Africa Outlook - issue 113

THOR EXPLORATIONS • AIRTEL KENYA • LETŠENG DIAMONDS

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Issue 113

SIERRA RUTILE

A global leader in natural rutile production

ENERGY PARTNERS At the heart of resolving South Africa’s energy challenges

A key contributor to the oil and gas industry’s recovery in Angola, Ponticelli Angoil operates as a trusted full-service provider to the country’s petrochemical and industrial sectors

Alexandra Chappatte, CEO and Founder of burgeoning drinks brand African Originals, is committed to driving innovation and change in Africa’s craft beverage industry

THOR EXPLORATIONS • AIRTEL KENYA • LETŠENG DIAMONDS

KONGSBERG DEFENCE AUSTRALIA

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FIJI AIRPORTS

SIERRA RUTILE

Tangible growth in the Pacific region

A global leader in natural rutile production

ENERGY PARTNERS

KNIGHT FRANK MALAYSIA

At the heart of resolving South Africa’s energy challenges

The leading independent property consultancy

Supplying superior battery systems for world-class submarines, PMB Defence sets itself apart through its niche product knowledge and reputation for engineering excellence

A key contributor to the oil and gas industry’s recovery in Angola, Ponticelli Angoil operates as a trusted full-service provider to the country’s petrochemical and industrial sectors

S L OVA K E L E C T R I C V E H I C L E A S S O C I AT I O N

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ICELAND RENEWABLE ENERGY CLUSTER

GEOPS

Delivering excellence in drilling

Sourcing a sustainable future

TWL GROUP A prominent player in logistics and transportation

G R E N A DA I N V E S T M E N T D E V E LO P M E N T C O R P O R AT I O N

PALOMA PRESSURE CONTROL

LONDON FIRE BRIGADE

Cultivating innovation, entrepreneurship, and care

CRUISERS YACHTS Unrivaled boatbuilding brilliance

TGW LOGISTICS

As one of the largest fire and rescue services globally, the London Fire Brigade is a key part of the history and DNA of the UK capital

One of the world’s most renowned and trusted names in warehouse automation and logistics

Alexandra Chappatte, CEO and Founder of burgeoning drinks brand African Originals, is committed to driving innovation and change in Africa’s craft beverage industry

O R I C A

E M E A

C A M P B E L L

T R A N S P O R T

Playing a crucial role in the Australian semiconductor industry, we sit down with Nadia Court, Director of the Semiconductor Sector Service Bureau

SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION Issue 8

GRYDALE

B U S

I N D U S T R Y

Lockheed Martin Middle East has been instrumental to regional defence stability and local production, as Chief Executive, Gen. John ‘Mick’ Nicholson, discusses

C O N F E D E R A T I O N

Y U S E N LO G I S T I C S • T W L G R O U P • E M I R AT E S LO G I S T I C S

REFRIGERATED WAREHOUSE AND TRANSPORT ASSOCIATION OF AUSTRALIA

SOUTHLAKE HEALTH

NEXDINE HOSPITALITY

Charting a course for the future of healthcare in Ontario

Leaders in dust collection equipment

Bill Mazzetti, Senior Vice President of Rosendin Electric, provides a unique insight into the data center industry’s current and future developments

Serving delicious and nutritious options across the US

ISSUE 5

MIRXES

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Harnessing the power of RNA

SKJODT-BARRETT FOODS Mastering high-quality food manufacturing

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www.mining-outlook.com • Issue 9

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COLLAHUASI

COOPER FLUID SYSTEMS

Local solutions, national strength

One of the world’s primary copper producers, Collahuasi’s contribution to Chilean mining and mineral production is extensive

SDC TRAILERS

SLOVAK ELECTRIC VEHICLE ASSOCIATION

Engineered to perfection

Proudly family-owned and operated, Team Medical Supplies has become one of the top distributors of medical consumables, equipment, and vaccines across Australia, trusted to put its customers first

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Issue 3

Accelerating towards an EV revolution

PMB DEFENCE

Superior battery systems for world-class submarines

LONDON FIRE BRIGADE

Safeguarding the capital now and into the future

AIR NIUGINI

Flying the PNG flag

CRUISERS YACHTS With a rich history and unrivalled passion, Cruisers Yachts creates American-made boats for the world

FIJI AIRPORTS

NANDO’S MALAYSIA

Resolutely focused on delivering fired-up, memorable experiences whilst endeavouring to connect with and delight its customers

Established in 1999, Fiji Airports is a governmentowned enterprise with a reputation for providing first-class aviation services across the country

EMILY ARTHUN, CEO of the American Coal Council, highlights the importance of the resource to the US economy and the industry’s exciting potential in 2025

CEO, Ganeshan Varnakulasingham, tells us about Sypharma’s emergence at the forefront of Australian animal healthcare

DAN LLOYD, CEO, outlines how the Space Industry Association of Australia works with members to advance the country’s space sector and economy

Stipe Galic, Vice President of Business Development at TGW Logistics, discusses the company’s suite of end-to-end automated systems and modular technologies

Jonny Harrison, CEO of Karma Drinks, explains the company’s ideas and initiatives with its authentic and organic refreshment products

of the resource to the US economy and the industry’s exciting potential in 2025 EMILY ARTHUN, CEO of the American Coal Council, highlights the importance

emergence at the forefront of Australian animal healthcare CEO, Ganeshan Varnakulasingham, tells us about Sypharma’s

works with members to advance the country’s space sector and economy DAN LLOYD, CEO, outlines how the Space Industry Association of Australia

the company’s suite of end-to-end automated systems and modular technologies Stipe Galic, Vice President of Business Development at TGW Logistics, discusses

and initiatives with its authentic and organic refreshment products Jonny Harrison, CEO of Karma Drinks, explains the company’s ideas

Yachts creates American-made boats for the world With a rich history and unrivalled passion, Cruisers

CRUISERS YACHTS

first-class aviation services across the country owned enterprise with a reputation for providing Established in 1999, Fiji Airports is a government-

to connect with and delight its customers memorable experiences whilst endeavouring Resolutely focused on delivering fired-up,

AIRPORTS FIJI

MALAYSIA NANDO’S

TELL US YOUR STORY, AND WE’LL TELL THE WORLD Flying the PNG flag

AIR NIUGINI

now and into the future Safeguarding the capital

BRIGADE LONDON FIRE

mineral production is extensive Collahuasi’s contribution to Chilean mining and One of the world’s primary copper producers,

COLLAHUASI www.mining-outlook.com • Issue 9

strength national Local solutions,

SYSTEMS FLUID COOPER

trusted to put its customers first equipment, and vaccines across Australia, the top distributors of medical consumables, Team Medical Supplies has become one of Proudly family-owned and operated,

world-class submarines Superior battery systems for

PMB DEFENCE

perfection Engineered to

EV revolution Accelerating towards an

TRAILERS SDC

VEHICLE ASSOCIATION SLOVAK ELECTRIC

www.mfg-outlook.com

of RNA Harnessing the power

GRYDALE

E M E A

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MIRXES

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T R A N S P O R T

SOUTH AFRICAN MEDICAL TECHNOLOGY INDUSTRY ASSOCIATION

FOODS SKJODT-BARRETT

HOSPITALITY NEXDINE

SOUTHLAKE HEALTH

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, Supply Chain Outlook, and Food & Beverage Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world.

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Ontario future of healthcare in Charting a course for the

equipment dust collection Leaders in

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B U S

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outpb.com Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com Senior Editor: Lily Sawyer lily.sawyer@outpb.com Editor: Ed Budds ed.budds@outpb.com Editor: Rachel Carr rachel.carr@outpb.com Editor: Lauren Kania lauren.kania@outpb.com PRODUCTION Art Director: Stephen Giles steve.giles@outpb.com Senior Designer: Devon Collins devon.collins@outpb.com Designer: Louisa Martin louisa.martin@outpb.com Production Manager: Alex James alex.james@outpb.com Digital Marketing Director: Fox Tucker fox.tucker@outpb.com Web Content Manager: Oliver Shrouder oliver.shrouder@outpb.com Social Media Executive: Jake Crickmore jake.crickmore@outpb.com BUSINESS CEO: Ben Weaver ben.weaver@outpb.com Managing Director: James Mitchell james.mitchell@outpb.com Chief Technology Officer: Nick Norris nick.norris@outpb.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outpb.com Finance Assistant: Victoria McAllister victoria.mcallister@outpb.com CONTACT Africa Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 804 445 Editorial: +44 (0) 1603 804 431 SUBSCRIPTIONS Tel: +44 (0) 1603 804 431 jack.salter@outpb.com www.africaoutlookmag.com

WELL-OILED OPERATIONS Welcome to our 113th edition of Africa Outlook magazine.

Africa has a long-standing reputation for being one of the world’s primary oil and gas providers, contributing to approximately 10 percent of global production daily.

The continent’s unique and unparalleled position can be attributed to its extensive list of oil and gas producers, including Angola, where the sector remains an economic cornerstone and a primary pillar in its wider energy landscape, offering numerous growth, investment, and innovation opportunities.

This issue’s front cover is illuminated by Ponticelli Angoil, a leading provider of industrial oil and gas services in Angola that specialises in engineering, construction, maintenance, asset management, and decommissioning support for the nation’s oil and gas and petrochemical sectors.

Ponticelli Angoil has a proven operational track record of consistently delivering complex projects on time and within budget for major oil and gas companies.

“Our extensive experience in managing large-scale, technically demanding projects gives the company a significant competitive advantage,” attests Managing Director, François Bacci.

In natural rutile production, meanwhile, Sierra Rutile is a global leader that mines the crucially important mineral from its site in Sierra Leone.

The company supplies around 20 percent of the world’s natural rutile, with its principal activities revolving around a multi-deposit mineral sand mining operation.

“At the heart of our operations lies Area 1, a flagship mining and mineral processing hub showcasing not only four wet concentrator plants but also a mineral separation plant continuously being upgraded to improve mineral recovery,” details CEO, Lima Sufian-Kargbo.

Energy Partners, one of the leading energy providers in South Africa (SA), is likewise at the heart of resolving the country’s energy challenges.

Despite these, SA’s energy industry continues to flourish and is transitioning to a more diversified range of energy sources, including renewables.

“The country’s energy transition is being driven by an increased call for reliable and sustainable power solutions, the decentralisation of the energy supply, and favourable policy shifts aimed at encouraging private sector participation,” outlines Manie de Waal, CEO.

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Other well-oiled operations within this issue include those of Thor Explorations, Airtel Kenya, Letšeng Diamonds, Saab Grintek Defence, and many more.

Like us on Facebook: facebook.com/africaoutlook

We hope that you enjoy your read.

