +260 22622/m Tazara Compound Plot No 22622/m Tazara Phone: +260 97 877 8414 Phone: +260 96 968 8616 Livingstone Road Kaleya Area MkushiCompound Livingstone Road Kaleya Area Mkushi Plot No 22622/m Tazara Compound Mazabuka Mazabuka Livingstone Road Kaleya Area Mkushi Mazabuka

Mkushi Mazabuka Mkushi Warehouse: Warehouse: Mazabuka Factory: Factory: Phone: Phone:+260 +26096 96968 9688616 8616 Phone: +260 96 968 8616 Tazara Mkushi Warehouse: Mazabuka Factory: TazaraCompound Compound Tazara Compound Mkushi Warehouse: Mazabuka Factory: Mkushi Mkushi Mkushi Mkushi Warehouse: Mazabuka Factory:

trying to utilise our already extensive footprint; having started from zero we already have 12 retail outlets spread throughout the country,” Lombard says. NWK Agri-Services prides itself on its aggressive growth strategy which brought the Company much success in its grain handling and storage division. Having started from zero within the grain industry five years ago, NWK Agri-Services has built a strong business, handling and storing in excess of 100,00 tonnes of grain, including maize, soya and sunflower per annum. “The type of growth which we hope to achieve would be to double up on our grain handling and storage ability. Obviously this is all dependent on the policy framework referred to previously.” Lombard concludes. “The grain market is moving towards bulk handling and therefore we will adjust accordingly. Currently, virtually all of the production by small scale farmers is handled in bags. However, end users are increasingly looking at bulk handling as a way to reduce costs.”

Zambia Maize Growers SCIENCE WITH SERVICE DELIVERING SUCCESS Phb 30B50

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Pioneer DuPont Zambia Plot No. 35283 Mwembeshi Road Industrial Area P.O. Box 33282 Lukaka, Zambia

Tel: +260 211 846299/846318 Cell: +260 971 399475 Fax: +260 211 845091

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ame H A L E W O O D

I N T E R N A T I O N A L

PREMIUM BEVERAGES

S O U T H

Premium Brands

Ginger Beer to name but a few. As a result, Halewood International South Africa has become a firmly established beverages Company and in addition to the distribution of its highly popular product range, it also imports and distributes award-winning spirits such as Whitley Neill Gin, The Pogues Irish Whiskey and West Cork Irish Whiskey; the latter recently winning Writer: Phoebe Calver two gold medals at the prominent Los Angeles International Spirits Awards. Project Manager: Joshua Mann The Company is currently in the midst of numerous exciting new ith a national projects including the recent launch distribution network and of Lambrini, a top UK ‘wine style’ state-of-the-art brand, which will only elevate its status production facility to its as a top beverages manufacturer name, Halewood even further. Meanwhile, Halewood International South Africa has International South Africa has also experienced a seismic rise, becoming commenced with the local bottling one of the fastest growing beverages of Carlsberg, a leading international manufacturers in South Africa. beer since 1847. Future launches in From humble beginnings in 1999, conjunction with the Carlsberg family the Company was established are Somerby Cider as well as an as a wholly-owned subsidiary of alcohol-free variant of Holsten Beer. Halewood International UK PLC, and In addition to this the Company has now it specialises in the large-scale also purchased a considerable stake in manufacturing, distribution and 7StarsEnergy, a local manufacturer of marketing of some of South Africa’s highly popular energy drinks. most popular and iconic alcoholic and This continuous stream of non- alcoholic beverages; including acquisitions and unveilings epitomises Red Square Drinks, Caribbean Twist, the business’s ability to analyse market Lambrini, and Crabbie’s Alcoholic trends and respond to consumer

Halewood International South Africa is climbing to the top rung of the industry ladder, with its tailor made approach to reaching target markets and offering unique products

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“Our export expansion policy moving forward will, to quite a large extent, depend on the overall demand of our main products or brands in other African countries as well as finding the most suitable partners to cooperate with; that will not only understand but appreciate our vision and overall strategy in this regard,” Marketing Director, Peter explains. Eaton continues: “We will most certainly endeavour to continuously cater to the needs of our respective target markets whether it be local or

other African markets by developing new and innovative products as well as extending our existing product lines. In addition to this, we would of course like to further our model of continued sustainability and innovation over the following years.”

Beverage industry experience

With Halewood International South Africa’s vast array of industry experience, not to mention the support coming from its parent company, the business can readily or rather ultimately serve its target markets in the most efficient manner

possible. “In terms of general distribution, it is paramount to us that we have a strong local focus which is reinforced by our extensive distribution network covering the entire country. As such, we are wholly capable of almost guaranteeing that all our current products are readily available in the major city centres, smaller cities, as well as towns,” explains Eaton. The Company currently has a total of 14 distribution centres in South Africa to meet the demands of this vast footprint, and further to its physical distribution network, the business also boasts various support roles within this particular marketing function which therefore ensures a modern and streamlined supply chain.

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markets ahead of time: “In general we have one core strategy here at Halewood International South Africa and that is to build on our popular current brands, as well as making sure to develop new ones in response to the requirements of our respective target markets. In essence, this is what our current business model is based on and it appears to be paying off,” comments Eaton. Constant acquisition opportunities are assessed with the view to move on those at the right time and Halewood International South Africa can claim to be one of the most innovative and

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diverse beverage manufacturers in South Africa as a consequence of this ethos.

Export expansion policy

Halewood International South Africa’s head offices and local manufacturing plant are located in Benoni, Gauteng, alongside spreading its distribution depots between the major cities and smaller towns. In doing so, the business is able to effectively serve the South African market and reach its target consumers. The export of locally manufactured products to various African countries such as Namibia,

CRANBROOK FLAVOURS

ranbrook Flavours is Africa’s largest family owned flavour house, formed in 1984. Based in Johannesburg, South Africa, the Company makes both liquid and powder flavours used in the manufacture of snack foods, confectionary, biscuits, soups, flavour stocks, dairy products, soft drinks and alcohol products. Taking pride in our family values, our primary focus is on our customers’ needs. Our state-of-the-art factory has two research and development laboratories, one for sweet applications and the other for savoury. With full HACCP compliance already achieved, we are at present applying for FSSC accreditation. We started our relationship with Halewood international in 2006 and together have made a positive influence in the South African alcoholic beverage market. We would like to take this opportunity to thank Halewood for their support and wish them well with the editorial.

Address Cranbrook Flavours 16 Spartan Road Spartan Kempton Park Gauteng South Africa Cranbrook Flavours P.O Box 1644 Edenvale Gauteng South Africa 1610 T +27 11 398 6000 F +27 11 392 6970 E Kevin@cranbrookflavours.com

www.cranbrookflavours.com Whitley Neill Gin

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a true taste sensation

CRANBROOK FLAVOURS CC

Tel: +27 11 398 6000 Fax: +27 11 392 6970 Email: Kevin@cranbrookflavours.com www.cranbrookflavours.com

SAVOURY • CONFECTIONARY • BAKED GOODS • BEVERAGES • DAIRY PRODUCTS • PHARMACEUTICAL

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FRUIT FUSION

lthough a relatively young company, Fruit Fusion has acquired a loyal national customer base which continues to grow, making inroads and developing firm relationships with established companies with quality brands throughout South Africa who have chosen the Company as their preferred supplier and partner. Lee Willcock, founder and managing member of Fruit Fusion, has strived to add a new dimension into the market by amalgamating competitive pricing, high quality products together with outstanding service, hence the Company slogan “Fusion of Flavours and Service”.

T +21 872 9018 E lee@emulsions.co.za

www.fruitfusion.co.za

Mozambique, Zambia, Malawi and Angola is yet another example of Halewood’s success and the spread of the Company’s footprint across Southern Africa. “We currently export a number of our more popular brands to various African countries such as Namibia, Zimbabwe, Zambia, Mozambique, Ivory Coast and Angola,” Eaton affirms. “The products that are exported to the aforesaid African countries are both distributed and marketed by means of agency agreements with wellestablished and experienced local food and beverage distributors.” Currently placing a high importance on establishing its footprint in subSaharan Africa, Halewood International South Africa is always willing to research potential new markets to tap into and to establish distribution agency agreements similar to the ones already in place.

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AIR PRODUCTS

The products that are exported to the aforesaid African countries are both distributed and marketed by means of agency agreements with well-established and experienced local food and beverage distributors

arbon dioxide supply chain capabilities makes Air Products well suited partner for beverage manufacturers Air Products South Africa has established itself as a leading industrial gas manufacturer in the region by creating world class facilities, establishing leading supply chain processes and ensuring that safety is at the forefront of all our operations. Air Products South Africa’s diverse portfolio of atmospheric and specialty gas is supplied through the region on a daily basis to customers across a number of industries. Innovation and technology is central to the company’s offering. The beverage industry has been reaping the benefits of receiving carbon dioxide (CO2) that has industry approved accreditation and complies with the International Society of Beverage (ISBT) guidelines.

If you can imagine the flavour, weâ&#x20AC;&#x2122;ll create it!

We are a flavour house, which specialises in the manufacturing of flavours, emulsions and flavoured syrup blends. Fruit Fusion has captured a large market nationally within the food and beverage industry, trading in fruit pulps and concentrates. From inception Fruit Fusion has proven to be a highly efficient, professional and reliable supplier to all our clients.

A Fusion of Flavours and Service Landline +21 872 9015 Fax - +21 872 9018 Email - lee@emulsions.co.za www.fruitfusion.co.za

Air Products South Africa (Pty) Limited manufactures, supplies and distributes a diverse portfolio of atmospheric gases, specialty gases, performance materials, equipment and services to the Southern African region. Air Products touches the lives of consumers in positive ways every day, and serves customers across a wide range of industries from food and beverage, mining and petrochemicals, primary metal and steel manufacturers, chemical applications, welding and cutting applications to laboratory applications.

Service that delivers the

Difference

Founded in 1969, Air Products South Africa has built a reputation for its innovative culture, operational excellence and commitment to safety, quality and the environment. In addition the company aims to continue its growth and market leadership position in the Southern African region.

www.airproducts.co.za

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In order to be successful in its endeavours a diverse and local marketing department has been established to retain a thorough grasp on the core market it is targeting. Hosting regular promotional activities has become vital, with initiatives including general promotions and the sponsorship of some of South Africa’s most prominent music and other festivals. Eaton notes: “We have recently been sponsoring quite a large number of South Africa’s most popular youth and other related festivals, and will continue to do so in the future. These festivals included the Rage Festival, Rocking the Daisies, Ultra, Billy’s Beach, In the City and the Back to the City Festival to name but a few.” In sponsoring these festivals and other events, Halewood International South Africa is not only offering a product in its own right, but also an experience to match. “We really like to place a huge focus on understanding our target market

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and giving them what they demand from a beverages manufacturer such as Halewood International South Africa. For example, we amplify the sponsorship of the various festivals by doing ticket giveaways to some of these events,” Eaton mentions. “Lastly, we firmly believe that our range of products is an exceptional match for our current target markets and our various recent sponsorship and other related promotional initiatives is to some extent proof thereof”, Eaton concludes. “Further to this, we believe that it is of the upmost importance that we better understand our target markets on a continuous basis, enabling us to always match our various offerings with their perceived and ever-growing expectations.”