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Jack Salter Head of Editorial, Outlook Publishing Africa Outlook Issue 113 | 3

113|CONTENTS REGULARS

14

I N D U STRY S P OTL I G H TS

24 Rwanda ICT Chamber Innovation and investment for an electronic economy

6 NEWS Around Africa in seven stories

24

8 EXPERT EYE Unlocking Africa’s financial potential

BUS INE SS INSIGHTS

10 Education Authentic African Storytelling A shared worldwide learning experience

14 Food & Beverage Celebrating Identity Through Taste Innovation and change in Africa’s craft beverage industry

TOP I C A L F OC U S

20 Finance 10

4 | Africa Outlook Issue 113

Sending Money to South Sudan Blockchain-powered financial services

36 ASPASA Striving for sustained growth

48 Malawi Chamber of Mines A major African mineral resource contributor

254 THE FINAL WORD What is your favourite thing about your workplace and why?

AFRICA OUTLOOK CONTENTS

200 Schindler Lifts

F E AT U R E S

Elevating Africa Proudly lifting standards

O IL & GAS

208 Trotech

56 Ponticelli Angoil

Think Tanks, Think Trotech

Oiling Up Angola Angola’s trusted full-service oil and gas provider

130

Leading the way in construction excellence

FINANCE

130 Debswana Diamond Company Brightening Botswana’s Future Cutting-edge mine sites driving socioeconomic growth

EN ER GY & U T I L I TI E S

214 NAMFISA Championing Economic Integrity and Security Fairness and transparency in Namibia’s financial landscape

214

136 Energy Partners Powered by Results

84 Skytanking Soaring to New Heights in Sky Services Contributing to connectivity

MINING

90 Sierra Rutile World-Class Rutile Producer A global leader in natural rutile production

At the heart of resolving South Africa’s energy challenges

160 Segen Staying Sunny Side Up The entire spectrum of solar service

T EC HN OLOGY

170 Airtel Kenya Transforming Lives Through Connectivity The telecommunications company with a difference

F O O D & B E V E R AG E

224 Amaro Foods Breadwinners Continue to Rise The Western Cape’s thriving premier bakery

232 Yalelo Zambia Breaming With Success Africa’s fastest-growing producer of fresh fish

S U P P LY C H A I N

90

240 Vector Logistics Shifting Gears in Sustainability

110 Thor Explorations

The competitive advantage of carbon neutrality

The Gold Standard in Mining Continued organic growth across West Africa

H E A LTH C A R E

122 Letšeng Diamonds

248 Mount Meru Regional Referral Hospital

Diamonds in the Sky

170

Shining bright in the highlands of Lesotho

180 Sentech

A Legacy of Care Sustainable and dependable medical treatment

Pivotal Digital Infrastructure Universal connectivity for digital inclusion

M A N U FAC T U R I NG

190 Saab Grintek Defence 122

Innovation at the Core of Operations Empowering advanced systems for enhanced security

248

Africa Outlook Issue 113 | 5

NEWS

Around Africa in seven stories…

ECONOMY

KENYAN ECONOMY SET TO THRIVE

A G R I C U LT U R E

TANZANIA BANS AGRICULTURAL IMPORTS IN THE LATEST development of an ongoing trade dispute, Tanzania has banned all agricultural imports from South Africa (SA) and Malawi.

The Tanzanian government has imposed the ban to protect the country’s business interests and is, in part, a response to the numerous trade prohibitions experienced in recent years from the two countries.

For example, SA stopped the

importation of Tanzanian bananas in 2021, whilst Malawi banned flour, rice, ginger, and maize from the bordering nation.

The ban will have far-reaching impacts for all countries involved, as many South African fruit exports to Tanzania will be affected, whilst Malawi has historically relied on Tanzanian ports to export numerous goods across the world, such as tobacco, sugar, and soybeans.

FINANCE

SA RETRACTS VAT INCREASE FOLLOWING SUBSTANTIAL PUSHBACK from opposition parties, the South African government has withdrawn its proposed value-added tax (VAT) increase.

The plan was to raise VAT by one percent over a period of two years 6 | Africa Outlook Issue 113

ACCORDING TO REPORTS from the International Monetary Fund (IMF), Kenya is on course to dethrone Ethiopia as East Africa’s largest and most thriving economy in 2025.

This comes after Ethiopia devalued its currency in July last year in an effort to stabilise its economy and aid debt restructuring negotiations.

Meanwhile, the IMF reports that Kenya’s GDP increased to approximately USD$132 billion in the same year, surpassing Ethiopia’s GDP

by USD$15 billion.

The latter’s move to liberalise its exchange rate system and subsequently lower its currency by an excess of 55 percent meant that the nation was eligible for financial support from the World Bank.

On the flip side, the devaluation has hiked the price of Ethiopian imports and opened the door to greater inflation pressures.

from 1st May, introduced in the 2025 national budget.

However, the two biggest parties in the coalition government, the African National Congress and the Democratic Alliance, were in major disagreement over the gradual increase.

As a result, VAT will remain at 15 percent, which will have a major impact on SA’s estimated government revenue in the coming years.

S U P P LY C H A I N

US TARIFFS IMPLICATIONS SUSTAIN ACROSS AFRICA FOLLOWING A WAVE of import tariffs imposed by US President, Donald Trump, earlier this year, the African supply chain and trade landscape is certainly feeling the effects as it faces taxes of up to 25 percent.

In response, organisations across the continent are shifting their production and shipping routes to

ECONOMY

KENYA BUILDS CLOSER TIES WITH CHINA KENYAN PRESIDENT, WILLIAM Ruto, has struck a USD$950 million agreement with China on his five-day visit to the country.

The deal was made in the hopes of strengthening a strategic partnership between Nairobi and Beijing and bringing greater stability to the world.

The partnership will help accelerate the development of Kenya’s BottomUp Economic Transformation Agenda (BETA), facilitating major

help alleviate the pressures of the new legislature and create long-term investment planning.

Many countries on the continent leverage the advantages of the African Growth and Opportunity Act (AGOA) - a US trade initiative that facilitates duty-free access to goods.

However, under the new tariffs, this legislature is in jeopardy, particularly for nations like SA. The tariffs have likewise affected the African Continental Free Trade Area (AfCFTA), undermining the global reach of the agreement.

investments in manufacturing, agriculture, and tourism.

Upon the announcement, Ruto emphasised the benefits of the historical cooperation between the two countries, demonstrated by numerous Chinese-funded infrastructures across Kenya, such as the Mombasa-Nairobi Standard Gauge Railway and Lamu Port.

With this in mind, the agreement will help advance East Africa’s infrastructure and strengthen longstanding bonds between Kenya and China.

S U P P LY C H A I N

EGYPT’S SUEZ CANAL REVENUE FALLS EGYPT’S REVENUE FROM the Suez Canal dropped by over two-thirds in 2024, primarily due to regional tensions and ongoing conflict in the Middle East, which have affected traffic through the globally significant waterway.

According to its owners, the Suez Canal Authority (SCA), the canal’s revenue fell to USD$3.99 billion last year, a significant decrease from the USD$10.25 billion generated in 2023.

Canal traffic was particularly impacted by Houthi rebels that have targeted maritime trade and vessels travelling through the canal to Israel.

According to the SCA, 13,213 ships passed through the canal last year, half the record-breaking number that crossed the waterway in 2023.

OIL & GAS

MAJOR DRILL CONSIDERATIONS IN NAMIBIA CHEVRON IS CONSIDERING drilling a major exploration well off the coast of Namibia in the next two years to expand its operations in the region.

The US energy conglomerate is currently maturing its offshore prospect portfolio in the Walvis Bay area, which has grown to become a reputable exploration hotspot in recent years.

If agreed, the project will take place in the Petroleum Exploration Licence 82, just north of the Orange Basin, and will join the long list of offshore explorations made by oil titans such as TotalEnergies, Shell, and Galp.

Africa Outlook Issue 113 | 7

THE FRONT LINE OF FINANCIAL INCLUSION Across Africa, the continent is struggling to contend with numerous barriers to financial inclusion. Brett Sievwright, CEO of Platcorp Group, considers this troubling conundrum Written by: Brett Sievwright, CEO, Platcorp Group

I

magine trying to save for your children’s school, starting a business, buying a vehicle, or trying to make improvements to your home without access to any financial institutions.

That’s the reality for over 350 million adults living in Africa who are financially excluded.

In a world where the challenges to sustainable development loom large, 8 | Africa Outlook Issue 113

it is imperative businesses take a lead in advancing the UN’s Sustainable Development Goals (SDGs).

The UN has underscored the urgency of such investment, estimating an annual funding gap of USD$200 billion in Africa alone.

The financial exclusion of adults in Africa remains a key barrier to the alleviation of poverty and promotion of sustainable development.

However, there remain several strategies and opportunities that investors, FinTech firms, and traditional banks should pursue to promote financial inclusion in Africa whilst achieving returns on their investments.

WHY MILLIONS REMAIN FINANCIALLY EXCLUDED IN AFRICA The UN defines financial inclusion as universal access, at a reasonable cost, to a wide range of financial services,

provided by a variety of sound and sustainable institutions. To address the barriers to financial inclusion, we must first understand why it’s happening.

One of the major barriers is a lack of legal identification. Despite approximately 540 million individuals in Africa lacking a form of legal identity, the majority of financial institutions across the continent still ask for proof of ID to open an account.

Whilst this may seem straightforward in many corners of the globe, this is not the case in Africa. The requirement for physical proof of ID instantly excludes a significant portion of the population from accessing traditional finance.

Digital innovation, led by FinTech firms, is proving to be a key driver of closing the financial inclusion gap through enhanced data integrity and streamlined service delivery for people looking to access the system.

However, with only 36 percent of

EXPERT EYE FINANCE

Africans having access to a stable internet connection, the gap is not closing easily.

Even for those able to provide the appropriate identification to access the system, financial literacy remains a key barrier. In sub-Saharan Africa alone, less than a third of the population is considered financially literate.

This means many trying to access the financial system lack the understanding or confidence to use financial products, making them less likely to engage. Moreover, the products available to people are often expensive, inflexible, and not designed for low-income or irregular earners.

Financial exclusion is the most pronounced across women and youth in Africa. Cultural norms, lower financial literacy rates, and a lack of asset ownership limit many women’s ability to open accounts, secure loans, or build financial independence.

Young people largely work in the informal economy, meaning they don’t receive regular salaries or pay taxes and lack official employment records to prove creditworthiness to traditional financial institutions.

Whilst these barriers are significant, there are several strategies that can make a difference. Importantly, there are investment opportunities through micro, small, and medium-sized enterprises (MSMEs) that will create returns for investors whilst promoting financial inclusion in Africa.

HOW MSME INVESTMENT UPLIFTS COMMUNITIES AND CLOSES THE FINANCIAL INCLUSION GAP According to research, small and medium-sized enterprises (SMEs) account for 95 percent of all registered businesses in sub-Saharan Africa, whilst further research has shown MSMEs account for 90 percent of all businesses worldwide.

MSMEs are widely accepted as an essential driver of socioeconomic

growth and development, particularly in emerging markets like Africa.

Despite their important role, MSMEs are often locked out of traditional finance systems due to a lack of asset ownership and collateral, credit history, and formal registration.

HOW INVESTING IN MSMES DRIVES FINANCIAL INCLUSION FOR RECIPIENTS MSME investment in Africa creates financial inclusion from the ground up by providing access to capital at the local level, where it is often needed most and recipients are most likely to be financially excluded.

Whether it’s investing in farmers to allow them to implement improved sustainable farming practices like silage production and terracing, or investing in a local entrepreneur looking to expand their business of selling fruit to locals on the side of the road, capital will be put directly into the hands of those who need it the most.

A large proportion of MSME owners in Africa are women, young people, and informal workers – the exact groups who remain highly financially excluded. By designing products around their needs, financial providers and investors can create a ripple effect by enabling growth, generating employment, strengthening economies, and allowing financially excluded people to access the system, develop credit history, and open accounts.