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Safe Feed for

SAFE FOOD Passion for quality and people has been the mainstay for Itau Milling and Feeds for more than 25 years Writer: Phoebe Calver | Project Manager: Joshua Mann assion for farming runs through Fanti Hattingh’s veins, and as the Managing Director of ITau Milling and Feeds, this passion has been instilled into and has become the mainstay of the Company’s success since its establishment in 1988. Coming into fruition as a roller mill, in 1996 the flour mill was established and in the following years the Company has experienced exponential growth within the industry. In the present day the brand is well known for its maize and flour products which are marketed throughout Bloemfontein, Southern and Eastern Free State, where Itau’s foundations remain with Hattingh’s extensive farming operation;

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however, there is more brand growth in the pipeline in central Johannesburg and KwaZulu-Natal. From these strong agricultural foundations, the ITau Group which is made up of Itau Milling and Itau Animal Feeds - moved into its current location in 2010, adapted to provide state-of-the-art equipment which was imported from Turkey, therefore enabling a 300 percent growth capacity for the mill. The Free State is responsible for producing a vast percentage of the country’s maize, sorghum, sunflower and wheat crops; therefore a logical step for the Group was to extend operations in the province. New standards in milling are

State-of-the-art equipment

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DIMBAZA FIBRES

imbaza Fibres, founded in 1982, have had a long and fruitful business relationship with Itau Milling; strong ties have been forged and friendships have been formed. We have come a long way together, each expanding in our own fields: Itau Milling, with Fanti Hattingh at the helm, becoming one of the largest milling companies in South Africa, and Dimbaza Fibres, with Fuji Chen at the helm, expanding to three manufacturing plants. “The future belongs to those who believe in the beauty of their dreams.” Tina Chen T +27 43 685 5928 E tina@longpark.com

Diversifying across numerous products

consistently being set at the Company and as the largest privately owned milling facility in the central region of South Africa, the new complex consists of a maize mill, wheat mill and animal feed mill. Despite the Company starting as a small operation, the experience, enthusiasm and energy of today’s team is driving on the passion shown by Hattingh. Now, with almost 30 years of experience in the industry, product distribution now covers most of Central South Africa; Angola, Eastern Cape, Southern Free State and parts of the Northern Cape. It’s extensive footprint and success in the area has given Itau the ability to diversify into the animal feed manufacturing industry.

Quality first

In 2013 the Company made the move into Animal Feeds, establishing Itau Animal Feeds and after only three

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Liezell Agram � +27 43 604 0429 E liezell@dimbazafibres.co.za

years it now produces 48 of the highest quality, well researched products to be released into the feed industry. Itau works by the slogan ‘quality first’, a philosophy which flows throughout the manufacturing processes; beginning with the testing of raw products and nutrients on delivery, testing and continues on throughout the process with Near Infra Red (NIR) technology being used to provide fast analysis. “Itau Animal Feeds was constructed to not only add value to Itau Milling’s, but also to produce the best for our customers by using the top technology available,” adds Hattingh. “We now produce a wide variety of animal feeds which naturally will increase as the business continues to develop.” The main focus for animal feeds now lies with acquiring raw materials from reputable suppliers to guarantee a high quality and safe product for the

Quality plastic bag manufacturing “The future belongs to those who believe in the beauty of their dreams.”

Eastern Cape • Berlin • King Williams Town

SALES Tina Chen T: +27 43 685 5928 F: +27 43 685 2331 C: +27 79-869 2867 E: tina@longpak.com

A Strong Competitor in the Weighing, Packaging and Palletizing Industry

Fuji Robotic Palletizing Lines

Fully Automatic Premier Tech Chronos Bagging Lines

Design, Manufacturing, Servicing and Import & Export of Fully Automatic Bagging and Palletizing Lines.

ACCOUNTS Liezell Agram T: +27 43 604 0429 F: +27 43 643 4347 E: liezell@dimbazafibres.co.za

We provide transport & logistics services within the borders of South Africa Our fleet consists of 34 ton interlink trucks We transport food products, fresh produce, building materials and agricultural products.

T: +27 11 974 8858 E: info@westweigh.co.za

www.westweigh.co.za

>>>

T: 0027 82 774 4382 > E: pieterg.kngrain@gmail.com Pieter Greyvenstein, Bloemfontein, Free State, South Africa

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end user, ensuring that its promise to work within the ‘Safe Feed for Safe Food’ motto is upheld. Itau makes a concentrated effort to work within the guidelines set out by ACT 36 to comply with the Animal Feed Manufacturers Association (AFMA) and its code of conduct. Not only this, the Group also applies the ISO 22000 principles; therefore incorporating HACCP (hazard analysis and critical control points). Itau Animal Feeds on-site state-of-the-art laboratory ensures that the best quality raw materials are received for the production of feeds, subsequently ensuring high standards are met. “Our new facility was officially inaugurated on 5 November, 2010. In the six years that have followed we have made sure to uphold the highest standards in maintenance

Upholding the highest standards in maintenance

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to keep us at the top of our game,” Hattingh comments. “The massive structure with its ultra-modern components and highly advanced technology is the best and biggest of its kind in the Free State; it most certainly ranks as one of the foremost mills of agricultural produce in South Africa.”

Giving back to the community

The facility is the culmination of a long and successful track record, originating more than 20 years ago from commercial farming activities under the banner name of Berge Wanga, with Hattingh as both the owner and Managing Director. And in leading the way, the sense of responsibility felt by Hattingh extends beyond Company growth and into wider social enrichment. “At Itau we believe in giving

A long and successful track record as one of the foremost mills in SA

back to the community that supports us and have various social responsibility programmes in place,” explains Hattingh. “For example the Tweetoring Kerk Feeding Scheme: this initiative works within the city and feeds the homeless and destitute on a daily basis and we sponsor the programme on a regular basis.” Other initiatives include the work the Company is doing with Unity Day Care Centre, located at Grasslands in Heidedal, where Itau is supporting the centre with attaining to their food requirements. “At Itau we understand the importance of education and knowledge and therefore we offer a bursary scheme to University of the Free State Animal Feed Students. To date, six students have benefitted from the scheme,” adds Hattingh. Committing to these students and their future is also reflected in the manner in which Itau approaches its own employees; creating a committed and motivated workforce to serves as the backbone of a successful Company. “We are committed to the Free State and strive to employ local people as far as possible,” Hattingh concludes. “Itau also recognises its responsibility in the development and training of our employees, and as such various training and trainee opportunities are available to our staff. “It is a vital belief within the Company that key skills are retained by looking after your employees and therefore we have ensured that premium remuneration and incentives are supplied for our staff, with the hopes of continuing to achieve the levels of success we have.”

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Unparalleled

uality

Celebrating 45 years in the industry, Schoonbee Landgoed shows no signs of slowing down Writer: Phoebe Calver | Project Manager: Joshua Mann

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choonbee Landgoed Estates has successfully implemented a corporate structure with family values for the past 45 years, based on a core ethos of trust and respect for both people and nature. The founder, Gert Stephanus Schoonbee began farming in the Loskop Valley in 1945, long before it becoming an official registered Company in 1971, with the main focus on tobacco, cotton, maize and cash crops. Current operations are spread over 2,500 hectares (ha) and focused in three product areas; grapes, citrus and plains game, and exotic game breeding. “We used to pack all of our citrus at the local Co-op until 1998, when we began packing for ourselves by packing grapes out of my Grandfather’s garage; a small operation and manageable while we were transitioning,” explains Gert Upton, Head of Sales and Marketing at Schoonbee. “The demand for grapes increased from the Loskop Valley area due to a significant window of opportunity in the local and international markets which helped our growth, and soon a new pack house was needed to meet the demand we were experiencing.” While monitoring the market developments in the region, there was a clear indication that grape production was producing a higher profit and therefore the expansion really took off. Nearly 20 years on, the expansions are showing no sign of slowing down, with improvements to pack houses and the constant implementation of up-to-date equipment. Upton elaborates: “It is important to make constant improvements which will have a positive effect on our business, for example we have invested in covering our produce in netting, which is very expensive.

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LAEVELD AGROCHEM

aeveld Agrochem is proud to be part of Schoonbee Landgoed’s crop production team, ensuring their vision for “Unparalleled Quality”. With the Company’s Decision FarmingTM services, we aim to support them with a wide range of aspects within their business, including pest management strategies and weekly field visits, pest monitoring and implementation of crop protection strategies and residue analysis on crops. Soil classifications also take place to allow informed decisions regarding crop cultivation, along with water analysis and suitable irrigation scheduling to ensure the most effective use of this precious resource.

T +27 (0)12 940 4398

www.laeveld.co.za A positive effect on reducing wind damage and enhancing hail protection

However, its positive effects on reducing wind damage, providing hail protection, producing a higher percentage class one fruit and increased pack outs all assist in the sustainable supply of produce to our specific markets.” Precision farming enables Schoonbee to utilise every inch of land available to it, based on water, soil, workable land, a pack house and cold-room facilities. Now moving forward into its 46th year in the industry, exporting to direct clientele in the overseas market has provided an extra value-added service to clients wanting a direct link to the producer or exporter. “We support local business first on procurement and then only look beyond if the need cannot be met locally, with 90 percent of our workforce from the surrounding areas; this provides a much more stable family environment and, in turn, happier people,” affirms Upton. The same approach can be said of the

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We support local business first on procurement and then only look beyond if the need cannot be met locally, with 90 percent of our workforce from the surrounding areas

logistics and distribution departments, although Schoonbee has obtained partnerships on a national level. The driving force on performance and efficiency relates back to the Company slogan: ‘Unparalleled Quality’. With an awareness of the short shelf life its produce has, speed is of the essence and therefore speed of service and quality of service must go hand in hand.

Sustainable development

There is a high precedent placed on community at Schoonbee Landgoed, particularly when it comes to local projects and it is currently involved in a local grape project called Peace Table Grapes. The project is situated in the village of Mokganyaka in Limpopo, where a large number of Schoonbee employees happen to be situated. The project which commenced in 2007 consists of 10ha of table grapes and since Schoonbee’s involvement in September, 2015; it has assisted the stakeholders in growing the

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Our mushrooms have decreased Ring nematode, Rootknot nematode and Lesion nematode populations naturally in Schoonbee Landgoed vineyards.

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Embracing high levels of cultural diversity in its operating environments

production from 3,288 cartons in 2015 to a projected 15,000 in 2016. “Our track record of leveraging off experience and support structures to drive inclusive growth has worked well in this case; we believe this is the optimal way to drive sustainable development for projects such as Peace Table Grapes,” comments Upton. Not only is the involvement in local projects of high importance, but local retail and wholesale also plays a crucial part in the strategy to ensure heightened brand loyalty within the community, province and country.

Work towards common goals

South Africa’s cultural diversity is well represented on the farm and therefore mutual respect across all cultures is vitally important. In maintaining respect for each person and their culture, they build on a common goal.

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1,200

seasonal workers

“We have approximately 600 permanent employees, which include executives, managers, junior managers, supervisors, security and general workers. In the season depending on the grapes and citrus, we have about 1,200 seasonal workers as well,” Upton adds. The view since 1998 has been to keep seasonal workers for longer periods of time, grapes and citrus packing alone is nine months of the year, with preparations taking place all year round. This mentality helps maintain better people over a longer period of time. In order to keep good workers, clear outlines are established to highlight what is needed from each employee. “Once the view is clear, the ‘how’ follows easily,” Upton describes. “Providing a platform for our employees to grow within the

Quality always defines fresh produce more than quantity does

Company is crucial in order for them to work towards common goals. We also like to provide extra benefits like a provident fund which can help our employees plan for the future.” Following on from the theme of enriching its employee’s careers and lives, there is various training programmes that take place in-house. For example, production training and skills transfer is provided in planting, water, sanitation, pest control, weed control, pruning, picking and harvesting. Upton continues: “We take on interns from institutions such as Lowveld Agricultural College, who start on the farm in order to acquire the practical skills needed. As I mentioned earlier, this involvement includes the Peace Table Grapes project, where actual farming is done and key skills like ownership and responsibility is taught.”

Thinking outside the box

Quality will always define fresh produce more than volume can; however, to achieve the best of both worlds, quality in quantity is needed. For many years Schoonbee’s main focus was honing the skills to produce unprecedented quality; now the focus is on providing that quality in volume. Upton concludes: “The quality we produce walks hand in hand with our product mix on grapes and citrus, and

with both we have the best possible varieties in each window of supply. Therefore, in early, middle and late season we are able to extend packing and provision in all markets.” Highly skilled employees make up a final integral part of the efforts Schoonbee is making to give it an edge on its peers, and with an innovative structure and ‘out of the box’ thinking, the Company is continuing to come on leaps and bounds in the industry.

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FamilyFarm to

MARKET ALG Estates has formed an unrivalled reputation in South Africa for its production and distribution of citrus fruits to high-end retailers, but attributes a much more wholesome focus of social enrichment as its core mission Writer: Matthew Staff | Project Manager: Joshua Mann

arming across eight generations in the Citrusdal Valley in South Africa, family business, ALG Estates has gone from strength to strength since its decision to build its own pack house in the early 1990s, and its subsequent move away from the traditional co-op system in the country has bred unparalleled diversification and expansion across its operations. Currently comprising a number of citrus farms from which its different citrus fruits are cultivated and then distributed to the most renowned retailers in the business, ALG’s reputation has subsequently escalated at an equally impressive rate. And with a flexible product range ensuring continuous ALG Estates has been farming across eight generations

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production all year round, names as big as Woolworths have come to rely on the ALG portfolio, and the kind of expertise brought to the fold throughout its processes. “When it comes to differentiation, you’ve got to look at the available business models I think,” says the Executive Director for Marketing - and a proud carrier of the name synonymous with ALG Estates over the generations - Gerrit van der Merwe. “There are two big business models in the world; one is where you’ve got to be the cheapest in the market, but we can’t do that. “We have a very high quality of fruit, so we’ve gone for high quality rather than price in terms of how we differentiate. Our philosophy is that we are trying to differentiate in a commodity market, so it is our mission to add value to our commodity, which is citrus fruit.” With a host of in-house cultivars on hand, as well as its own juicing facility and distribution centres close to its customers, ALG Estates can therefore leverage this business model in providing the highest quality product to a high-end retailer searching for just that: the highest quality product. And

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ALG Estates caters to all elements from juice to export

when the added bonus of family-run values, sustainability, transparency and trust are brought into the mix as well, the Company has ended up with an offering difficult to replicate by market competitors. “The fact that we’re selling our own fruit is a big help in cutting out the middle man which completes the two strands of quality and supply, which are the main aspects we pride ourselves on,” van der Merwe continues. “Then, from a business perspective, we sell family values alongside our products. We’ve got a market-focused approach rather than a farming approach so our Marketing Manager decides what fruit we’re going to pick for that week to give us flexibility driven by close collaboration and communication with the end supermarkets.”

Top production facilities

To analyse the Company’s rise to prominence over the years, there can

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The fact that we’re selling our own fruit is a big help in cutting out the middle man which completes the two strands of quality and supply

be two approaches. The first goes back centuries across the van der Merwes’ overseeing of every phase of the business’s evolution. In terms of the processes and facilities in place today though, it’s more a case of recent history, going back to the early 1990s. Gerrit recalls: “The first step back then was to move into vertical integration so this begun with pack houses in 1994, as well as the opening of our marketing organisation in 1998; which brought about our first client, M&S at the time. “From there, we continued to grow via our first juicing facility in 2000 and a series of farm acquisitions to facilitate the steep growth curve we were enjoying.” Catering for all elements of the process from juice to export, supply chain management inevitably became a challenge and was subsequently addressed via a joint venture in the early 2000s to form its own logistics company; and the end result was

Skoon Tegnologie cc is a mechanical and process engineering company, providing technical solutions to the food and beverage industry. • Customised solutions • CIP systems • Evaporating systems • Sugar handling and dissolving • Pasteurisers (plate/tubular) • Water recycling systems

• Stainless steel work • Energy efficiency • Compressed air • Heat pumps • Chiller installations • Steam boilers

Quality Thoroughness Urgency Effectiveness

Tel: +27 21 951 1625 Email: jpotgieter@skoontegnologie.co.za www.skoontegnologie.co.za

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a turnkey farming and exporting operation to complement a reputation and longevity already achieved in the country among industry heavyweights such as the aforementioned Woolworths. “Even now, we’re working on a new production facility at the moment to complement large investments that have been made over the past couple of years trying to get our cultivars right,” van der Merwe adds. “Then, in regards to technology, we’re throwing out all our old lines and basically starting over with new equipment because if you want to put yourself out there as the top quality supplier in South Africa, you need top production facilities to accommodate this.” Fair trade accreditation is another value added and desirable facet brought into ALG’s remit of late, and while this combination of factors results in the best product, its status as one of the best companies incorporates a much more all-encompassing ethos set to have ramifications long into the future.

Part of the solution

Fair trade is a desirable facet brought into ALG’s remit

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This final, and primary, philosophy revolves around its indigenous dedication and the ambition to create a sustainable legacy tailored for African trends and requirements. Primarily this incorporates the Company’s care for its employees, appointing locally at all times and instilling a sense of internal promotion and local enrichment first and foremost. This then emigrates outside of the farms and pack houses to create a sustainable and enriched community in the surrounding region.

30-40% “One good example of this is through our packing facility,” van der Merwe explains. “We’re not a big fan of mechanisation because if you’re mechanising in South Africa, then you’re denying people jobs; and with a 30-40 percent unemployment rate in the country, it’s important to be part of the solution, not the problem. “So our big thing is to employ people and use our human resources because it’s much better that you pay someone a wage, rather than some company in another country who could build you a very expensive mechanised product.” Addressing this very real national need, ALG Estates puts its money where its mouth is in regards to this unwavering development of individuals, assigning an annual training budget to various programmes to bring people from the lowest ebbs up to working standard, and even into middle management levels once the Company’s loyalty is repaid by employee longevity. Completing the cycle, van der Merwe actually attributes the most thanks to his customers at the end of this process in continuing to choose a business that runs on such an ethos; bringing the chain full circle from the sole individual that ALG Estates has taken a chance on, to the high-end supermarket that condones the Company’s operations and products. He concludes: “From a business model side we are obviously going for high-end and we are striving to be the best, producing the best. But in Africa, you’ve got to be part of much more; to be part of the solution and not part of the problem. “You need to be sustainable for the Company but also for the community around you because if you don’t solve the problem, then who will?”

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EVOLV from the

n a market that is constantly evolving, Fruitways stands apart from the rest with its core values of integrity, fairness, trust and respect. From humble beginnings in 1930, the Company now specialises in growing, packing and marketing apples and pears to retailers and wholesalers across the globe. Since inception, Fruitways has found countless ways to grow with a particular focus on removing extra links in the marketing chain, in order to get closer to its customers, retailers and buyers of fruit. “It was always about unlocking value, obviously as you go through the chain to stay competitive and stay abreast of the competition, you always have to be innovative. I think that’s really integral in terms of the business itself; innovation and looking for the next solution has always been part of the DNA of the business,” comments Stefan Conradie, Commercial Director of Fruitways.

Stefan Conradie, Commercial Director

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Innovative thinking and development is at the heart of Fruitways’ ethos, evolving from a family run enterprise to a Company very much driven by future successes Writer: Phoebe Calver Project Manager: Joshua Mann

VING Core

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The first port of call for suppliers in the industry

Conradie adds: “I think that with craving knowledge, Alistair Moodie was the main driver of that and is the main shareholder today; he has always been the most curious with how to unlock the whole value chain and really to understand the value chain and what the customer really wants.” Fruitways has matured from a family run business, to a Company which is in the corporate arena, with the key to its success being the ability to maintain a positive personal element, so that people feel the Company does care about

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...we like ‘doing difficult’; that’s what differentiates us... it’s really about having that culture of being solution driven and looking every day to improve

both its produce and customers. For this Company it isn’t about being a machine for shareholders to churn out money, it’s about being the first port of call for suppliers and customers in the industry. “We’ve got an internal saying that we like ‘doing difficult’; that’s what differentiates us, we see it as a challenge not a problem and it’s really about having that culture of being solution driven and looking every day to improve. That’s really the ethos of the business and the culture that we would like to have throughout the business,” Conradie emphasises.

Hein Keulder, CEO

Evolving

Innovative thinking is at the core of Fruitways’ Company ethos, and is a key attribute in the daily tussle to stay ahead of the competition. From this platform, the Company has gradually evolved through the production of a variety of products. Before reaching the point it is at today as apple and pear specialists, Fruitways dabbled in citrus, blueberries and wine grapes. And despite achieving great levels of success in all of its ventures, the Company decided to specialise in order to be on top of its game in its primary chosen product markets.

It is really about how we present the product to the consumer so that they see it as a higher value product

Facilitating specialised operations

On the farms it’s about staying relevant in terms of the varieties that Fruitways provides. “Apples can be seen as a commodity, which I don’t think will change,” assures Conradie. “It is really about how we present the product to the consumer so that they see it as a higher value product.” Many of the core varieties will stay relevant for a long time, as advancements move a lot slower than in stone fruits and grapes; where new varieties will come along almost every two weeks. In apples it’s really about improving the existing strains, for example through improving the

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colour, taste and planting them in the right areas so that you get the best possible product out to the consumer. Fruitways takes its development process very seriously to this end, investing great lengths of time into creating a product that is fit for main line production. “We’ve signed a deal on a variety that comes from the USA called Evercrisp, but that will only be fully commercialised probably about 10 years from now; to give you an idea of how long it takes to bring in a new variety that’s relevant, and that we think is good enough to really become mainline and to introduce to major supermarkets around the world,” explains Conradie.

Home grown talent

As a family run venture at its heart, Fruitways invests a lot of energy into developing homegrown, internally promoted talent. It is important to the Company to identify the talent that it has access to on the farms and to try and expose them to other opportunities available to them in the business; whether it’s in the packing or marketing strands of the business.

Alastair Moodie, Chairman

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Authorised financial services and registered credit provider (NCRCP15). The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). Moving Forward is a trademark of The Standard Bank of South Africa Limited. SBSA243916-8/16

The high levels of training handed to employees is imperative

“We’ve got quite a few examples of own-grown talent that’s come through the business and now have become leaders in the business. So that’s definitely the focus; we don’t want to lessen our workforce but as the Company grows we need to become more efficient and productive,” adds Conradie. A lot of time, effort and also money goes into skill development, which in turn supports another key facet of its continuous improvement drive from a technology perspective. With more complex and modern technologies on board, the levels of training handed to employees becomes equally imperative to align all aspects of the Fruitways growth trajectory. “In the past 20 years, with technology in this industry really evolving, it’s been a challenge to make sure that our human workforce evolves with the demand of new technology. However, I think we’ve been quite successful in doing that and will continue to work towards cohesion between the two in the future,” concludes Conradie.

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Flows Where Business

Strauss Logistics is taking Zimbabweâ&#x20AC;&#x2122;s economic troubles in its stride, remaining a strong industry leader in fuel distribution Writer: Phoebe Calver | Project Manager: Josh Hyland

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ith the current economic troubles facing Zimbabwean industries, Strauss Logistics still remains a power in the fuel distribution industry. Strauss Logistics has witnessed rapid progression since its formation in 2011; the Company as we know it today was borne out of a trading arm selling fuel to the region using third party transporters. Due to the unreliable nature of using someone else for transport, the directors decided to form a logistics company. The Company has since evolved

Darren Da Silva, Chief Operating Officer

exponentially from these humble beginnings with just 18 tankers in August, 2011, to a fleet size of 108 tankers today. In Strauss Logistics’ first year, the Company mainly began by transporting fuel from Mozambique into Zimbabwe; alongside this it also ran the distribution in Zimbabwe for Zuva Petroleum. It wasn’t until the end of 2012 that the Company decided to increase its fleet after receiving a mass influx of enquiries for cross-border work. “We bought another 20 tankers in 2012 to undertake the cross-border

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STANSERV GENUINE SERVICES (PTY) LTD

tanserv Genuine Services (Pvt) Ltd, known as SGS-Stanserv in Southern Africa, is the regional leader in volumetric calibration services and associated fuel equipment supply and maintenance. As a core specialist service provider of volumetric calibration services, the Company provides real time quantification solutions for issues such as product received, product offloaded/ loaded, amount of product in the storage facility, as well as the accuracy of the instrument used for measuring volumes which tends to drift with time.