Whilst the opportunity for investment and economic growth is massive, given the low financial literacy rates, investors must approach opportunities ethically and with caution. Responsible financial institutions must carry out risk assessments to ensure the loans issued pose low risks to the clients and safeguard them from over-indebtedness.

UNLOCKING AFRICA’S FULL POTENTIAL WITH INVESTMENT AND COLLABORATION The demand for financial inclusion in Africa has given rise to a new generation of financial providers focused on breaking down barriers to access. Despite these efforts, financial exclusion rates in Africa remain high and are a barrier to sustainable development and poverty alleviation.

To help inflict change across the continent and promote financial inclusion, institutions and investors must work together to build an inclusive system that meets people where they actually are, not where the system assumes they should be.

Only then can we unlock Africa’s full economic potential and ensure no one is left behind.

ABOUT THE EXPERT Brett Sievwright, CEO of Platcorp Group, is a leader in financial services who focuses on driving sustainable, innovative solutions across Africa.

Passionate about financial inclusion and impact-driven strategies, Sievwright brings deep market insight and is committed to fostering economic growth through accessible, transformative financial services that meet the continent’s evolving needs.

Africa Outlook Issue 113 | 9

AUTHENTIC STORYTELLING Award-winning edutainment platform, Kunda Kids, is spreading the importance of representation to children worldwide.

Louisa Kiwana Olafuyi, co-Founder and COO, tells us how she has created a shared learning experience that’s fun, inclusive, and culturally relevant Writer: Lucy Pilgrim

T

he global educational landscape has significantly developed in recent decades.

Becoming more than just learning simple skill sets, teaching has evolved into cultivating a greater understanding of the world around us.

One way in which this can be instilled in younger generations worldwide is through edutainment, a relatively new concept that combines traditional teaching methods with purpose-built media, creating a more holistic and engaging experience for learners.

Kunda Kids, an African-owned, award-winning children’s media and publishing company, has a deep understanding of the value edutainment can have for early learners and the power it holds in promoting cultural awareness.

Founded in 2020, Kunda Kids was launched at the height of the 10 | Africa Outlook Issue 113

Since then, the brand has significantly expanded its offerings, including physical books, digital tools, music, preschool animations, workshops, and its much-loved YouTube series, Kunda & Friends.

“Each product is designed to spark curiosity, confidence, and cultural pride in young learners,” Olafuyi impassions.

The company has earned a significant geographical presence, now reaching children in over 170 countries across 400+ schools.

COVID-19 pandemic, however Louisa Kiwana Olafuyi, co-Founder and COO, did not let this deter her TEACHING CORE LIFE VALUES passion for making a profound impact Having a solid international footprint and spreading the importance of is a quintessential part of Kunda Kids’ representation. founding mission, as it aims to spread “Our mission from day one has the importance of representation been to inspire a new generation across the world. of global citizens through African storytelling,” she opens.

With humble origins, the company was established by Olafuyi and her husband at their kitchen table, both fuelled by a deep desire to fill a gap in the children’s media landscape.

“We wore all the hats – writing, designing, marketing, fulfilling orders, and doing whatever it took.”

Evidently, their hard work paid off, as Kunda Kids’ first Kunda Kids wins ‘Start-up batch of 10,000 books sold of the Year’ award, 2024 in a matter of months.

KUNDA KIDS EDUCATION

Africa Outlook Issue 113 | 11

“Building a pan-African brand meant staying true to our roots whilst also thinking globally. We’ve since expanded to have a presence in London (UK), Lagos (Nigeria), and Kampala (Uganda), and our content is created with African talent creatives at the core.

“It hasn’t always been easy, but our community has been incredibly supportive. It’s been a beautiful journey of resilience, creativity, and purpose,” Olafuyi shares.

In light of this, representation stands at the heart of everything Kunda Kids does, using African history, languages, and traditions as a gateway to teach core life values such as teamwork, emotional intelligence, and empathy, whilst also making learning fun and engaging.

“We believe that when children see themselves reflected in the stories they read and the characters they

love, it builds their confidence and sense of belonging,” she affirms.

In addition, the company has collaborated with leading educators and child psychologists to ensure its content is not only culturally rich but aligns with the goals of young children.

“For us, it’s about creating a global impact by starting with authentic local stories,” she states.

In highlighting the cultural impact that education can have, Kunda Kids demonstrates how learning does not have to be monotonous or look the same for everybody.

For instance, all the company’s characters come from different cultures, speak different languages, and represent the beautiful diversity of the world.

Therefore, Kunda Kids purposefully blends the continent’s storytelling, music, and visuals to teach everything

from phonics to mindfulness in a way that’s both entertaining and educational for a global audience.

“By celebrating African culture within a universally engaging format, we’re redefining what early learning content can look like – diverse, joyful, and deeply meaningful,” Olafuyi reflects.

THE POWER OF DIGITAL LEARNING To help spread the cultural impact of African storytelling worldwide, Kunda Kids leverages the latest innovations in digital education as the company believes it is a powerful enabler of access to quality learning.

As a result, Kunda Kids has invested in educational apps and animated content to ensure its stories reach families wherever they are in the world.

Owning its IP address also means the company can maintain the

AFRICA OUTLOOK: CAN YOU PROVIDE AN INSIGHT INTO YOUR CAREER AND WHERE YOUR PASSION FOR THE EDUCATION SECTOR STEMS FROM? Louisa Kiwana Olafuyi, co-Founder and COO: “I started my career in product marketing and innovation, working with amazing global brands including Unilever, Cambridge University Press, and L’Oréal. This experience gave me a solid foundation in understanding how to build and scale products, craft narratives that resonate, and connect with diverse audiences.

“My interest in education really grew when I became a mum. I was searching for children’s books that reflected our heritage and culture, something that would help my son see himself in the stories he read, but what I found was a huge gap in the market.

“That experience lit a fire in me. I realised I could do something meaningful, not just for my own child, but for children everywhere who deserve to see themselves represented, and that’s how the company was born.

“Today, through Kunda Kids, I’m focused on creating culturally rich, inclusive content that supports early learning, Olafuyi regularly visits schools to promote her books

12 | Africa Outlook Issue 113

boosts confidence, and celebrates global citizenship.”

KUNDA KIDS EDUCATION

authenticity of its storytelling whilst expanding into other areas such as licensing, music, and games.

“By building a strong digital ecosystem, we can bring African stories to life across multiple touchpoints, from the classroom to the living room, and meet children on the platforms they love most,” Olafuyi sets out.

Kunda Kids is also able to scale its social impact by engaging in forward-thinking partnerships with multinational organisations.

In fact, business relationships have become a key part of the company’s journey’s as it has worked with international organisations such as PwC, the Wildlife Conservation Society, and several local authorities across the UK. Whether through sponsorships, curriculum-based content, or events, these partnerships help Kunda Kids ensure more children get access to inclusive, culturally enriching learning experiences, creating educational resources that align with its mission.

In a huge milestone for the company, it has recently raised just under £1 million, facilitating its continued trajectory in digital innovation.

“This funding is helping us scale the production of our digital learning tools, grow our team, and invest more in animation, music, and multilingual content.

“Our goal is to make African storytelling accessible to every child, no matter where they are based. This funding allows us to dream bigger, build smarter, and reach wider.”

EMBARKING ON A NEW ERA The company’s hit YouTube series, Kunda & Friends, marks a new era for Kunda Kids and has been a game-changer in spreading African storytelling.

The platform has allowed the company to enter homes across the globe and create a shared learning

“ E AC H P R O D U C T I S D E S I G N E D TO S P A R K C U R I O S I T Y, C O N F I D E N C E , A N D C U LT U R A L P R I D E I N Y O U N G L E A R N E R S ” – L O U I S A K I WA N A O L A F U Y I , C O - F O U N D E R A N D C O O , K U N D A K I D S

Kunda Kids is a huge hit with African children across the contenent

experience that’s fun, inclusive, and culturally relevant. It has also opened up new opportunities for licensing, partnerships, and international expansion.

“It’s incredible to see how quickly it has grown and how many families around the world are engaging with the channel. The response from parents and kids alike has been overwhelmingly positive, and it’s only the beginning.”

Going forwards, Kunda Kids has some exciting plans in the pipeline, from new animated episodes and original music to expanded language versions of its content.

The company is also exploring interactive experiences, as well as toys, that will bring children even closer to the stories and characters they love.

This coincides with a notable shift in the African edutainment sector, which is being consumed and celebrated globally.

“With better access to digital platforms and a growing appetite for diverse stories, the world is ready for what Africa has to offer,” Olafuyi highlights.

Indeed, the industry is seeing more African creators owning their narratives, more platforms supporting homegrown content, and more collaboration across borders.

“The next five years are going to be powerful for this space, and we’re excited to be part of that evolution,” she concludes.

Meanwhile, Kunda Kids’ focus remains on staying true to its storytelling roots whilst continuing to innovate and explore fresh, engaging formats.

Africa Outlook Issue 113 | 13

CELEBRATING IDENTITY THROUGH TASTE Recently recognised as Woman Industrialist of the Year at this year’s Kenya Association of Manufacturers’ (KAM) Women in Manufacturing Awards, Alexandra Chappatte, CEO and Founder of burgeoning drinks brand African Originals, is committed to driving innovation and change in Africa’s craft beverage industry Alexandra Chappatte, CEO and Founder

14 | Africa Outlook Issue 113

Writer: Lily Sawyer

H

aving begun its journey in 2016 with a humble container set-up in Nairobi, Kenya, African Originals seeks to celebrate Africa’s bold spirit, rich heritage, and local ingredients through its premium craft beverages.

Today, a state-of-the-art facility and burgeoning product portfolio – ranging from Kenyan Originals cider, a 5.8 Spirits brand and, more recently, an original gin product – have seen the company thrive and expand.

Yet, its mission to celebrate African identity through quality beverages and experiences remains the same.

Blending innovation with tradition to create a lasting impact, African Originals is an agent of change, weaving sustainability and community into everything it does.

From empowering small-scale

AFRICAN ORIGINALS FOOD & BEVERAGE

farmers to supporting female entrepreneurs and collaborating with Maasai Mara communities, the company seeks to create a positive and lasting impact across the continent.

Due to its originality and unique vision, African Originals continues to succeed and grow in today’s ever-changing food and beverage landscape.

Africa Outlook (AO): Firstly, could you provide some insight into your career to date and explain how you became interested in the food and beverage industry?

Alexandra Chappatte, CEO and Founder (AC): The spark started young. My dad taught me how to make homemade Pimm’s, and I’ve been drawn to creating and

experimenting with flavour ever since. I began my career in bluechip fast-moving consumer goods (FMCGs) with Nestlé, working on household name chocolate and confectionery brands.

A few years later, I moved to West Africa to lead marketing for Pernod Ricard, managing brands like Absolut, Chivas, and Jameson.

Living and working in Africa, I was struck by how few quality food and beverage products were made locally. That impression deepened when I moved to Kenya; the bar scene was split between lowquality mass-market drinks and expensive imports.

There was nothing local, wellmade, and affordable – especially outside of beer. That gap was the starting point for African Originals.

AO: How have you seen the craft beverage industry in Africa evolve, and what current trends have you seen emerge?

AC: It’s still early days for the craft beverage industry across much of Africa, but momentum is building.

There’s a shift happening – local no longer equates to low quality.

Consumers are more curious, informed, and looking for brands that tell a story.

There’s also a move towards simplicity in flavour with bold, recognisable ingredients that stand out. Our Pineapple and Mint Cider and Pink Peppercorn Gin are good examples of that trend.

The barriers to entry remain high, especially in spirits, but the opportunity is huge for those who can Africa Outlook Issue 113 | 15

AFRICAN ORIGINALS FOOD & BEVERAGE

navigate it. As the market matures, I expect to see even more innovation coming through.

AO: Could you provide an overview of African Originals’ products and locations across Africa? What client base do you typically serve?

AC: We produce craft ciders, spirits, tonics, and iced teas under three brands – Kenyan Originals, African Originals, and 5.8 Spirits.

Everything is made in-house at our 28,000-square-foot facility in Nairobi, from chopping and pressing fruit to blending, bottling, and packaging.

We currently distribute to over 4,000 outlets in Kenya, including bars, supermarkets, and wine and spirit stores, and we’re expanding across 16 | Africa Outlook Issue 113

“ T H E T O N E , D E S I G N , A N D VA L U E S O F O U R B R A N D S S P E A K D I R E C T LY TO T H E A F R I C A N O R I G I N A L – T H E H U S T L E R , T H E C R E AT O R , T H E M AV E R I C K . T H AT ’ S O U R T R I B E ” – A L E X A N D R A C H A P P AT T E , C E O A N D F O U N D E R , AFRICAN ORIGINALS

East Africa, starting with Uganda. We also have a small presence in the UK via select bars and online platforms.

Our core customers are middleclass Kenyan millennials, who are curious, quality-conscious, and proud of where they’re from.

AO: Could you share some key details about your mission to celebrate Africa’s bold spirit and

rich heritage through premium craft beverages? How do you reflect this in your products?

AC: Our mission is to celebrate African identity through crafted beverages and experiences. That starts with what goes into the bottle – everything we make is rooted in real, local ingredients.

From purple passionfruit in Laikipia

and pineapples from Kiambu to roses from Mount Kenya and pink peppercorns from Naivasha, we prioritise authenticity and avoid artificial flavouring altogether.

But it’s also about culture. Our 5.8 spirit bottles feature matatu-style art (a nod to the bold, expressive artwork on Kenya’s iconic minibuses), and we collaborate with Kenyan designers through our ‘Krafted By’ project to style our brand ambassadors like Nairobi icons.

Mara Gin is another example – it’s crafted with botanicals foraged by the Maasai and finished with beadwork by Maasai women. Flavour, design, and story – all tied to one place.

AO: What, in your opinion, is African Originals’ key differentiator?

bottle – real fruit, layered with local spices, and sitting at eight percent alcohol by volume (ABV).

The tone, design, and values of our brands speak directly to the African Original – the hustler, the creator, the maverick. That’s our tribe.

AO: Many of your gin products are proudly distilled with Kenyan ingredients. Why is it so important for the company to honour the Kenyan heritage of its products?

AC: Kenya is incredibly rich botanically, creatively, and culturally, so rather than import lavender, we ask – why not wild basil or bitter orange from Kilifi?

It’s about more than flavour – it’s about provenance, pride, and telling a story through what you taste.

When someone sips our gin, they’re experiencing a bit of Kenya’s terroir.

That’s what makes it truly original.

AO: Can you tell us about your sustainability partnership with Bottle Logistics East Africa Limited? How does it align with your commitment to minimising bottle waste and championing a sustainable future for the beverage industry?

AC: As a relatively small producer, it’s not viable for us to run our own fullscale bottle collection system.

That’s why we partner with Bottle Logistics East Africa, who help us close the loop by collecting used glass bottles from trade, cleaning them, and returning them to us for reuse. They currently recover around 30 percent of our bottles.

AC: We’re not trying to be the “better version” of anyone else – we’re creating something entirely original.

We own our production, brands, and distribution, working directly with smallholder farmers to source real, local ingredients.

We were also the first alcohol manufacturer in Africa to receive B-Corp certification, which reflects our broader commitment to social and environmental performance.

From a product standpoint, we like to break the rules. Our ciders, for example, are more like cocktails in a Africa Outlook Issue 113 | 17

We also source surplus fruit from smallholder farmers and give our fruit waste to local farmers to use as animal feed. Sustainability is built into our supply chain – it’s about making better choices at every step.

AO: Can you tell us more about your work to empower local communities, champion women-led initiatives, and push boundaries? How do you achieve these things in your day-today activities?

AC: Community is central to everything we do. From the Maasai women who bead our Mara Gin bottles to the matatu artists painting our delivery tuk-tuks, we actively seek creative partnerships with local talent.

We’ve invested in training for the Maasai women through the Opportunity Factory, which helps them to develop more contemporary styles and access broader markets.

Our team is built from the ground up – many of our managers started in entry-level roles and were promoted internally.

18 | Africa Outlook Issue 113

AFRICAN ORIGINALS FOOD & BEVERAGE

We’ve also launched ‘She Originals’, a female entrepreneurship initiative that supports and mentors womenled businesses. It’s a way to build a more inclusive ecosystem around our brand.

AO: Finally, what are the company’s key priorities for the year ahead?

Can you discuss any product developments or plans for expansion in the pipeline for 2025?

AC: 2025 is about scale. We’re targeting upwards of USD$12 million in revenue by the end of the year and plan to double our distribution footprint in Kenya from 4,000 to 8,000 outlets.

We’re launching in new markets such as Uganda and developing new products in the cider and canned cocktail space.

There’s still so much potential to tap across the continent – we’re just getting started.

Craft doesn’t have to mean niche.

Our goal is to build something bold, big, and truly African – without losing

the care, character, and creativity that defines craft.

This is just the beginning. The continent is bursting with untapped flavour, culture, and potential – and we’re here to bottle it.

https://africanoriginals.com

SHE ORIGINALS Dedicated to empowering, inspiring, and connecting entrepreneurs across Africa, She Originals is a vibrant platform for women in the industry.

Dynamic events and networking opportunities offer the chance to share entrepreneurial journeys, experiences, and insights into the sector.

A space where women can lead with confidence, She Originals unites industry leaders and peers alike to gain valuable insights.

Committed to celebrating the strength, creativity, and originality of African women in business, the community fosters innovation, collaboration, and growth.

Held in February this year, the most recent sixth season of She Originals was themed around the ‘Art of Brand Building’, where industry experts shared their insights on building a strong and successful brand.

Africa Outlook Issue 113 | 19

TOPICAL FOCUS PESABASE

Pesabase is a mobile app that enables users to send money to recipients in some of the most desolate and unreachable areas in South Sudan.

Eric Alsop, co-Founder and CMO, tells us more Writer: Jack Salter

SENDING MONEY TO S O U T H S U DA N

A

staggeringly high percentage of Africans are unbanked and do not have access to mobile devices to easily receive payments.

To bridge this gap, the mission of Pesabase is to allow the unbanked to receive the same services, rates, and speeds that first-world countries experience.

“Through this, we can financially empower Africans by saving millions in fees every year and putting them back into the pockets of our users,” affirms Eric Alsop, co-Founder and CMO. Alsop’s fellow co-Founder, Phil Somh, started plotting how to solve this major issue in South Sudan – where transaction rates average between 20 to 30 percent – years after he fled his home country due to war, famine, and extreme poverty.

Living in Melbourne, he achieved a Masters in Banking and Finance Law to understand the financial landscape and started piecing together the method that would impact his homeland – remittance.

Somh discovered a way to disrupt the monopolised market in South Sudan by developing a legal and compliant app that accomplishes money transfer penetration where almost every other payment solution has fallen short.

“He realised that to solve the problem, the roots need to be planted in South Sudan, instead of trying to solve the problem from the outside, which is why this issue hasn’t been resolved – until today,” Alsop tells us.

USER-FRIENDLY PLATFORM Pesabase processes transactions instantly and at 90 percent reduced

fees from what is currently being charged in unbanked areas.

“This is accomplished by our revolutionary app on one end, and a network of on-ground agents and mini banks that cover a wide area of users on the other end that are without bank accounts and mobile phones,” informs Alsop.

The company, which operates through a network of agents in Melbourne, Nairobi, Kampala, and Juba, will be launching a new mobile platform this year, allowing it to meet larger demand.

Pesabase’s user-friendly platform is among several reasons why it is considered one of the easiest ways to make payments and send money to South Sudan.

“We offer an intuitive interface, making it simple for users to navigate and complete transactions. Whether you’re using our website or mobile app, the process is streamlined to ensure convenience for both first-time users and those who send money regularly,” Alsop outlines.

“Best of all, users don’t even need to know what crypto is or how it is used as the process is very simple to follow.”

Pesabase also provides competitive and transparent pricing for money transfers, with lower fees compared to other traditional money transfer services, which makes sending money to South Sudan more affordable for individuals and businesses.

Moreover, it offers fast, almost instant processing times for transactions, ensuring that money is delivered to recipients in South Sudan without unnecessary delays.

“This can be especially important in emergencies or for people needing to support loved ones quickly,” emphasises Alsop.

CONVENIENT SOLUTION Pesabase supports a range of payment methods for both sending and receiving funds. This includes mobile money, bank accounts, and possibly even cash pick-up via agents, making it convenient for recipients to access their funds.

It additionally leverages strong partnerships with local networks in South Sudan, ensuring users can reliably send money to both urban and remote areas without issue.

The platform equally ensures the security of users’ transactions by utilising encryption and other protective measures, giving peace of mind to users sending and receiving money, whilst transactions in South Sudanese pounds (SSP) are also supported.

“This makes it easier for people to send and receive money in their local currency without needing to worry about conversion rates or extra fees,” Alsop assures.

Africa Outlook Issue 113 | 21

“ W E O F F E R A N I N T U I T I V E I N T E R FA C E , M A K I N G I T S I M P L E F O R U S E R S T O N AV I G AT E A N D CO M P L E T E T R A N SAC T I O N S . W H E T H E R Y O U ’ R E U S I N G O U R W E B S I T E O R M O B I L E A P P, T H E P R O C E SS I S ST R E A M L I N E D TO E N S U R E C O N V E N I E N C E F O R B O T H F I R S T-T I M E U S E R S A N D T H O S E W H O S E N D M O N E Y R E G U L A R LY ” – E R I C A L S O P, C O - F O U N D E R A N D C M O , P E S A B A S E

Pesabase’s deep understanding of the needs of South Sudanese people, meanwhile, enables it to cater specifically to their financial needs, providing services that fit the unique challenges of the country.

“These factors make Pesabase a convenient, affordable, and secure solution for anyone looking to make payments or send money to South Sudan,” he states.

BLOCKCHAIN TECHNOLOGY Pesabase leverages the power of blockchain-based solutions to enhance the efficiency, security, and accessibility of sending money to South Sudan.

Blockchain technology ensures that all transactions on Pesabase are transparent, traceable, and secure.

Each transaction is recorded on a decentralized ledger, making it virtually tamper-proof.

“This level of transparency builds trust with users and reduces the risk of fraud or corruption,” notes Alsop.

By using stablecoins, Pesabase ensures transactions are not subject to the volatility typically associated with cryptocurrencies like Bitcoin or Ethereum.