Strauss took its research to China to inspect the tanker manufacturers there

work. One of the things we made sure to do was study the costing out of South Africa for the tankers and we found that they weren’t really cost effective,” explains Darren Da Silva, Chief Operating Officer at Strauss Logistics. Following on from this discovery, the Company took its research out to China to inspect the tanker manufacturers’ there and decided to partner with, Hong Tai Special Truck Company (HTSTC); a tanker manufacturer already achieving high standards within the industry. Strauss initiated the new phase by making one tanker in China, which it then brought back to Africa to use as a model for all other tankers to be used by the Company. Da Silva continues: “After bringing it back to Africa, Strauss Logistics used the tanker and bought another five which it then went on to upgrade with the specifications to make it suitable for the African road. Five years later we’ve

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After bringing it back to Africa, Strauss Logistics used the tanker and bought another five which it then went on to upgrade with the specifications to make it suitable for the African road

Such issues tend to be critical in process plants, blending plants, fuel storage and retail facilities, and mining operations where oils and fuels are main cost centres. For such organisations, the Company has proved to be the service provider of choice as evidenced by its clientele base which includes some of the most demanding and largest corporations. When it comes to road and rail tanker and tank degassing and cleaning, the Company uses only the most high-tech equipment and procedures, degassing road and rail tankers and tanks ready for welding, maintenance and loading of various sensitive products including Jet A1, AVGAS, drinking water and ingredients for the food and beverage industry. The Company also specialises in the supply and installation of all petroleum equipment and fittings for aviation sites, depots, gantries, service stations and tankers. Providing Strauss Logistics with road tanker calibration, tanker degassing, tanker cleaning, pump and meter calibration services, we have completed projects in Malawi, Mozambique, South Africa, Zambia, Zimbabwe and Democratic Republic of Congo (D.R.C).

www.sgs-stanserv.com

VOLUMETRIC CALIBRATION

ESSENTIAL SERVICES

Road/Rail tanker, Ullage Bar, Vertical/Horizontal Tanks, Fuel Pump/Dispenser, Bulk Flow Meter, Etc

Tanker Degassing, Pressure Testing, Hydro leak Testing, Road Tanker Cleaning, Fuel Monitoring, Inspections and Custodial services

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FUEL MANAGEMENT SOLUTIONS

Bulk Flow Meters, Couplings, Loading Arms, Fuel Pumps/ Dispensers, Filtration Systems, Ect

MANAGEMENT P.O. Box AYFUEL 128, Amby, Harare, Zimbabwe SOLUTIONS www.sgs-stanserv.com 595 Simon Mazorodze Road, Waterfalls, Harare

Forecourt Solution, Fleet Solution, Lube Solution, Terminal/Depot Automation

P.O. Box AY 128, Amby, Harare, Zimbabwe

d Ofﬁce: ax: (+263 4) 613 613, 613 729 (+263) 772 349 467 ail: info@sgs-stanserv.com

Calibration Bay: Truck Wash Bay/ Degassing Bay: Tel: (+263 4) 613 711www.sgs-stanserv.com Tel: (+263 4) 613 344 Cell: (+263) 772 283 838 Cell: (+263) 772 421 901

Head Ofﬁce: Tel/Fax: (+263 4) 613 613, 613 729 Cell: (+263) 772 349 467 E-mail: info@sgs-stanserv.com

Calibration Bay: Tel: (+263 4) 613 711 Cell: (+263) 772 283 838

Truck Wash Bay/ Degassing Bay: Tel: (+263 4) 613 344 Cell: (+263) 772 421 901

BUSINESS HOURS Monday - Sunday SUPPLY | INSTALLATION | MAINTENANCE | CALIBRATION 0800hrs - 1700hrs

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Head Office: Tel/Fax: (+263 4) 613 613, 613 729 Cell: (+263) 772 349 467 E-mail: info@sgs-stanserv.com

Calibration Bay: Tel: (+263 4) 613 711 Cell: (+263) 772 283 838

Truck Wash Bay/ Degassing Bay: Tel: (+263 4) 613 344 Cell: (+263) 772 421 901

www.sgs-stanserv.com

SUPPLY | INSTALLATION | MAINTENANCE | CALIBRATION

Professional tanker, trailer & truck manufacturer in China Honored to have a close relationship with Strauss since 2012.

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We provide not only tankers to Strauss, but also offer financial support and solutions.

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Email 6855871@qq.com

MAGA

international

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George Matongo delivers a driver training presentation

bought more than 100 tankers from them and are proud to be our Chinese partner’s Southern Africa agent.” The partnership remains very close between Strauss Logistics and HTSTC to this day; the Chinese making a yearly trip to Zimbabwe to ensure the tankers are built to the correct specifications and the relationship is still running smoothly. From 2012 to the current date, Strauss logistics has increased its fleet by 108 tankers and an additional 24 tankers for Zuva Petroleum.

Deliver high standards

Strauss Logistics consistently observes trends in order to stay on top of the market, and it is through this constant monitoring of the fuel industry that the Company realised the need to branch out into rail operations in order to cater for all its clients. Strauss Logistics subsequently began to transport via rail from Matola to the Southern half of Zimbabwe, making the country’s

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In April, 2016 we achieved ISO 14001 and OHSAS 18001 certification, which was a big step for us as it gives all our stakeholders the confidence that we work to a set of internationally recognised standards

fuel costs far cheaper. The decision to expand into rail services gave customers a costeffective alternative to road transport in locations where the road network would create a higher cost; the Company’s rail advantage lends itself to cross-border works which now account for 98 percent of Strauss’s footprint. To facilitate this expansion, the Company has paid equally stringent attention to its own internal efficiencies; culminating in certifications that continue to catch the eye of prospective customers. “In April, 2016 we achieved ISO 14001 (Environmental Management) and OHSAS 18001 (Occupational Health & Safety) certification, which was a big step for us as it gives all our stakeholders the confidence that we work to a set of internationally recognised standards,” Da Silva comments. “This certification boosted our efficiencies and has given us access to new markets.”

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A large measure of the success that Strauss enjoys is down to the people working within it

“Internationally when people see ISO 14001 and OHSAS 18001 accreditation on our website, they understand that we deliver high standards which helps get our message across to people that can’t physically see our work.” Due to the Company’s accelerated expansion over the past few years, it has received a lot of interest from companies seeking Strauss Logistics out to take on bulk work. Despite the Company specialising in liquid petroleum products, companies have still been enquiring as to whether Strauss would consider entering this domain. “People have been asking us if we can do bulk, so it’s certainly something we are looking into to see if it would be worthwhile. On the rail side of things we have already started working with bulk, in particular products such as chrome and granite, and it’s working well in this department so we are

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definitely looking into applying it to our road services,” adds Da Silva.

...when people see ISO 14001 and OHSAS 18001 accreditation on our website, they understand that we deliver high standards which helps get our message across to people that can’t physically see our work

Motivate from the top down

A large measure of the success that Strauss enjoys is down to the people working within it, staying true to the belief that a solid reputation is down to trust and serving clients properly; as well as maintaining a good rapport with service providers and everyone along the value chain of the Company. Da Silva elaborates: “You can imagine we load in Beira, Matola, Durban, Johannesburg and deliver all over Southern Africa, so it’s vitally important that you know everyone along the chain to make it successful. Like it says on our website, it’s our people; it’s our relationships with clients as well as service providers. Anyone can go and buy 100 trucks, but what makes the difference is how you actually interact with people. I think what it comes down to is, do your

of department and their staff then there is no hope for success and we believe that is why we stand out as an employer of choice in Zimbabwe,” Da Silva elaborates.

Future development

clients actually of these new trust you or not?” technologies For a relatively we are not young Company, only providing Strauss Logistics a better Strauss is an has developed service but also employer of choice in quite a large Zimbabwe becoming more team; therefore, efficient.” management has quite The combination the task of handling all of technology and staff those people and maintaining training which takes place at a trustworthy relationship on a day Strauss makes a huge difference to to-day basis. For Da Silva, this is the the service the Company is providing. element which places the business Whether the service providers or ahead of the competition. customers are overseas or local, “We are continuously training our Strauss ensures it will have had a onestaff with the latest technologies as to-one interaction with them at some keeping up with the times is a big stage. thing at Strauss Logistics. Our tracking “We have found that the best system is second to none and we can motivation in a Company will tell where any one vehicle is at any come from the board of directors time; our customers have access to downwards, therefore at Strauss our global tracking on the internet and we motivate from the top down; if can see exactly where their product is your directors don’t motivate the in transit at any time. With the set-up executive team and in turn the heads

Looking forward, despite the economic troubles which are currently plaguing Zimbabwe, the Company has high hopes of doubling its fleet in the next three to five years. “There is quite a lot of economic difficulty at the moment, but thankfully we are working through it and are coming out in good shape; I’m hoping that in the next five years the world commodities will have stabilised,” explains Da Silva. As Strauss provides the mines with fuel, if the mines productivity is down then the Company is affected; however, things are looking positive for the business moving forward with commodities’ prices seeing a slow revival. In terms of Strauss’s rail portfolio, the Company is equally attentive to certain trends, and therefore realistic about the downturn in rail network infrastructure; consequently the Company has invested with the National Railways of Zimbabwe as part of the Private Public Partnership (PPP) scheme. Da Silva concludes: “Strauss has refurbished 100 railway wagons as part of the PPP scheme, which gives us the capacity to move our customers’ products. In the future we’d like to do the same PPP scheme with the National Railways of Zimbabwe in regards to locomotives. If you came back in two years time, I’d like to say to you that we would have five or six locomotives running across the region. “Going into the future, we would most definitely like to expand into other countries in Central Africa and open depots in the different capitals throughout the region; for now having our sights set on Southern Africa is a good starting point.”

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Keeping

AFRICA Clean Establishing itself firmly in the African oil industry, United Petroleum is paving the way for clean products Writer: Phoebe Calver | Project Manager: Josh Hyland

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s a subsidiary of the Bakhresa Group, nine-year-old United Petroleum is making a rapid ascent through the ranks of East Africa’s oil & gas industry. The Bakhresa Group, currently present across nine African countries, brings a high level of experience and expertise to United Petroleum; and in a market which is consistently volatile, this is proving to be helpful to the Company’s growth. United Petroleum was established in an environment which has undergone vast changes and will continue to do so. And despite the many downfalls that are inevitable with circumstances

Collins Chemngorem, CEO

such as this, it has emerged as a Company at ease with evolving. In its simplest form, the original premise of United Petroleum was to fuel ships both on land and offshore. Collins Chemngorem, Chief Executive Officer of United Petroleum explains: “We began completely from scratch as a small start-up Company with a depot in Zanzibar leased from the Government. As the Company grew, we decided the smart move would be to branch into the retail business. Not only did this prove to be more interesting but also provided us with room for growth. At this point we decided to put other propositions aside and collectively focus our efforts.”

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With United Petroleum’s ethos of expansion and growth, the Company is looking to reach out to the mainland and this process has already begun with the Group’s move to mainland Dar es Salaam, in order to begin the same processes that have brought such high levels of success in the past.