Stablecoins are pegged to a stable 22 | Africa Outlook Issue 113

asset, like the US dollar, so users can send money without worrying about fluctuations in value.

“For countries like South Sudan, where the local currency can be unstable, this is especially beneficial,” Alsop says.

Pesabase can use cryptocurrencies for faster and cheaper cross-border transactions. Since blockchain-based cryptocurrencies bypass traditional banking systems, they often have lower fees and faster settlement times, which is crucial when sending money to regions where banking infrastructure might be limited or slow.

With mobile money solutions like M-Pesa or other mobile wallets integrated into the Pesabase platform, users can also send funds directly to the recipient’s mobile phone number, making it easy for people in South Sudan, even in remote areas, to access their funds quickly.

“This eliminates the need for traditional banking infrastructure, making financial services more accessible to unbanked populations,” shares Alsop.

Blockchain’s decentralized nature allows Pesabase to operate with fewer intermediaries, leading to cost savings.

This is particularly important in regions where financial infrastructure is not fully developed, and traditional remittance services can be expensive, as lower transaction costs translate to more money reaching the recipient.

By embracing these technologies, Pesabase is able to offer financial services to people who may not have access to traditional banks or remittance options.

In areas such as South Sudan, where access to reliable financial institutions is limited, mobile money and blockchain-based solutions create more inclusive financial opportunities.

“We leverage blockchain, stablecoins, cryptocurrencies, and mobile money to create a seamless, cost-effective, secure, and fast way for people to send and receive money, particularly in underserved regions like South Sudan,” Alsop gushes.

CRYPTO-FRIENDLY BANK Pesabase is currently building a physical bank in the South Sudanese capital of Juba for several strategic regions.

South Sudan faces significant financial infrastructure challenges, and a crypto-friendly bank would help address these whilst also creating business opportunities.

WHY CHOOSE PESABASE? • USER-FRIENDLY PLATFORM • AFFORDABLE TRANSFER FEES • ACCESSIBLE PAYMENT METHODS • RELIABLE NETWORK • SECURITY • SUPPORT FOR SSP • LOCAL PRESENCE AND UNDERSTANDING

TOPICAL FOCUS PESABASE

mismanagement are common, and a highly unstable SSP, making crypto an attractive alternative for people seeking to store value.

“A crypto-friendly bank could offer stablecoin solutions, allowing citizens to hold digital assets pegged to stronger currencies like the US dollar,” explains Alsop.

BRIDGING THE GAP

“ W E L E V E R A G E B L O C K C H A I N , S TA B L E C O I N S , C RY P TO C U R R E N C I E S , A N D M O B I L E M O N E Y T O C R E AT E A S E A M L E S S , C O S T- E F F E C T I V E , S E C U R E , A N D FA S T WAY F O R P E O P L E T O S E N D A N D R E C E I V E M O N E Y, P A R T I C U L A R LY IN UNDERSERVED REGIONS LIKE SOUTH S U DA N ” – E R I C A L S O P, C O - F O U N D E R A N D C M O , P E S A B A S E

The country has one of the highest unbanked populations in the world, with the majority of people relying on informal financial systems and cash transactions.

A crypto-friendly bank will provide a gateway to digital finance, allowing locals to access banking services with fewer barriers.

The existing banking system is also underdeveloped, with few branches outside Juba, whilst traditional banks often require extensive documentation, making it difficult for many citizens to open accounts.

“A new bank, especially one that

leverages crypto and digital wallets, will offer easier and more inclusive financial services,” Alsop insights.

Remittances from South Sudanese diaspora communities, especially in East Africa, the US, and Australia, are a crucial source of income.

Unlike traditional remittance services such as Western Union and MoneyGram, Pesabase’s cryptoenabled bank will offer near-instant and cheaper cross-border transfers using blockchain technology.

South Sudan also struggles with corruption in its banking system, where government interference and

Many African governments have strict regulations on crypto, but South Sudan’s stance is still developing.

By entering early, Pesabase can help shape regulatory frameworks in its favour, whilst establishing a licensed bank provides legitimacy and could attract partnerships with global FinTech firms.

Meanwhile, as mobile money adoption grows, the bank will integrate with Pesabase’s mobile money services and allow for seamless crypto-to-cash conversions.

As South Sudan rebuilds its economy after years of conflict, new financial solutions can also help attract foreign investment.

“A well-structured bank could facilitate trade, provide credit access, and support economic development,” Alsop concludes.

Pesabase’s bank will therefore be strategically positioned to bridge the gap between traditional finance and blockchain technology.

It could provide solutions to banking limitations, corruption, remittance inefficiencies, and financial exclusion, whilst taking advantage of South Sudan’s growing mobile connectivity and need for stable financial services.

Similarly, the business centre will be the most modern building in the city, allowing for businesses to establish themselves in a thriving location, offering a modern presence and adding value to Pesabase in terms of revenue and earnings.

Africa Outlook Issue 113 | 23

R WA N DA I C T S P OT L I G H T Emerging as one of the most competitive economies in Africa, Rwanda is making considerable investments and strides in the ICT sector. This progress is creating employment opportunities and positioning the country to thrive in the digital sphere Writer: Rachel Carr | Project Manager: Clinton Matarutse

T

he ICT industry in Rwanda has seen remarkable growth and development in recent years, positioning the landlocked country as a leader in African innovation.

24 | Africa Outlook Issue 113

Indeed, Rwanda has witnessed significant investments in ICT infrastructure, such as Kigali Innovation City, which aims to create a hub for tech companies and start-ups.

The multi-million-dollar project was inspired by Silicon Valley in the US; as such, it is developing a mixed-use space spanning 60 hectares in the capital city, Kigali.

The Rwandan government has also prioritised ICT as a key driver for economic advancement, resulting in favourable policies and a regulatory framework that supports technology adoption.

Furthermore, it has launched numerous initiatives to promote digital literacy and expand internet access, with a primary goal to ensure every home has internet by 2029. One of the most ambitious is the One Million Coders programme to develop skills for the ICT sector and prepare youth for future jobs. One million coders will be trained and 500,000 people will be equipped with advanced ICT skills.

As such, substantial efforts have been made to improve connectivity, including the roll-out of fibre optic networks and the Internet for All platform.

RWANDA ICT CHAMBER INDUSTRY SPOTLIGHT

FAST FACTS ABOUT RWANDA’S ICT INDUSTRY • The Government of Rwanda introduced artificial intelligence (AI)-powered chatbots to the country’s healthcare industry to enable patients to have easier access to consultations from a mobile device anywhere in the nation.

• Rwanda is one of Africa’s most pioneering countries for smart city development. For instance,

In addition, the ICT Sector Strategic Plan provides a framework for digital advancement, focusing on governance, business, and citizen livelihoods to align with Rwanda’s ambition of becoming a knowledge-based middle-income nation by 2035.

Rwanda’s ICT workforce has a diverse demographic, boasting an increasing pool of young, technologyoriented individuals trained in computer science, software engineering, and related fields. Coding boot camp initiatives and partnerships with educational institutions have also fostered a skilled workforce ready to meet the demands of the industry.

The ICT sector, with a strong emphasis on software development, FinTech, and AgriTech, is ripe with opportunities for both start-ups and established companies, demonstrating the country’s commitment to becoming a technology hub in Africa.

As the industry shows significant potential to contribute to the nation’s economic development, Rwanda is poised to embrace a promising digital future.

the government is broadening and streamlining public service access, whilst the IremboGov platform enables citizens to submit requests for birth certificates and register for driving tests online.

• The country became one of the first in Africa to launch a national drone delivery system, reducing service delays and costs when providing medical supplies.

• To promote student learning, the Smart Classroom programme is equipping schools with IT infrastructure at all levels of education, facilitating the digitisation of learning and teaching processes.

• Rwanda has launched Starlink in schools to enhance learning and empower students in underserved areas, driving socioeconomic development as well as boosting rural community connectivity.

Africa Outlook Issue 113 | 25

INTERVIEW:

R WA N DA I C T CHAMBER Alex Ntale, CEO

26 | Africa Outlook Issue 113

The Rwanda ICT Chamber is facilitating and supporting the robust industry landscape with both local and international investors seeking to tap into the country’s burgeoning technology market. CEO, Alex Ntale, provides insight into expansion plans for the vibrant and evolving sector

RWANDA ICT CHAMBER INDUSTRY SPOTLIGHT

economy revolving around science and technology for instance, its best efforts turned to specialisations within the Chamber of Commerce, and the companies in the Chamber of Services came together to create the ICT Chamber.

It began with a vision to capitalise on private sector development in ICT and become a leading ICT-driven society with the mission of representing member companies to build a competitive sector.

AO: Since your establishment, how have you developed in terms of your mission and objectives?

AN: We advocate for ICT companies, focusing on policies and regulations through various initiatives, some established by us and others in partnership with different organisations, including the government.

Notable amongst them are the first innovation hub and knowledge lab, built from the vision of developing a knowledge-based economy. These have facilitated entrepreneurs and innovators and have led to a catalytic effect in the ecosystem. Today, we have between 15 and 20 tech hubs in Rwanda as members of the ICT Chamber, and we are creating programmes with them nationwide.

We run about six outside Kigali and four in the capital, spread across different sub-sectors and business lines in the ICT industry. The majority of these are software-centric for industry development, whilst some are more on the engineering and computational sciences side, facilitated by our work with academic institutions.

We are building an environment that contributes to the business community and creates bridges for businessto-business (B2B) partnerships. Over the years, we have established beneficial collaborations with neighbouring countries and areas, such as Uganda, Kenya, and the West Africa region, and even work in nations as far-flung as Japan and Sweden, which have helped our ICT sector and digital economy.

Africa Outlook (AO): Firstly, could you talk us through the origins of the Rwanda ICT Chamber, its inception, and initial vision?

Alex Ntale, CEO (AN): The Rwanda ICT Chamber (ICT Chamber) began as part of the country’s private sector federation, which is the equivalent of the Chamber of Commerce in other countries. It brings different industries together and covers 10 chambers, such as manufacturing, commerce, tourism, and agriculture.

Previously, our Chamber of Services combined several companies across various sectors. In 2010, when the national strategy started to focus on building an ICT-driven Africa Outlook Issue 113 | 27

Turning Pain into Purpose: How Africa Quantitative Sciences is Leading a Data-Driven Future: “Throughout my career, I have witnessed the transformative power of data across the healthcare spectrum. From accelerating drug discovery and enabling precision treatments to driving evidencebased practice changes and policy reforms — data’s impact resonates from local clinics to global health institutions.

Now, with unprecedented computational power and artificial intelligence (AI)

amplifying our analytical capabilities, the potential for data to revolutionise healthcare has never been greater.

“When missing data delayed my son’s autism diagnosis, I felt the pain of waiting and saw the cost of inaction. That’s why I founded AQS – to turn data into a catalyst for swift, lifesaving decisions, so no family or nation endures that delay again.” -Hinda Ruton

“In 2022, I founded Africa Quantitative Sciences (AQS) with a singular mission: to close the gap between data and lifesaving decisions. AQS harnesses data to accelerate life-saving decisions — because every delay costs lives. As a Six Sigma Black Belt and biostatistician behind clinical trials published in the New England Journal of

Medicine, I knew we could turn insights into action.

health outcomes.