Evolve in the market

United Petroleum set up its operations in Zanzibar at a time when the market was liberalised. The Government in Zanzibar was regulating the industry through the Ministry of Finance;

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As we have the ability to work within Tanzania and Kenya, we are operating within the two bigger markets on the East African coast

therefore the power to make decisions and regulate the industry stood with the Minister of Finance. The recent introduction of a new regulatory system - Zanzibar Utilities Regulatory Authority - ensures that the whole system which could previously fail Oil companies due to conflict of interest from centrally controlled regulation by Ministry of Finance, is completely removed of bias. “It was difficult in the early days in terms of regulations. There would often be times when a clear conflict of interest would appear for the Minister

and it was almost impossible for them to distinguish between the Ministerial duties and regulatory duties which would often create clashes,â&#x20AC;? recalls Chemngorem. The enactment of the current regulatory system last year means that the industry is now regulated by the correct factors, such as product quality, product deliveries, scheduling and pricing; all of which make it easier for companies such as United Petroleum to evolve in the market. Zanzibar has the ability to play by its own rules, as it is semi autonomous with

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Chemngorem emphasises: “At United Petroleum we work with the its own Government and President. It controlled procurement system,” adds aspiration to ensure that the products provides an opportunity for companies Chemngorem. “Our Marine Tanker we are putting into the market are of like United Petroleum to take advantage also gives us the flexibility to constantly the highest quality. One of the main of the independence that Zanzibar source for cleaner products as well contributors to our market leader is privy to when sourcing products, as chartering it to other players in the status in Zanzibar is due to the fact enabling it to move cargos from ship to region.” that we realised early that the market ship operations offshore, or Tanzania was very responsive to clean products Mainland and Mombasa in Kenya. Market leaders in delivering clean for example.” products “As we have the ability to work The realisation that there was a within Tanzania and Kenya, we are As one leg of the Bakhrasa Group of highly lucrative hole in the market to operating within the two bigger companies, United Petroleum is unified tap into has enabled United Petroleum markets on the East African coast which by a shared vision within Tanzania in to provide very high quality, clean have ports to receive our products; developing a name for itself through diesel for its customers. Not only meaning we keep our activities to one the delivery of quality products. was the market very responsive to

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JOB-PLAN (T) LTD P.O Box 105549, Dar es Salaam, Tanzania Branch also in Mozambique, Nacala porto Tel +255 754 222412 / +255 713 577277 Email info@jobplan.co.tz www.jobplan.co.tz

Providing top quality technical engineering solutions > Civil Works > Design & Building Oil Deposits > Design, Building & Assemble Plant Machinery > Design, install or set up service and/or run renewable energy systems > Undertaking technoeconomical surveys > Supplying labor for maintenance activities

United Petroleum’s clean Ultra Low Sulphur 7ppm diesel, but also highly appreciative of the product and the difference it will make to the industry. This has enabled United Petroleum to establish 20 retail stations in

Zanzibar with plans to develop seven new stations every year in mainland Tanzania. “This new venture has really placed us at the forefront of the market. Customers know that our products are

exceptionally clean and that we are a quality-driven Company. Within a very short space of time, we have managed to hone the process which, in turn, has enabled us to assert ourselves successfully on the rest of the market,” continues Chemngorem. It is commonly acknowledged that obtaining positive reviews as an oil company is no mean feat; however, United Petroleum continues to receive rave reviews for its work and will look to leverage this positive reputation long into the future. “We want to combine all of our work up to this point and build on it in the mainland, supplying good products and constantly innovating new cleaner energy and a world-class service which is what will set us apart from all the other players in the industry. I think that by constantly monitoring what is happening in the market, we are far more proactive than reactive with discovering opportunities,” concludes Chemngorem.

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NATURAL Alternative The

Egoli Gas’ championing of piped natural gas is slowly etching its way into South African consciousness, with the benefits of its product already being seen in Johannesburg Writer: Matthew Staff Project Manager: Eddie Clinton

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s a leading operator in South Africa’s energy and gas sector, Egoli Gas continues to satisfy the needs of its diverse customer range as a result of rapid response, flexible operations, close customer collaboration, and improved project turnaround times. On a consistent growth path since an inception which can be traced back to 1892, the Company’s most recent phase of evolution has incorporated a host of significant projects, capital investments and internal refinements; led most recently by the completion of the 8.2 kilometre pipeline in western Johannesburg to the cost of R80 million. “The project had a profound impact on the temporal employment around Johannesburg from the time it was initiated up to commissioning,” enthuses the Company’s Managing Director, Monde Tyusha. “Then it contributed to the reduction of carbon footprint of our customers. “A good measure of performance for any company is financial trends and our Company always kept in line with targets set by the shareholders; Egoli Gas being 100 percent owned by Reatile Group.” From a non-financial perspective, the Company has also brought onboard new customers forming sustainable, positive impacts on the portfolio and performance of the business.

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“While we are keeping an eye on the performance of the Company, one also scans the horizon for any potential risks or trends that could be emerging in the energy market,” Tyusha continues. “Such trends have the potential to disrupt a Company and affect its performance; but the ability to adapt to emerging risks and trends has allowed Egoli Gas to be both a relevant and significant player in the energy and gas sector. “Therefore, the completion and commissioning of the new pipeline to the west of Johannesburg was very significant for Egoli Gas because it was a major pipe construction undertaken by the Company for more than 30 years.”

Compounding this landmark achievement has been an extension to the east as well, constructing a 4.6 kilometre pipeline to a Provincial Government Hospital; converting their boilers from coal to natural gas and subsequently contributing to the reduction of pollution caused by

emissions of the institution. â&#x20AC;&#x153;Through the above, Egoli Gas has contributed to the economic activities of the city in particular, and the country in general. And now we look forward to working in Sandton and Randburg in 2017,â&#x20AC;? Tyusha says.

Gas on tap

Translating this physical, visible success into numbers and the growth curve of Egoli Gas is every bit as evident, firstly hitting all revenue targets set for 2016 and secondly demonstrated through the 120 satisfied and enriched employees that work for the Company.

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“However, our major contribution to employment in Johannesburg is better measured through various capital expenditure projects that the Company undertakes during pipe replacement projects as well as pipe extension projects through various construction companies,” Tyusha interjects. Geographically, Egoli Gas’ footprint had remained largely consistent throughout its work on either side of Johannesburg, but that is all about to change as the Company begins work in the aforementioned Sandton and Randburg areas. With the former identified as a major economic hub of Africa, the six kilometre pipeline construction that will bring natural gas to the doorstep of those looking for natural alternatives is set to have huge long-term ramifications for the growth of the energy sector in the region; especially when considering the peripheral advantages that natural gas brings in the future.

With piped natural gas there is no need for storage, a convenience that should not be underestimated, especially for a place like Sandton

“With piped natural gas there is no need for storage, a convenience that should not be underestimated, especially for a place like Sandton,” Tyusha explains. “Putting up storage reduces valuable land that could be used to generate more economic benefits for the owners that need to acquire land. And such storage is made redundant by piped natural gas. “At this point I’d even say, if tap water was a sign of civilisation, piped natural gas is civilisation to the energy sector: piped gas is gas on tap. Being

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from the villages and seeing women carry water buckets and containers always reminded me of the difficulties these women experienced, but piped water brought relief to them; so how about piped natural gas?” It is this level of innovation and sustainable, socially significant offering that sets Egoli apart from many of its competitors in South Africa, and the business has spent as much as R120 million to epitomise its commitment to pipe extensions and pipe replacement projects.

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From an internal technological perspective, to facilitate such unveilings, “the Company’s SCADA System have been installed to receive real-time date on customers’ gas utilisation; a huge advantage for our forecasting abilities and for billing purposes”, Tyusha says. “The Company is also in the middle of investigating a reliable ERP system for administrative purposes to move with the times and in regards to equipment, we have upgraded our leak detection systems and acquired new instruments to enhance leak detection and monitoring services.”

The natural alternative

The continuous monitoring of competing energies including solar, LPG and electricity ensures the Company’s alertness to various trends, consequently applying its flexibility and entrepreneurial flair to respond to such trends when the need arises. To successfully adopt this kind of

structure though requires a loyal, wellretained and skilled workforce which Egoli Gas has worked hard to foster over the decades. “Egoli Gas prides itself on the ability to retain its employees and employee attrition at Egoli Gas is very low. It could be both good and bad as that cultures get entrenched and very difficult to change,” Tyusha details. “On the hiring and training, obviously we don’t go out and hire a lot of people because of this low attrition rate but training is high up there because of the product we work with. It is highly regulated and requires a well-trained employee to reduce safety incidents and risk to the public.” Commitment to personnel health and wellbeing extends further to incorporate a stringent corporate social responsibility strategy headed up by its one percent contribution to the Reatile Foundation, while its aforementioned employees complete

Contributing to cleaner carbon footprints and a greener future

CLAASSEN AURET (PTY) LTD is a professional consulting electrical/electronic engineers company geared to serving the needs of a rapidly changing South Africa. Although based in Gauteng and Western Cape we undertake assignments throughout South Africa and Africa. The Company provides a comprehensive range of general electrical, electronic installations and ground breaking consulting engineering services in the alternative energy field, such as Quad and Tri-Gen as well as bio-fuels generation.

8 Handel Road, Ormonde, Johannesburg Telephone: +27 11 496 3101 Facsimile: +27 11 496 3120 E-mail: drawings@cai.co.za

the cycle by participating in the 67 minutes for Mandela Day by offering cleaning and decorating services to local charities. Combining these levels of social awareness, industry expertise and employee care - along with the evident proficiency in carrying out nationally significant works - Egoli Gas is in perfect stead for even more concerted growth in the future. “Over the next few years, I would be reporting that Egoli Gas has started to supply customers in Sandton certainly,” Tyusha concludes. “Just as importantly though, because our product is not readily accepted by the public through perception, it is through educating the public that we will change this perception. And the more people that connect, the more they realise how safe the product is; and the more they contribute to carbon footprint reduction and a greener future: the natural alternative.”

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Greater GOOD Social Investment Solutions for the

Tshikululu Social Investments is striving to achieve sustainable social change in South Africa Writer: Phoebe Calver | Project Manager: Arron Rampling

shikululu Social Investments has continually strived to achieve deep and sustainable social change since inception in 1998 and through the expertise and partnerships it has established, Tshikululu is now recognised as one of the best in its market. As the first professionalised outsourced social investment fund Management Company in South Africa, Tshikululu’s key clients have included Anglo American, De Beers, AngloGold Ashanti and the Ernest Oppemheimer Memorial Trust and after 18 years the Company still holds the former two as key customers, a rarity in this ever changing market. From humble beginnings as a small Company comprised of only 11 staff

and four trusts under its management, Tshikululu now has 60 staff with 23 trusts under its management. Having retained its primary focus of providing outsourced social investment solutions

Momenta’s Project South Africa Workshop, 2016 - Cape Town

to corporate companies who invest in communities in which they operate, as well as strategic initiatives; the Company has been able to go from strength to strength in its speciality market. “Our service lines have evolved from pure social investment trust management, to now also including short-term advisory services to companies seeking to develop or review their social investment strategies, develop monitoring, evaluation systems and community assessments,” explains Tracey Henry, Managing Director of Tshikululu Social Investments. As a Company, Tshikululu is always looking to evolve and expand through various schemes which not only support the Company but also people and companies in both the surrounding area and those which are linked

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ANGLO AMERICAN

s a globally diversified mining business, Anglo American’s portfolio of world-class

competitive mining operations and undeveloped resources provides the raw materials to meet the growing consumer-driven demands of the world’s developed and maturing economies. Our people are at the heart of our business. It is our people who use the latest technologies to find new resources, plan and build our mines and who mine, process and move and market our products – from diamonds (through De Beers) to platinum and other precious metals and copper – to our customers around the world.

Placing a huge precedent on implementing social investment solutions

to it via Company clients or trusts. Tshikululu has recently expanded its remit to working with development partners who are supported by funding provided by the Company’s clients or trusts which are under its management. “Over the years we have developed numerous strategies which align to each client’s business philosophy and operations. We have also aligned the strategies to the broader national context, which is focused on innovation and piloting new initiatives which can then hopefully be taken up to scale at both a national and government level.

Beneficiaries supported across sectors in 2015

As a responsible miner, we are the custodians of those precious resources. We work together with our key partners and stakeholders to unlock the long-term value that those resources represent for our shareholders, but also for the communities and countries in which we operate – creating sustainable value and making a real difference. With a commitment to South Africa in terms of investment and development and improving our operations, we see South Africa as critical to our future, as it represents more than 30% of our investments across the globe.