Moving forward, we are setting our sights on precision medicine, where data will play a pivotal role in tailoring treatments and advancing healthcare solutions. Because in a world where every second counts, data shouldn’t just inform decisions — it should drive them.”

Our Impact in Action

•

Hinda Ruton, CEO and Founder

THE BIRTH STORY OF AQS

•

Developed Data goatAI to simplify analytics access

•

Data goat cut diagnosis times by 40 percent in partner clinics.

•

HEIS boosted Rwanda’s horticultural exports by 20 percent in under a year.

•

Supported 603 facilities in 14 days

health

Today, AQS works closely with regional and national policymakers to avail critical insights that drive healthcare decisions. Our data-driven approach ensures that information is not just collected but actively used to improve

Delivered antibiotic surveillance support at Kigali University Teaching Hospital (KUTH)

At AQS, we do not dwell on challenges — we build solutions, because when data is accessible, connected, and actionable, possibilities are not just imagined — they are realized.

The journey to a data-powered Africa has begun. Join us in shaping a future where innovation leads, and data transforms lives.

Rwanda’s Digital Health Transformation: The Power of Data in Action In an era where data drives decisions, Rwanda sought to

strengthen its digital health system with real-time insights.

Partnering with Resolve to Save Lives (RTSL), we conducted a nationwide survey of 603 health facilities in just 14 days, delivering key findings that informed national strategy, healthcare operations, and long-term sustainability.

Key Outcomes A Data-Driven National Strategy – The Ministry of Health integrated findings into its digital health roadmap, ensuring a structured and informed approach.

Hospitals Accelerated Digital Adoption – Healthcare facilities leveraged insights to enhance patient records, expand telemedicine, and improve service delivery.

Sustainable Digital Health Growth – JHU’s economic evaluation introduced scalable, cost-effective models to support long-term implementation.

At AQS, we believe research should lead to action. By ensuring data is both accessible and actionable, we support the ongoing transformation of Rwanda’s healthcare system — one informed decision at a time.

MEAL: Precision in Monitoring and Evaluation In high-stakes leadership, guesswork isn’t an option. Yet too many organisations rely on outdated reports, fragmented data, and reactive decisions.

Eval360 redefines project governance. With real-time monitoring, automated risk detection, and KPI-driven insights, it transforms oversight into a strategic advantage, ensuring leaders stay ahead, not just informed.

Built for scalability and executive precision, Eval360

offers a single source of truth, empowering faster, smarter, and more confident decisionmaking.

•

20 secured jobs in data leadership roles

•

Ongoing collaborations

Because leadership isn’t about keeping up — it’s about staying ahead. Eval360 makes that possible.

“With the next cohort underway, NextGen isn’t just a fellowship — it’s the talent pipeline that will define the future of medicine.”

NextGen: From Research to Real-World Breakthroughs

HEIS: A New Chapter for Rwanda’s Horticultural Exports

We don’t just publish research — we turn insights into action.

Game-changing discoveries happen daily, but without the right tools, they risk being confined to journal pages.

At AQS, we’re training the next generation of researchers through the NextGen Researcher Fellowship, empowering healthcare professionals to turn data into impact. Over 12 intensive weeks, fellows master qualitative, quantitative, and mixed-methods research using DataGoat, AQS’s AI-powered platform that transforms raw data into actionable decisions.

The results are already shifting the landscape: •

Trained 73 fellows across five countries

regional

Rwanda’s horticultural sector is growing fast, but efficiency, financing, and logistics remain critical to scaling exports. At AQS, we saw an opportunity to bridge these gaps with the Horticultural Exporters Information System (HEIS), a platform designed to bring structure, transparency, and accessibility to the industry.

Instead of managing contracts, compliance, and yield tracking across scattered systems, HEIS simplifies the entire process, giving exporters real-time visibility over their operations. With this data, financial institutions can assess performance more accurately, making financing more accessible to businesses ready to scale. Logistics also becomes smoother, with

better yield tracking ensuring shipments are planned with precision, reducing delays and strengthening reliability in international markets.

accountability, strengthen data governance, and proactively manage risk — ensuring organisations stay ahead of regulatory changes.

Almond Green Farm is among the first to integrate HEIS into its operations, leveraging the platform to streamline exports and improve market reach.

With 20 percent of Rwanda’s exporters already onboarded, momentum is building.

We have delivered compliance solutions for healthcare institutions, NGOs, and innovation hubs, refining policies so regulations are understood, applied, and seamlessly integrated into daily operations.

Our risk assessments identify vulnerabilities before they become liabilities, reinforcing security at every level.

As more businesses adopt HEIS, Rwanda’s horticultural exports are becoming more structured, efficient, and globally competitive.

Partner with us to scale Rwanda’s horticultural export model to your region.

Strengthening Data Protection and Regulatory Alignment The way organisations handle data today shapes their credibility tomorrow. At AQS, we provide compliance services that establish clear

With direct engagement with regulators and advisory bodies, we enable organisations to navigate policy shifts smoothly and maintain compliance without disruption. Whether refining governance structures, training teams, or preparing for regulatory changes, AQS provides the expertise needed to operate confidently in an increasingly data-driven world.

Get in touch to explore how AQS can support your data governance journey.

HRET: Bringing Clarity to Healthcare Financing In healthcare, funding alone isn’t enough—visibility and strategy make the difference.

When multiple funders invest in projects without coordination, critical resources get stretched thin, budgets become difficult to track, and impact is reduced.

That’s where the Health Resources Expense Tracking Tool (HRET) comes in.

Developed by AQS for the Ministry of Health of Central Africa, HRET provides a realtime, centralised system that tracks every funder, project, and expenditure. This ensures that healthcare investments are aligned with national priorities, eliminate redundancies, and maximise impact.

With HRET, decision-makers can: See precisely where funds are going and who is involved.

Avoid duplications, as every project serves a distinct need.

Optimise budgets based on real-time financial insights.

Coordinate effortlessly between funders, executing agencies, and policymakers.

By integrating HRET, the Central African government is making smarter, data-driven investment decisions that strengthen healthcare infrastructure and improve long-term planning.

In a sector where every decision impacts lives, HRET transforms financial complexity into a clear, actionable strategy.

“AQS’s HRET turned our budget chaos into a clear strategy — every dollar now saves lives.”

— Dr. Noelly Douma, Ministry of Health, Central African Republic

1KN 78 St, Kigali - Norrsken House Africa Quantitative Sciences Africaqs +250 788 494 257 info@africaqs.com www.africaqs.com

RWANDA ICT CHAMBER INDUSTRY SPOTLIGHT

Tech Upskill group receiving their certificates

We are seeing an increase in exposure and revenue generated by the industry, with member companies’ products or services distributed throughout Africa, North America, and Europe. Additionally, we see outsourced work from these regions, including Asia, North America, and Europe, as they seek to manage their companies.

These connections have proven beneficial to growth and are largely influenced by a conducive environment that instils confidence in investors, ensuring their money is safe.

AO: How is the ICT Chamber navigating the industry’s most exciting and challenging aspects?

AN: Unfortunately, the exciting part resulted from the COVID-19 pandemic, which drove most organisations’ digital transformation strategies. It opened many peoples’ eyes to the relevance of technology, information systems, and connectivity, which has expanded the digital economy sphere, so we are no longer constrained by typical ICT manufacturing or software development issues but rather permeating other sectors, such as the core economic sectors such as trade, agriculture, tourism etc.

For example, FinTech is now influencing various sectors, including energy and agriculture, as nearly all businesses have begun to engage in transactions. This encompasses payments, savings, investments, money transfers, and lending, which are all on the rise. The government has recently launched a FinTech strategy and policy with an ambitious five-year goal, comprising attracting over USD$200 million to the sector, creating between 200 32 | Africa Outlook Issue 113

“ T O D AY, W E H AV E B E T W E E N 15 AND 20 TECH HUBS IN R WA N D A A S M E M B E R S O F T H E ICT CHAMBER, AND WE ARE C R E AT I N G P R O G R A M M E S W I T H T H E M N AT I O N W I D E ” – A L E X N TA L E , C E O , R WA N D A I C T C H A M B E R

and 300 new companies, and generating 3,500 job opportunities in FinTech. This is exciting because we are already witnessing a positive response from investors, indicating their confidence in the market.

Regulators are also gaining clearer guidance on the

“Connecting Rwanda, One Tower at a Time” Trust Engineering Services (TRES), founded in 2009 and licensed by the Rwanda Utilities Regulatory Authority (RURA), holds the distinction of being the second Tower Company supporting Mobile Network Operators (MNOs) in Rwanda. The company was later renamed Tres Infrastructure Limited, continuing under the same license to Build, Own, Operate, and Manage telecom infrastructure. Our mission is to provide comprehensive ICT infrastructure solutions for the nation.

VISION:

Our vision is to be the leader in providing best-in-class telecom infrastructure services in the eyes of our customers and employees.

WHAT WE DO:

TRES’s “raison d’être” is “getting any Rwandan, and African in general, having access to a flawless and affordable connectivity.”

Empowered by capital investment from Admaius Capital, Tres Infrastructure Limited has established a nationwide portfolio of over 200 telecom towers.

This strategic growth enhances infrastructure sharing among Mobile Network Operators (MNOs), government agencies, and private organizations, driving significant improvements in operational efficiency.

OUR OFFERINGS:

Building and managing towers on demand on behalf of network operators

Leasing space on our network of towers to telecom companies, government and private entities

Providing In-Building-Solution “IBS” to boost superior internal coverage with cutting-edge technologies

Offering operations and maintenance services, including preventive maintenance, fault management, energy management and other services

Tower - Built to Suit

Tower - Co-Location

In Building Solutions

Tres constructs state-of-the-art telecom Towers, Site Analysis & Site Acquisition, permit to build, Project Management and Equipment Installation’s Tower & Power before offering to the MNO’s.

Tower companies generally own or lease tower structures and the associated passive equipment through long-term agreements. Meanwhile, mobile network operators (MNOs) act as tenants, owning and operating their active equipment while leasing vertical space on the tower and portions of the land beneath it for their installations.

In-building wireless solutions provide comprehensive mobile coverage for indoor environments, addressing issues of weak or nonexistent connectivity often caused by thick walls or steel frameworks.

Tres tailor’s the services to the passive infrastructure needs, including site, tower and power supply.

Our Built-to-Suit product provides Ground Based, Roof Top based towers to clients with a variety of solutions customized to their specific needs and capacities.

Tres along with the build offers a seamless operations & power availability to the MNOs

www.tresinfra.com

This arrangement, known as co-location, involves a single tower structure hosting multiple antennas using multiple technologies as operated by different MNOs

This technology alleviates the in-premise users experience when unable to make calls or access the internet in their desired locations.

In-building wireless solutions are systems designed to enhance cellular connectivity within buildings or venues.

These typically involve the installation of distributed antenna systems (DAS), small cells, or repeaters to ensure strong and consistent signal coverage throughout the premises.

info@tresinfra.com

are beginning to align with this progress. As a result, we are witnessing increased activity in the FinTech sector.

The challenges we have faced include a lack of clarity and direction, which hinders progress in the industry. Additionally, we have yet to publish the Start-up Act, which we expect will unlock many opportunities and investment flows for our start-ups, innovators, and entrepreneurs. Fortunately, this act is currently in an advanced stage of development, and through the government, we have engaged with local communities and consulted with other countries that have already established successful policies.