Systemic social investments

The Company has always placed a huge precedent on implementing social investment solutions which will have impacts for the greater good. In working with a wide variety of stakeholders from business, civil

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www.angloamerican.com

I recognised the need for a haven for abused women and children where they could recover, learn new skills and regain their hope, sense of purpose and self-esteem. I manage Bethany Home, which is situated in Johannesburg and teaches women skills such as sewing and jewellery making. I believe that empowering these women leads to a positive ripple effect th also start to inspire as they other women. Thanks to the support of the Anglo American Chairmanâ&#x20AC;&#x2122;s Fund, we have been able to give these women a place of safety for the past ten years, and continue to make a real difference to their lives. BRIDGET EDWARDS Manager Bethany Home Johannesburg

SUPPORTING THE WOMAN WHO SUPPORTS WOMEN Real Mining. Real People. Real DiďŹ&#x20AC;erence.

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society and Government, Tshikululu aims to leverage its resources to ensure that its work creates the maximum impact possible. With the changes the Company has witnessed to the investment sector over the years, it has been pivotal that Tshikululu remains proactive in attempting to stay ahead of these changes. “The noticeable shift from philanthropic to more systemic social investments has meant that as a knowledge-based organisation, the Company has to ensure that it attracts and retains the best skills in the sector; also utilising the technology available to us to manage our knowledge bank and both develop new and support existing knowledge sharing forums,” continues Henry. The Company has managed to differentiate itself not only in terms of ethos but also in cost, with one of Tshikululu’s aims being to keep the cost of trust management low. It has been successful in doing so - very successful in fact - keeping below the international standards of 18 percent. Tshikululu is able to achieve economies of scale due to its focus on continuous system and process improvements, alongside the number of trusts under the Company’s management and avoiding duplication of research and projects. By facilitating partnerships between its clients and other funders, Tshikululu is able to not only leverage resources but also maximise funds which are available for social investment. “Ethical leadership is fundamental to the work we do, not only does this include ensuring that from the board down everyone in the company lives our values and is held accountable for their actions,” says Henry. “It is of vital importance that all the correct checks are done to ensure we provide world-class financial, risk management and whistle blower policies, therefore there would be no issues should

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Reaching more people, and in a more effective manner

Social Investing Clients

inception, ensuring the rule of the law, preserving the independence of the judiciary and protecting our constitution is another example of support we provide to activist and lobby groups, in the interest of the greater good of all South Africans.

Evolving

any unethical or corrupt actions be detected. We have a zero tolerance approach to corruption here at Tshikululu.” The Company has very stringent morals which have been in place since

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In-keeping with the Company’s constantly evolving nature, Tshikululu is always seeking ways to improve the management of social investment funds; influencing the sector in minimising ineffective giving. Not only is this focus placed on corporate donors, but private, international and Government funders. Henry explains: “This is a big and audacious project in which we believe that through the effective management of resources, we will be able to not only reach more people, but also reach them in a more effective manner.”

Total grants paid out over a 3 year period

Over 8 million youth in South Africa are not in education, employment or training. We’re working to change that. Let’s create a better narrative for youth. Together.

We connect young people across diversity, equip them with essential life skills, and inspire them to define and achieve success on their own terms. Partner with us and make your mark developing the leaders of today and tomorrow. Email: partnership@enke.co.za Phone: +27114031241 / +27114031243

and also how civil society, business and Government can work as more effective partners in providing additional support in assisting university students to both access and complete their studies. The Company pays a great amount of attention to the cultural tendencies which surround it, knowing just how important retaining the right cultural fit is to the Company. Generating a cultural fit for the Company long into the future

Another simultaneous and important project which it has started recently is to support initiatives which strengthen civil society and dialogue at a national level, regarding key initiatives. The key initiatives that the Company has decided to focus on include engaging on key issues at the heart of South Africa in the present day, such as the #feesmustfall movement;

Ethical leadership from the top down

www.enke.co.za

Henry alludes: “Like most companies, we aim to attract and retain the best people we can within the sector. Cultural fit is vital. We will constantly support the ongoing training and development of staff, both financially and with the time we can give to them. We place a huge emphasis on in-house training, in addition to off-site training, as well as mentoring schemes and coaching.” Due to a combination of factors, Tshikululu has succeeded in translating theory into practice, providing the best-in-class social investment solutions. The mixture of deep, onthe-ground development experience, professional trust management, and advisory services enable the Company to do this. This defining factor of working hard on the implementation of impactful social investment solutions is a motto which has made Tshikululu the success it is today.

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Life P A R T N E R

F O R

Zimnat has firmly established itself as the ‘one-stop shop’ provider in Zimbabwe for life assurance Writer: Phoebe Calver | Project Manager: Stuart Parker

imnat Life Assurance Company Limited (Zimnat Life) has consolidated its position as the one-stop shop provider of life assurance and investments to businesses and individuals in Zimbabwe over six successful decades. Established in 1961, it has transformed into a provider of a full range of value-added products for individuals and corporate operations in Zimbabwe. The transformation occurred in 1984 when TA Holdings increased its stake in the Company from 49 percent to 100 percent; 31 years later the shareholders for Zimnat Life changed from TA Holdings to Masawara Holdings and Sanlam Emerging Markets. Sanlam, established in 1918, is a leading financial services provider with the largest insurance presence on the continent will be a key technical partner in supporting Zimnat Life

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to enhance its product and service offerings for clients. Having firmly rooted itself into the market as the ‘go-to’ life assurance provider, the products within Zimnat’s remit cover life from the cradle to the grave under its ‘Partner for Life’ theme and includes Education Protectors, Personal Pension Plans, Whole Life and Funeral Policies. “Our products ensure that every aspect of our customers’ lives are protected under our ‘Partner for Life’ promise,” explains Elizabeth Rabvukwa, Chief Operating Officer at Zimnat Life. “Therefore we are able to offer an incredibly convenient service while providing high-quality and

competitive life assurance, pensions and annuities across the generations.” The past 15 years has witnessed Zimnat Life diversify its operations into subsidiaries, providing services such as Asset Management, Medical Aid Administration, Micro Finance and Property Development. This has been driven in the main part by the need to design products which enable clients to continuously improve their lifestyles, while also meeting their business needs and working within the responsibilities attached to Zimnat Life’s customer promise. Rabvukwa continues: “Zimnat Life is guided by a defining purpose to empower our clients to reach their full

80% Zimnat Life’s distribution channel consists of 80 percent local business partnerships and tied agents

potential through solutions that will enable them to not only plan for their dreams, but also protect against the unforeseeable.” The individual life products created at Zimnat provide a comprehensive set of personal packages which are designed to cushion beneficiaries against any eventuality, be it death at a young age, disability or long life. “Our individual life packages prepare beneficiaries for whatever life throws at them. Therefore they ensure that those who remain behind in the event of death are well covered in terms of their welfare, while also fully taking care of those who live up to old age,” adds Rabvukwa.

Zimnat Life management team

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BAOBAB RE

aobab Re transacts business in select markets on the African continent and has a local and regional expansion programme. The Company’s major interests are Life and Health facultative and treaty business which includes Individual Life, Group Business, Funeral and Credit Life. Baobab Re is further interested in viable investment opportunities within Africa, exchange of notes on all strategic business issues and assisting our clients in skills development through training.

T +263 4 772963 9 E baobabre@baobabre.co.zw

www.baobabre.co.zw Mr Munyaradzi Javangwe, CEO

Broadening market possibilities

Zimnat Life’s distribution channel consists of 80 percent local business partnerships and tied agents, with the exception of the Diaspora Funeral Cash Plan, which is distributed by an independent agent based in the UK. Another exciting development stems from discussions which are currently at an advanced stage with the South African authorities for a Co-Insurance arrangement with Sanlam to cater for the Zimbabwean Diaspora in South Africa. With such a balanced approach to building relationships in the industry and the increasing spread of the Company footprint, Zimnat Life is able to tap into markets that had not previously been available to them. An innovative mindset is one of the leading factors in the success seen at Zimnat Life; consistently coming up with new ideas and projects which will broaden its market possibilities. “One of the country’s leading

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Zimnat believes in building its own talent to fill in high level and demanding positions and we only resort to external hiring for scarce skills

mobile service providers, Telecel, is now distributing our products. The products being distributed are not within our usual parameter; instead they are on a micro-insurance basis, therefore enabling any uninsured person to afford the protection our insurance provides,” Rabvukwa affirms. “Alongside this, we are also in the process of setting up franchises to increase the distribution network for our products.” In order to make a successful transition during this period of growth, a huge precedent is placed on finding the right employees for the role. Zimnat Life takes pride in hiring, training and retaining highly qualified personnel and those who demonstrate potential for growth within the Company. “Zimnat believes in building its own talent to fill in high level and demanding positions and we only resort to external hiring for scarce skills,” confirms Rabvukwa. “All

Feel secure under the big bold tree

Life and Health (Private) Limited

BaobabRe Life and Health is an innovative customer orientated life reinsurer strongly entrenched in the African continent. Our exceptional technical skills and experience gives you the confidence that we will provide you with diversified, innovative and sound reassurance solutions specific to your particular business needs.

www.baobabre.co.zw Tel: +263-4-772963-9 Email: baobabre@baobabre.co.zw

Security

•

Experience

•

Resilience

•

Strength

ife and Health is an innovative customer oriented life reinsurer strongly entrenched in the African Our exceptional technical skills, capacity and experience gives you the confidence that we will provide versified, innovative and sound treaty and facultative reassurance solutions specific to your peculiar eds. Group & Individual Life Risk Funeral Mortgage Critical illness

Disability Accidental death Credit

Health

Zimnat Life’s Hedwick Chimanda (centre) and Customer Care Supervisor, Rufaro Vambe receiving the 2015 Service Excellence 1st runner up award in the Insurance Industry Sector - from the Contact Centre Association of Zimbabwe

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The team that represented Zimnat Life at the awards in 2015

strategic positions and skills are deliberately filled up primarily by local people for ease of consistent training, management and ownership.” A heavy reliance on local skills is peppered with external enhancement exposure when there is a need; this is reflected in the policy in relation to hiring personnel. Hiring is approached on a need basis and will usually start from internship programmes, where the individuals who demonstrate potential talent are absorbed into the system. Targeted training is then focused on both technical and leadership development. The Company’s policy on retention is based initially on training and development, followed by secondments, mentorship, coaching, knowledge sharing as well as caring for employee wellness and welfare. The attention and care paid to both the

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local area and its staff is also reflected in the comprehensive corporate social responsibility programme Zimnat Life which covers key areas such as the environment, education and health. “The Group is fully committed to giving back to the communities in which we operate, with a particular focus on periodically giving school fee bursaries to underprivileged children,” describes Rabvukwa. “As an environmentally conscious citizen, Zimnat Life is also involved in ensuring the maintenance of the Africa Unity Square situated close to our offices and the Parliament of Zimbabwe.”

Zimnat’s competitive advantage

Chief Operating Officer, Elizabeth Rabvukwa

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Zimnat’s competitive advantage is centred on excellence in the service it delivers, which is aptly demonstrated by the Group being awarded first runner up for service excellence by the

URBAN RISES

rban Rises is Zimbabwe’s first infrastructure and real estate developer. Drawing from a diverse background in engineering, design and infrastructure management, Urban Rises invites you to understand the wonder of creating buildings, filled with a combination of ingredients from investment analysis and project management, through to thoughtful application of colour and light. In deriving the desired property developments, we seek perfection in balance between economic and aesthetic value, relevance and location. We embrace new concepts without discarding the dignity and respect to age-old traditions. We strive to provide investment value, whilst recognising the need to cater to dynamic market trends. We are inspired by the present to build the future...

w w w . u r b a n - r i s e s . c o m

www.urban-rises.com

Contact Centre Association of Zimbabwe in both 2015 and 2016. “A testimony to the Company’s robust and competitive nature was the upgrading of Zimant Life’s National Scale Financial Strength Rating to A- from BBB+ by Global Credit Ratings (GCR) award in October, 2015,” Says Rabvukwa. “This is the highest rated accolade that can be awarded to a life assurance company in Zimbabwe at present and our position at the top was reaffirmed again in 2016.” Coupled with a number of awards is the strong brand heritage of existence for more than 50 years, alongside the shareholding with an internationally recognised insurance group in Africa, Sanlam Emerging Markets; this not only makes it an insurer of choice but also the go-to Company in terms of business needs. Experience is a theme that flows through the Company and is a fundamental reason for its success over the past 50 years. “At Zimnat Life, the experience level filters from the top down with the Company led by Mr Munyaradzi Javangwe the Chief Executive Officer, who is a qualified mechanical engineer as well as a lending professional,” Rabvukwa concludes. The top executives collectively have more than 50 years’ experience in the insurance industry, which provides a solid foundation for sustainable growth for the business.