AO: Are there any other key aspects of the industry you would like to highlight, such as e-commerce or skills development?

Future Koders programme 2024

“WE ARE BUILDING AN E N V I R O N M E N T T H AT CO N T R I B U T E S TO T H E B U S I N E SS C O M M U N I T Y A N D C R E AT E S B R I D G E S F O R B U S I N E S S -T O B U S I N E S S ( B 2 B ) PA R T N E R S H I P S ” – A L E X N TA L E , C E O , R WA N D A I C T C H A M B E R

legal instruments needed for effective oversight. The Rwanda Capital Markets Authority is currently consulting on regulations concerning tokenisation and other essential assets, which previously lacked clarity. However, the situation is improving, and other regulatory bodies 34 | Africa Outlook Issue 113

AN: Skills development is crucial for us, especially after last year’s elections, which brought a new mandate emphasising the creation of employment opportunities in key areas, including developing one million coders and digital citizens. Our goal is to scale up the digital economy both locally and through global opportunities.

E-commerce is one area of focus, but we also see significant potential in business process outsourcing (BPO). The demand for BPO services is increasing, mainly due to advancements in AI, provided we ensure the proper empowerment and support.

AO: Looking ahead, what are the ICT Chamber’s plans and goals for the future?

AN: We are dedicated to building and strengthening our digital economy whilst enhancing the competitiveness of our companies. Our goal is to continuously develop a pipeline of talent not only for our members but also for the entire economy. This enables innovators and entrepreneurs to thrive and contribute to the wealth of our country.

RWANDA ICT CHAMBER INDUSTRY SPOTLIGHT

Digital Economy Anchor Leaders Initiative (DEAL) event, 2024

Esther Kunda at Digital Transformation Week 2024

ICT Chamber and the Ministry of ICT and Innovation

As a leading influence in this sector and the private market, we recognise that 60 percent of our population comprises youth, which presents a significant challenge.

We aim to make a difference by providing skills training, fostering the creation of new businesses, and providing opportunities that enhance economic and livelihood prospects for our people.

AO: Finally, how do you see the ICT industry developing in Rwanda over the next five years?

AN: We anticipate the growth in digitisation that escalated during the COVID-19 pandemic will now be at full scale, with no industry left behind, as we are already seeing many sectors become cashless and, therefore, more digitisation in different value chains.

Obviously, financial services is one of the most digitised sectors today, but transport is a cashless space and one of the most digitised industries. We expect this to also scale into other value chains, creating more opportunities for a digital footprint, data analytics, and access to financial services because risk management and estimations will

Paula Ingabire, Minister of ICT and Innovation

have improved with digital systems. In the public sector, we are already seeing the government digitising more than 600 citizen services.

More participants from the private sector are joining, which means that over the next five years, the digital economy in Rwanda is expected to create a significant number of jobs. Currently, it contributes between three and five percent to GDP, but this figure is projected to grow considerably. We anticipate an increase in investments in R&D and other science-based initiatives and expect to see hundreds of thousands of jobs explicitly created in the digital space, not including those in ICTenabled sectors. As a result, people’s lives will become increasingly dependent on technology.

Tel: +250 793902451 info@ictchamber.rw www.ictchamber.rw Africa Outlook Issue 113 | 35

S P OT L I G H T O N

SOUTH AFRICAN QUA

Striving for sustained growth in the face of ongoing adversity, South Africa’s small surface mining and quarrying sector is calling for more accessible legislation with a view to bolstering emerging business Writer: Lily Sawyer | Project Manager: Deane Anderton

36 | Africa Outlook Issue 113

A R RY I N G

ASPASA INDUSTRY SPOTLIGHT

D

ue to its abundance of natural resources, well-established mining infrastructure, and longstanding status as a key exporter of metals and minerals, the South African mining industry continues to thrive.

Historically, the majority of its output has been attributed to larger mines, often controlled by multinational conglomerates. Today, however, small surface mines and quarries are also playing a growing role.

Supported by mining legislation from the Department of Mineral Petroleum Resources (DMPR), small surface mining involves employing mechanised and semi-mechanised technologies to reach small deposits of mineral ore available at shallow depths.

South African quarrying, meanwhile, leverages the region’s natural stone resources and significant clay deposits to extract stone, clay, sand, and aggregates essential to the country’s construction and manufacturing sectors and is a major contributor to the economy.

Both small surface mining and quarrying have been identified as important areas of development

by DMPR for their contributions to socioeconomic growth, job creation, and poverty alleviation.

In addition, the promotion of safe, legal quarrying and mineral exploration that pays heed to the relevant health, safety, and environment (HSE) practices, alongside taxations and royalties, has become an important focus for key industry players.

However, challenges have arisen as the very real threat of illegal mining in South Africa (SA) looms, in which derelict and ownerless (D&O) mines and quarries, often with extremely dangerous conditions, are being exploited through non-approved methods.

Illegal miners are also selling their product at very low prices due to the absence of compliance measures, regulation, and taxation, which can lead to legal small and artisanal mining companies struggling to compete.

As such, SA’s small surface mining and quarrying industry is shrinking, compounded by high regulatory and legislative barriers, which have led to industry bodies such as ASPASA, the Institute of Quarrying Southern Africa (IQSA), and DMPR working to actively reverse this.

Less restrictive and more accessible legislation surrounding small surface mining and quarrying is therefore being called for, allowing new entrants, including micro, small, and medium-sized enterprises (MSMEs), to flourish.

Africa Outlook Issue 113 | 37

ASPASA INDUSTRY SPOTLIGHT

INTERVIEW: A S PA S A We sit down with Letisha van den Berg, Director of the surface mining industry association, ASPASA – formerly known as the Aggregate and Sand Producers Association of Southern Africa – who outlines the organisation’s crucial role in advocating for SA’s small surface mining and quarrying industry, its close partnership with IQSA, and their united goal to promote and develop the sector

ASPASA INDUSTRY SPOTLIGHT

Africa Outlook (AO): Firstly, please could you introduce us to ASPASA? Letisha van den Berg, Director (LvdB): ASPASA is a non-profit organisation that advocates for the small surface mining industry. We work alongside various industry bodies and government agencies to influence leading practices, develop standards, and shape legislation that aligns with the unique needs of small surface mines.

The organisation actively liaises with industry bodies such as IQSA, DMRE, the Minerals Council of South Africa (MINCOSA), the Mine Health and Safety Council (MHSC), the South African Diamond Producers Organisation (SADPO), the South African National Roads Agency SOC Limited (SANRAL), the Southern African Bitumen Association (Sabita), and Construction Alliance South Africa (CASA) to promote the interests of our members.

We use our collective voice to ensure that the concerns and requirements of small surface mines are considered when drafting and implementing regulations and standards.

One of ASPASA’s key roles is to provide guidance on environmental and safety protocols, permit requirements, and training programmes. We help our members navigate the complex legislative landscape by offering clear and practical advice on compliance requirements. This ensures that small surface mines can operate safely, responsibly, and in full compliance with regulations.

ASPASA also plays a vital role in reducing the risk of accidents and environmental harm within the industry.

We conduct audit processes to assess the compliance

ASPASA’S VISION AND MISSION VISION • To promote a healthy and sustainable small surface mining industry in SA, positively impacting the economy and those affected by the immediate mining context MISSION • To represent the interests and be the voice for small opencast mining companies in SA, especially MSMEs • Act as a forum for its members • Establish its miners as suppliers of choice based on stringent compliance, regulation, and leading practices • Drive the zero-harm journey

and safety practices of our members, identifying areas for improvement and providing actionable recommendations.

The association also serves as a networking platform for small surface mines and the broader supply chain.

By bringing together various stakeholders, ASPASA facilitates collaboration, knowledge sharing, and business opportunities. This helps small surface mines to connect with suppliers, contractors, and other industry professionals, fostering relationships that can contribute to the growth and success of their operations.

Furthermore, ASPASA is dedicated to developing young industry members in association with IQSA. We provide training programmes and opportunities for professional development, empowering new and emerging leaders in the small surface mining industry. Through mentorship and knowledge sharing, ASPASA helps shape the future of the industry by nurturing a skilled and knowledgeable workforce.

“ W E W O R K C L O S E LY W I T H IQSA, WHERE THE FOCUS IS ON NETWORKING AND INDIVIDUAL DEVELOPMENT PROGRAMMES” – L E T I S H A VA N D E N B E R G , D I R E C T O R , A S P A S A

AO: What is your take on the current challenges and opportunities facing the South African surface mining and quarrying sector?

LvdB: Challenges: • Artisanal and small mining is currently shrinking, particularly when it comes to industrial minerals suppliers. We have direct connections with the construction industry, but there are currently no large projects or enough infrastructure spending in any region to boost industrial minerals supply.

• Legislation is moving rapidly towards technology, yet artisanal and small mining resources remain very limited.

We do not have, for example, software developers on hand to repair technologies if they go wrong.

• The enforcement of the current Mine Health and Safety Act talks about significant risk and emphasises a risk-based approach, yet this is failing us as small role players. A blanket enforcement strategy in certain regions is costing us a lot of money due to the unnecessary closure of mines.

Africa Outlook Issue 113 | 39

Integrated crushing, mining, and mineral processing solutions B&E International is the industry leader and partner of choice to Africa’s mining and construction industries, offering premium products and integrated crushing, mining, and mineral solutions

B&E International’s (B&E) enviable position is made possible through its continued culture of excellence and the establishment of long-term relations with clients and suppliers, resulting in acceptable returns to stakeholders and cutting-edge integrated crushing, mining, and mineral solutions.

The company’s initial core business centred around aggregate production supply for infrastructure projects, but over the years, it has branched into many other disciplines, such as bulk mining, mineral beneficiation, and engineering.

B&E forms part of the listed company, Raubex Group Limited (Raubex), which holds several subsidiaries that are leaders in their respective fields, namely road construction and rehabilitation, infrastructure development, pipelines, concrete structures, and the supply of materials.

B&E has grown to be operational across Southern Africa with contractors in 13 of the continent’s countries.

A HISTORY OF EXPANSION B&E was founded in South Africa in 1972 as a drilling and blasting entity, expanding into mobile crushing four years later, whereby a specialist mobile and static crushing division was created, which later became B&E. The company then grew from strength to strength and entered the mining services sector in 1993, diversifying into bulk mining, the processing and beneficiation of minerals, design and construction of purpose-built plants, as well as the maintenance and operation of processing plants for mine owners and operators.

It also entered the asphalt and processing plants market through the acquisition of Comar Plant Design and Manufacturing.

B&E was acquired by Raubex in 2008 and through further rationalisation, the company is now a strong and focused crushing,

mining, mineral processing, and engineering entity.

B&E operates as an industry leader in this field with an impressive portfolio of clients including De Beers, NAMDEB, Anglo American Platinum, Gautrain, BHP, Grinaker LTA, Group Five, WBHO, Government Department of Water and Sanitation, Basil Read, Roshcon, H&I Construction, AfriSam, Exxaro, and many more.

FOUR DISTINCT DIVISIONS B&E boasts four comprehensive operational divisions, covering areas of contract crushing and screening, quarry and mining services, mineral processing and engineering, and commercial aggregates.