Born out of Zimbabwe’s earliest property development companies, Urban Rises draws from its diverse background in engineering, design and infrastructure management, to bring you a brand new vibrant and energetic property development and management enterprise.

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ENERGY for Everyone ACCESS TO

Schneider Electricâ&#x20AC;&#x2122;s influence across the SADC region has successfully infiltrated numerous industrial and energy domains over the years, but its more recent data centre efforts emphasise a more innovative facet of its operations Writer: Matthew Staff | Project Manager: Donovan Smith

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ased on Schneider Electric’s motto of ‘Life is On’ and its belief that access to energy is a basic human right, the organisation continues to diversify and migrate across sectors in order to diffuse its innovative solutions across as wide a spectrum as possible. As the global specialist in energy management and automation, Schneider Electric creates connected technologies that will reshape industries, transform cities and enrich lives. Catering for all nations within the SADC region - from Angola, Malawi and Zambia all the way down to South Africa - its four pillars present in the current day set the tone for sustainable services, forward-thinking solutions and wider community enrichment; all with this common goal of energy accessibility in mind. Often, these forays into new domains have been facilitated by strategic acquisitions to compound its successful organic growth, and this has certainly been the case in regards to its recent data centre drive; an area at the peak of development in Africa at the moment, crying out for a Company like Schneider Electric to apply its technical expertise.

Bruce Grobler, Vice President of the ITB arm

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HITECH-GREGFOR

stablished in 2014, HitechGregfor Infrastructure is a turnkey data centre solutions and services provider. A division within the Hitech-Gregfor (Pty) Ltd Group, a leader within the South African cut sheet metal manufacturing and laser cutting industry for more than 20 years, the Company focuses on the provision of data centre infrastructure, communication cabling and managed services. Since opening its doors in 1992, our offerings have evolved and grown beyond the initial production of manufacturing steel products, such as 19-inch enclosures, battery racks and small electronic enclosures.

The Company was able to bring a new dimension to the APC structure

“As part of our IT infrastructure business, our role in traditional date centres was enhanced via an acquisition of American Power Corporation (APC) which subsequently formed Schneider Electric IT Business Unit, enabling our penetration into the infrastructure markets,” explains the Company’s Vice President of the IT Business, Bruce Grobler. “APC by Schneider Electric is divided into three main segments; distribution which looks after traditional singlephase backup power, home and network facilities, and office backup power. Then there is secure power, where we go to sectors such as mining and water and provide secure power for critical applications. And finally, we have the traditional date centre and IT infrastructure business.” As a clear market leader in the market, APC’s existing offering prior to the Schneider Electric acquisition

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was blessed with differentiators and unrivalled value, leaving the latter in an odd - yet comforting - position where it could both leverage the existing model, while using it as a platform to introduce its own expertise to add further value to the offering. Through the secure power strand of Schneider Electric, the business was able to bring a new dimension to the APC structure, ultimately forming a best of both worlds where each business’ expertise, specialised business partners and reputation could flourish under one banner. “Our data centre and secure power business is growing astronomically and it’s now a case of trying to rebrand ourselves in terms of retail to capitalise on APC’s role as market leader and to revolutionise ourselves from a brand awareness perspective in order to be strong in this space for a very long time,” Grobler emphasises.

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The company currently comprises of three business units: the HitechGregfor manufacturing arm; Intelcab, which manufactures portable facilities cabinets, isle containment solutions and IT “data centre in a container” solutions; and Hitech-Gregfor Infrastructure. The recent founding of Hitech-Gregfor Infrastructure rounds out an endto-end data centre offering; from manufacturing, through design and deployment, to servicing. Our key strategy is to foster strong client relationships and provide exceptional direct service flows through to its Infrastructure business unit, where senior management takes a hands-on, personal approach with customers, taking ownership and accountability of every project.

T +27 10 001 7344 F +27 11 794 1836 E info@hightechindustrial.co.za

www.hitechgregfor.co.za

Your trusted technology & service provider

Contact number: +27 10 001 7344 Facsimile: +27 11 794 1836 Email: info@hitechindustrial.co.za

Hitech-Gregfor is a leader in the South African Sheet Metal Manufacturing, Data Centre Integration and ITC industries.

As a holistic, cradle-to-grave operation, we have combined pre-eminent resources to engage the best technology and services available, to satisfy our customerâ&#x20AC;&#x2122;s requirements for turn-key solutions. Making us the ultimate one-stop shop, and enabling us to gratify projects of all sizes. With a track record and reputation that speaks for itself.

Address: 12 Jackson Road, Farmall â&#x20AC;&#x201C; Mostyn Park, Kyasands

www.hitechgregfor.co.za

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STEELCOR POWER

teelcor, a leader in customised substations, was formed in June 1981 and is based in the industrial suburb of Lilianton in the Ekurhuleni Metropolitan Municipal area, with a factory production area of 5,000m2 and a storage area of 3,000m2. As part of the Steelcor Holdings Group, alongside Unichem and Steelcor Power, the Company is dynamic in its approach to customer’s requirements, be them small or large, and specialises in building products to customer’s specific technical requirements.

Schneider makes up for expertise-based shortfalls through methodical acquisitions

Adding value

This most recent pillar epitomises the evolution of Schneider Electric over the years, in establishing a stronghold in a certain industry segment, optimising the knowledge already established within the business, and making up for any shortfalls in the expertise-base through methodical acquisitions. Its traditional partner pillar kickstarted this ethos in catering for the typical distributor, equipment and contractor space via its energy management solutions. “So this included the panel builders, distributors, contractors, overloads and traditional switchgear equipment that we are specifically known for,” Grobler picks up. “The channels there are traditional distributors, electrical distributors, wholesalers, our electricians, our panel builders and those kinds of avenues. “The next pillar is our industrial market, looking after various segments such as mining, water, and food and beverage; providing system integrators, industrial integrators and turnkey projects into these various segments. “The third pillar is our traditional

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energy market, and that’s what we deem as our energy distribution segment. We don’t do the transmission of energy, but we do distribution, and that includes transformers, medium voltage switchgear and very much the distribution to power grids and smart grids across Southern Africa.” As showcased by the APC acquisition, Schneider Electric’s success across each pillar has derived from not only its reputation within the wider industry, but its consequential ability to leverage this reputation to complete some of the most significant acquisitions in each respective sector. From a partner project perspective, this has included the acquisition of a local panel making facility in South Africa to facilitate customised electrical panels three years ago. On an industrial scale, the same method was applied in acquiring multiple companies to enhance its standing in the market; resultantly being able to integrate a hybrid DCS system to boast a platform up there with any others in the surrounding sector. Energy-wise, the acquisition of Ariva has proved to be one of the business’

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One of the Company’s recent production partnership agreements with Schneider Electric, a global specialist in energy management, has seen them produce the next generation of smart grid-ready, medium voltage (MV) switchgear, Premset. To prepare for production, Steelcor Power added 900 square metres to its factory in Boksburg, an area that has been enhanced with a three-ton gantry crane, a new test bay with a partial discharge faraday cage, and specialised equipment to manufacture Premset. Two Steelcor Power staff members responsible for the new production have received technical training on the manufacturing process of Premset from Schneider Electric personnel in France, and local Schneider Electric specialists have and continue to offer training in South Africa. The production agreement has also seen Steelcor Power employ additional staff to complement the employees already working on the project.

T +27 11 826 6084 E 5tenders@steelcor.co.za

www.steelcor.co.za

SPECIALISTS MANUFACTURERS OF TRANSFORMERS AND MINIATURE SUBSTATIONS A LEADING SUPPLIER TO MINING AND INDUSTRIAL CLIENTS

On-site repairs On-site assessments On-site certification On-site oil purification On-site training on Steelcor products

t: +27 11 826 - 6084 e: 5tenders@steelcor.co.za www.steelcor.co.za

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key investments of recent years from a distribution point of view, to add a further element of vertical integration to its manufacturing function. Grobler continues: “What Schneider Electric does very well is not only bring in a company, but then adds value to that company. For instance, on the IT side, we were very much industrial but we were missing a key aspect of our world in terms of the IT infrastructure. “Schneider Electric really wanted to get into that space and APC is the market leader in being able to create not just the backbone of a data centre but the entire infrastructure to build around that too. So that’s really how this final pillar came to be, and Schneider Electric thought that would be a massive opportunity for us to grow in that world.”

not from sector trends, but the levels of maturity across the Company’s geographical footprint, as Grobler details: “You get South Africa which is one of the major BRICS and then you get the other SADC countries like Angola or Mozambique or Zambia who might be lagging slightly behind. “So in regards to trends in South Africa, it’s a very mature market and I’m seeing South African institutions not wanting to build their own data centres, rather taking the prospect to a traditional colocation (colo) company and saying ‘you host it for me, I don’t want to hire people, all I want to do is hire space from you’.” Global internet heavyweights are therefore coming into the country via a hosting partner, while players in peripheral industries such as telecoms are being presented the opportunity to branch out into new domains of the first Market maturity Rather than simply taking on the best time via the expertise that companies in the business and thriving under that like Schneider Electric can offer. guise, Schneider Electric has proven Conversely, in the rest of Southern itself equally adept at reinventing Africa, companies are still looking to each of its pillars over the years in carry their own burden - or flagship reaction to various industry trends and data centre, depending on the outlook consumer requirements. - which in turn calls for heightened From a technological perspective, levels of education and support which this inevitably takes on added can only be offered up by a business of dimensions thanks to the everSchneider Electric’s knowledge base. changing nature of the industry, and “What we’re doing now is certifying the Company has subsequently had to and training our partners so they revolutionise its offering and bundles become an extension of me into to ensure that its portfolio adds Africa,” Grobler notes. “So we make sustainable, long-term value, rather sure that we train partners that are than simply addressing the status quo. local to be able to give that support in However, the main challenge derives the country. “I am also opening up a training academy, which is very difficult normally for companies like us, which will train people across basic fault finding, partnership building, engineering certifications and technical aspects; it will be in South Africa, for Africa.”

Energy for everyone

Enhancing skill-sets is a key facet

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Empowering individuals and enhancing skill-sets is one key facet of the Company’s corporate social

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New headquarters

It’s a very mature market and I’m seeing South African institutions not wanting to build their own data centres, rather taking the prospect to a traditional colocation company

E N E R G Y

U T I L I T I E S

OFFERED SERVICES Staffing - outsourcing Cleaning Hygiene Permanent placement Temporary placements Pest control For more information info@indgro.com www.indgro.com

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responsibility plan too, with a skills gap still evident across some areas of Schneider’s jurisdiction. However, its primary ambitions remain intertwined in its strive towards energy accessibility, and its BIPBOP initiative to create electrification for Africa forms a pivotal part of this drive at present.

“We went to a village in Durban with plastic lights that you can charge and put into your housing, and we pretty much installed all of these in the houses, as well as a central battery charging facility,” Grobler explains. Other insertions include solar street lamps and water purification plants as part of its BIPBOP scheme, and this

is compounded by further charitable works that embrace areas of education and practical application, to bring its CSR efforts full circle back to its core operations. “Our business aspirations are not just about continuing to be the market leader in transactional business, but are about launching ourselves into becoming smarter,” Grobler states. “We need to make sure that even though we’re the market leaders now, we continue to keep growing with the trends and revolutionising the business. We will continue to provide solutions to existing customers of the business while striving to position and maintain ourselves as industry leaders. “Overall, our key differentiator has always been access to energy for everyone; from people in Africa to industrial corporations, there needs to be access to energy. And this will continue to be the key driver of everything that Schneider Electric does moving forward.”

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MINING

INVESTMENT

BOTSWANA

E V E N T

F O C U S

The foremost Southern African forum for the global mining community MINING INVESTMENT BOTSWANA is a strategic mining conference and exhibition for the leaders of the mining, quarrying and construction materials industries, bringing together 200 attendees from 15 countries. Ministers, mining companies, investors and service providers travel from all over Africa, Europe, Asia,

E V E N T

D E TA I L S

WHEN: 13-15 February, 2017 WHERE: Gaborone, Botswana WEBSITE:

www.mininginvestmentbotswana.com

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North America and the Middle East for three days of partnering, networking and business matching in Gaborone, Botswana. Blessed with diverse natural resources, political stability and a flourishing economy, Botswana is the ideal location for investors seeking new mining investment opportunities in Africa. At the conference, various topics such as key issues disrupting and innovating the mining sector, insights on the mining landscape, mining finance, and business strategies will be discussed. Mining Investment Botswana, supported by the Botswana Ministry of Minerals, Energy and Water Resources, will bring in top notch business thought leaders to share their insights with the delegates. The conference will also provide plenty of networking opportunities through roundtable discussions, cocktail drinks reception and online business matching application. Besides the conference, the exhibition also provides a great opportunity for mining technology, equipment and services companies, miners and governments to expand

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connections, launch new products and forge new business partnerships. With key African and global buyers and industry leaders conveniently located under one roof, it is also an excellent branding platform for mining companies and service providers to profile themselves to their target audience. Apart from the conference and exhibition, there will also be a masterclass and diamond mine visit on the last day to maximise the overall Mining Investment experience in Botswana for all attendees. Special rates are available for advanced registration and more information on Mining Investment Botswana as well as registration details can be found at www.mininginvestmentbotswana. com. Mining Investment Botswana is organised by Spire Events (Singapore) and is part of the global Mining Investment Series that has successfully spanned across Africa, Middle East, Asia, Latin America and Europe. More details on the latest global Mining Investment conferences can be found at www.spire-events.com.

MININGINVESTMENT 13 - 15 FEB 2017

BOTSWANA

Cresta Lodge, Gaborone, Botswana Where Miners, Investors and Service Providers Converge

JOIN US IN BOTSWANA TO CONNECT WITH AFRICA AND THE WORLD. MORE THAN 200 ATTENDEES ARE WAITING TO MEET YOU! Take Advantage of our Special Offer to Attend and Exhibit Today! Contact Daniel Radziszewski at +65 6717 6018 or daniel.radz@spire-events.com Follow us on social media @MiningInvmt

Mining Investment Events

www.mininginvestmentbotswana.com

Mining Investment

Spire Events

GROWING ECONOMIES: PROJECT FINANCE FORUM

E V E N T

F O C U S

Energy and infrastructure investment options for project developers and investors

E V E N T

D E TA I L S

WHEN: 23-24 January, 2017 WHERE: Dubai WEBSITE:

www.energynet.co.uk/event/growingeconomies-project-financing-forum

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THIS YEAR, THE meeting formerly known as the hugely successful Powering Africa: Finance Options will evolve into a high level dialogue focusing on the opportunities to finance energy and infrastructure projects across some of the world’s most exciting emerging markets. Hosted in Dubai from 23-24 January, 2017, the meeting will bring together heads of utilities and project developers from across Southern and East Africa to present live energy and infrastructure projects seeking partners and investors. Moving the meeting from Cape Town to Dubai will for the first time bring a truly global delegation of the biggest investors and project partners from the Middle East, Europe, USA and Asia in interactive discussions with project developers on financing structures to move projects forward. This meeting forms part of EnergyNet’s Growing Economies’ portfolio, which takes a closer look at the rapidly developing opportunities for project developers in new energy markets across the globe.

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Some of the topics to be discussed include: • What are current DFI financing trends indicating? • How are DFIs working with governments to nurture new projects? Is it working? • Successful blending of public and private financing • Should governments and DFIs be developing more guarantee and risk mitigation instruments? • How can DFIs help developers to design bankable projects • Are DFIs crowding-in or crowdingout commercial capital?

YEARS

CELEBRATING 10 YEARS OF PROJECT FINANCING PARTNERSHIPS

Meaningful discussions with key stakeholders that engenders innovative thinking and builds strategic alliances for future growth in this critical industry

Partner, Webber Wentzel

GROWING ECONOMIES

10TH PROJECT FINANCE FORUM

DUBAI

23-24 JANUARY 2017 ENERGY AND ENERGY INFRASTRUCTURE INVESTMENT OPTIONS FOR PROJECT DEVELOPERS AND INVESTORS Strategic Partners

Sustainability Partner

10th Annual Financing Energy and Energy Related Infrastructure Projects Forum This year the high level 2 day meeting will bring Heads of Utilities and Project Developers from across Southern and East Africa, and South Asia (India and Pakistan) to present live energy and infrastructure projects seeking partners and investors. Moving the meeting (Powering Africa: Finance Options) from Cape Town to Dubai will for the first time bring a truly global delegation of the biggest investors and project partners from the Middle East, Europe, USA and Asia in interactive discussions with project developers on financing structures to move projects forward.

TO BOOK EMAIL GEPFF@ENERGYNET.CO.UK QUOTING AO #GEPFF17 | WWW.PROJECTFINANCE-GROWINGECONOMIES.COM | GEPFF@ENERGYNET.CO.UK

North ENERGY North&& West West

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Unlocking West Africa’s investments in energy and infrastructure 25-27 2017 25-27January January 2017 25-27 January 2017 Abidjan, Côte d’Ivoire Abidjan, Côte d’Ivoire

Abidjan, Côte d’Ivoire

E V E N T COTE D’ IVOIRE

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WHEN: 25-27 January, 2017

FASO BISSAU PROMOTING CROSS-BORDER CO-OPERATION AND REGIONAL INTEGRATION PROMOTING CROSS-BORDER CO-OPERATION

PROMOTING CROSS-BORDER CO-OPERATION AND REGIONAL INTEGRATION AND REGIONAL INTEGRATION

Official Endorsing Partners:

WHERE: Abidjan, Côte d’Ivoire Official Endorsing Partners: Official Endorsing Partners:

ategic Partner:

tegic Partner:

tegic Partner: Follow us on Twitter: @EnergyNet_Ltd #RECSCOTEDIVOIRE17

Associate Sponsors:

Associate Sponsors: Associate Sponsors:

WEBSITE:

Like our Facebook page: Regional Energy Co-operation Summit.

Join our Linkedin group: Powering Africa: the Executive Dialogues

http://www.energynet.co.uk/event/ regional-energy-cooperationsummit-2017

Like our Facebook page: 0% DISCOUNT READERS SUBSCRIBERS OF AFRICA OUTLOOK. Follow us on Twitter: ON REGISTRATION FOR Join our Linkedin & group: Regional Energy Co-operation TO CLAIM YOUR DISCOUNT EMAIL, RECS@ENERGYNET.CO.UK AND QUOTE RECSAO10 @EnergyNet_Ltd #RECSCOTEDIVOIRE17 Powering Africa: the Executive Dialogues Like our Facebook page:

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CONTACT: monique.bonnick@energynet.co.uk

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SUMMIT

Siengui Ki, Executive Director of West Africa Power Pool and ECOWAS, will showcase successful case studies and present live projects seeking investment. Sessions will focus on the topics such as the importance of gas in accelerating the pace of regional development, the role of the private sector and innovative methods for project financing. For a full breakdown A RECURRING TAKEAWAY from of the agenda topics, please Download our annual investment meetings in the brochure. Nigeria and Ghana is the importance The meeting has the full support of cross-border cooperation between of the West Africa Power Pool COTE GHANA NIGERIA D’ IVOIRE West African states to develop (WAPP), ECOWAS Regional Electricity COTE GHANA mechanisms which facilitate trade Regulatory Authority (ERERA), D’ IVOIRE and power exchange. This regional GRIDCo, the Electricity Company of COTE GHANA meeting has therefore been designed Ghana (ECG), Volta River Authority D’ IVOIRE to focus on what is needed to drive (VRA) and the Public Utilities BURKINA Commission GUINEA GAMBIA forward such integration to unlock Regulatory (PURC). FASO West Africa’s investments in energy If your business is focused on the BURKINA GUINEA and infrastructure. West African region, this meeting will FASO The Regional Energy Cooperation deliver direct insights into the future Summit will bring together ECOWAS of integrated energy & infrastructure BURKINA GUINEA FASO Energy Ministers and Government projects from the stakeholders Representatives, Heads of Utilities, responsible for delivering them. regulators, power developers, To be added to the mailing list for technology providers, financiers and this meeting or for more information multilateral agencies from across West about speaking or sponsoring, email: Africa to discuss strategies to engage monique.bonnick@energynet.co.uk the private sector and multilaterals to quoting the code RECSAO. drive forward cross-border cooperation. We hope to see you in 2017!

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25-27 25-27JaJ 25-27 J Abidjan, Abidjan

Abidjan

PROMOTING CRO AND REGIO PROMOTING C

PROMOTING C AND RE AND RE

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25-27 2017 25-27January January 2017 25-27 January 2017 Abidjan, Côte d’Ivoire Abidjan, Côte d’Ivoire

Abidjan, Côte d’Ivoire

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FASO BISSAU PROMOTING CROSS-BORDER CO-OPERATION AND REGIONAL INTEGRATION PROMOTING CROSS-BORDER CO-OPERATION

PROMOTING CROSS-BORDER CO-OPERATION AND REGIONAL INTEGRATION AND REGIONAL INTEGRATION

Official Endorsing Partners:

Official Endorsing Partners: Official Endorsing Partners: Strategic Partner:

Associate Sponsors:

Strategic Partner:

Associate Sponsors:

Strategic Partner:

Associate Sponsors:

Join our Linkedin group: Powering Africa: the Executive Dialogues

Like our Facebook page: Regional Energy Co-operation Summit.

Like our Facebook page: A 10% READERS SUBSCRIBERS OF AFRICA OUTLOOK. FollowDISCOUNT us on Twitter: ON REGISTRATION FOR Join our Linkedin & group: Regional Energy Co-operation TO CLAIM YOUR DISCOUNT EMAIL, RECS@ENERGYNET.CO.UK AND QUOTE RECSAO10 @EnergyNet_Ltd #RECSCOTEDIVOIRE17 Powering Africa: the Executive Dialogues Like our Facebook page: Follow us on Twitter: @EnergyNet_Ltd #RECSCOTEDIVOIRE17

Join our Linkedin group: Powering Africa: the Executive Dialogues

Summit. Regional Energy Co-operation Summit.

WWW.ENERGYNET.CO.UK/EVENT/REGIONAL-ENERGY-COOPERATION-SUMMIT-2017

A 10% DISCOUNT ON REGISTRATION FOR READERS & SUBSCRIBERS OF AFRICA OUTLOOK. TO CLAIM YOURON DISCOUNT EMAIL, FOR RECS@ENERGYNET.CO.UK AND QUOTE RECSAO10 A 10% DISCOUNT REGISTRATION READERS & SUBSCRIBERS OF AFRICA OUTLOOK. TO CLAIM YOUR DISCOUNT EMAIL, RECS@ENERGYNET.CO.UK AND QUOTE RECSAO10 WWW.ENERGYNET.CO.UK/EVENT/REGIONAL-ENERGY-COOPERATION-SUMMIT-2017

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