The vast extraction of valuable minerals starts with the efficacy of B&E’s crushing and screening procedure. The company operates several crushing plants, ranging from single stage to five-stage crushing, with operational capacities spanning 50 to 500 tonnes per hour (t/h).

B&E additionally offers reliable and efficient quarry and mining services. Its operational prowess and expertise in these areas allows clients to easily achieve their goals.

Indeed, the company’s open cast mining services include stripping, mine and quarry rehabilitation, load and haul services, stemming material supplies, and primary and secondary breaking, resulting in production efficiency and long-term profitability.

B&E also owns and operates an

entire drill and blast division that focuses on drill and blast activities in both the quarrying and mining industries.

Through its mineral processing and engineering division, meanwhile, the company provides state-ofthe-art commercial mining infrastructure and set-up, with various engineering and monetary options to suit its clients’ requirements.

This includes the set-up of a greenfields mining operations from scratch, alongside the rehabilitation of existing projects.

In addition, B&E’s commercial aggregates division means the company can produce and supply choice aggregates from three of its conveniently located quarries across Southern Africa.

MOBILE CRUSHING AND SCREENING B&E’s crushing and screening division in particular has been key to the company’s industryleading position.

This is, in part, due to the vast infrastructure involved in B&E’s contract quarrying and aggregate production. The creation of railway ballasts, for example, involves S1 and S2 ballast specification material that uses mobile and static crushing plants.

The company’s aggregate production also supplies road layer works and roadstone materials, as well as being used for dam building, where high specification concrete aggregates are available from B&E’s mobile or static crushing plants.

The company’s aggregate production infrastructure is additionally used in marine works and the high-quality supply of armouring, core, rip rap, sea defence, and all other aggregates involved in marine construction.

Elsewhere, B&E’s world-class screening capabilities also enable the separation of particles into different sizes. This is achieved using a fleet of modern crushers ranging from 50 to 500 t/h.

These crushers can produce a wide range of high-quality products including roadstone, top-grade manufactured concrete sand, base course, concrete aggregates, waterbound macadams, ballasts, and filter media.

As such, the company’s expertise lies in designing mobile plants, prospecting for rock, and operating quarries to deliver consistency at high production rates, even in remote areas.

B&E’s mobile crushing capabilities

further include high energy blast efficiency and optimal fragmentation with on-site crushed blast hole stemming materials and equipment.

Additionally, the company conducts haul road maintenance by leveraging world-class on-site crushed road wearing course material critical for existing haul road maintenance.

B&E also provides clients with safe and professional dump tailings retreatment services across various mining commodity sectors.

COMMERCIAL MINING As part of its multidisciplinary expertise, B&E boasts extensive experience in crushing and processing ore minerals including gold, iron ore, manganese, detrital, chrome, quartz, nickel, kimberlite, and coal to name a few.

The company’s vast crushing equipment fleet is available at a

moment’s notice and convenient for short-term interventions typically required during planned shutdowns, equipment breakdowns, plant upgrades, or mining start-ups.

Long-term crushing solutions are provided through B&E’s costeffective modular-based crushing plants that run on a three-phase power supply.

These installations are fit-forpurpose and are typically suited for longer-duration crushing contracts.

On top of this, the company can be trusted to blend ore correctly with its professional supply and operation of ore blending equipment and processes on-site.

B&E also ensures efficient metallurgical plant performance by using a combination of crushing, screening, and material handling equipment in conjunction with its extensive process design capabilities.

FORWARD-THINKING OFFERINGS B&E has a vast range of innovative services, including its build, operate, own, and transfer (BOOT) contracts.

The company owns an extensive greenfield mineral processing plant which it uses as part of its BOOT contracts. The plant is designed, manufactured, installed, financed, and operated on behalf of the client.

This offers a multitude of benefits, including the fact that there is no need for the client to secure financing, and that fixed production costs are charged at the commencement of the contract.

Additionally, B&E carries all production and operational related risks, whilst process plants are designed to be fit for purpose, ensuring maximised reliability and production.

Moreover, BOOT contract periods typically constitute at least three to five years. Upon completion of the initial contract period, ownership of the plant shifts to the client.

Elsewhere, B&E has committed to improving its environmental and social practices for nearly a decade to help boost the capabilities of its offerings.

This is reflected by the reconsideration of its everyday activities and its commitment to social and eco-conscious daily activities.

This is demonstrated by the company’s integrated sustainability model, which aligns with key industry standards such as bluesign® System, the ZDHC Gateway, alongside Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH), and many more.

Such commitments offer a clear path for the company to follow, achieving innovation in a socially and environmentally responsible way.

ROSSWAY QUARRY PROJECT B&E boasts a vast range of flagship operations, however, one particular project that stands out is the design, manufacture,

and installation of a turnkey sand crushing, screening, and washing plant at Raumix’s Rossway Quarry in Midrand, South Africa.

Raumix has a long and proud history in the aggregate market with experienced engineering and technical support at its disposal, and B&E will be onboard to assist its customers whenever possible.

The capital equipment for the Rossway Quarry project was procured by B&E from its suppliers, with who it collaborated to refine the design and layout according to its client’s requirements.

Through collaboration between B&E, Raumix, and its suppliers, the company provided Raumix with a 230 t/h sand plant capable of producing approximately fivemillimetre (mm) washed sand.

This will significantly benefit central Gauteng’s construction industry where sand resources are becoming scarce.

produce high spec washed sand in sizes ranging from five to 10mm, and up to a total of 2,550 tonnes per day, depending on shift arrangements.

The inclusion of a large thickener also enhances water recovery to over 70 percent, which was a crucial factor in the project’s feasibility. Additionally, the plant consists of two radial stackers, which further enhance customer satisfaction.

B&E takes pride in being part of this project and looks forward to serving the industry.

Please feel free to contact B&E for your plant and engineering needs, offering a comprehensive range of support and maintenance services tailored to not only the aggregate industry but the mining industry also.

The project was first contracted in April 2024, with installation commencing four months later.

Following the warranty period, B&E will continue to provide support for the plant as and when it is needed.

B&E’s leading engineering team is responsible for the installation and commissioning of the plant, which consists of a 32 by 44-inch jaw crusher supported by three gyro cones of various sizes, feeding into a washing plant that includes a 12-metre diameter thickener and two washing units.

This setup enables the client to

+27 (11) 966 4300 info@beinternational.co.za www.beinternational.co.za

ASPASA INDUSTRY SPOTLIGHT

• Encroaching communities around our mines are also a challenge as there is currently no governmental protection in place from the DMRE Building plans are often approved within a 100 to 500-metre radius of the mines, which poses issues when it comes to dust, noise, and blasting processes. Yet, industrial mineral suppliers will continue to operate in urban areas due to the benefits presented by a smaller delivery radius. As such, we need to find common ground between quarries, communities, and government institutions.

• Illegal sand and aggregate miners selling their product at extremely low costs compared to legal entities have presented an issue, alongside the construction mafia disrupting operations through individual beneficiation demands.

Opportunities: • Artisanal and small mining can open up opportunities in new areas. The delivery circle of aggregate supply is small, therefore, new mining rights and permits can assist in expanding the industry, meaning we can make an impact on SA’s overall economy.

• Small mines contribute positively to the development of communities they operate in, particularly in terms of employment, training, and job creation. Small MSME projects also uplift communities, promoting sustainable small businesses.

AO: What strategies does ASPASA deploy to assist companies’ growth in new markets?

LvdB: Last year, we had a conference related to quarrying in the year 2050, designed to sensitise industries to what’s to come and the benefits of innovative and sustainable solutions. IQSA and ASPASA also work together to

44 | Africa Outlook Issue 113

promote the same message on the future of mining, alongside developing a young workforce.

We also promote MINCOSA’s Mining Industry Occupational Safety and Health (MOSH) initiatives and encourage mines to participate in industry research projects. We also participate in case studies relating to the benefits of innovative mines.

Elsewhere, ASPASA encourages participation in MHSC’s regional tripartite forums where leading practices are shared and the association can influence the drafting of codes of practices and legislation. ASPASA also aligned its 2025 health and safety strategy to MHSC milestones to ensure we drive the zero-harm journey.

“ O U R A I M I S TO ASS I ST A L L S M A L L R O L E P L AY E R S I N T H E M I N I N G I N D U S T R Y, E X P A N D C O M M U N I T Y M E M B E R S H I P, A N D I N C R E A S E O U R G O V E R N M E N TA L LIAISONS” – L E T I S H A VA N D E N B E R G , D I R E C T O R , A S P A S A

AO: As a non-profit organisation, how does ASPASA engage with the government and ensure that members’ voices are heard at a local, regional, and national level?

LvdB: We meet with DMPR regional representatives to discuss the sector on a national level. The platforms were created to engage and influence legislation in a tripartism format, which includes employers, organised labour, and the state.

ASPASA also sits on the MHSC board that represents employers of small mines to engage on further legislation.

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ASPASA INDUSTRY SPOTLIGHT

We also have regional meetings to glean industry insights and determine areas of focus.

Our HSE audits, through which members’ HSE compliance is assessed and commended, are an example of how we ensure their voices are heard. We also advise on challenges members might face with water use licences, social and labour plans (SLPs), mining rights and permits, and blasting approvals, to name a few. This also assists us in engaging meaningfully with government.

AO: How does ASPASA encourage training and skills development amongst its members?

LvdB: We work closely with IQSA, where the focus is on networking and individual development programmes. We forge career paths for various positions in the small surface mining space, linking competency training accordingly.

We work with the Mining Qualifications Authority (MQA) and offer recognition of prior learning (RPL) training, as well university routes.

ASPASA is building a relationship with MQA in order to stay informed about the upcoming Quality Council for Trades and Occupations (QCTO) process that will be starting soon. Our annual audits give us an overview of operational and specialised skills that may require development, such as occupational medical practitioners, occupational hygienists, rock engineers, and government certificate of competency (GCC) engineers.

We encourage mines to consider internships and bursaries through their SLPs and internal development programmes. This can also be seen as an opportunity for training and development, as auditors often share leading practices and legal requirements in the form of practical examples.

ASPASA INDUSTRY SPOTLIGHT

AO: Looking ahead, how do you see the industry developing over the next five to 10 years?

LvdB: The junior, small, and artisanal mining industry voice is growing rapidly, and I foresee it leading the way and influencing legislation positively, alongside contributing significantly to the SA economy.

Elsewhere, we will move into rare earth mining and supplying processing plants for the renewable energy drive.

Also on the horizon, I see recycled material being managed optimally, synergies with other companies to optimise waste management, and combined community projects for increased impact.

Illegal mining, meanwhile, may experience legal framework adjustments through the Artisanal Small-Scale Mining (ASM) policy.

AO: With this in mind, what are ASPASA’s key future priorities in order to continue representing the interests of its members across the industry?

LvdB: We have already expanded from our former status as Aggregate and Sand Producers Association of Southern Africa to ASPASA, a small surface mining association.

A PROLIFIC PARTNERSHIP ASPASA’s role as the small surface mining industry’s representative body is closely linked with IQSA, which represents quarrying professionals. As such, collaboration between the two is essential to promote and sustain the industry in SA. Since van den Berg was appointed Director of ASPASA in 2023, she has worked closely with Jeremy HunterSmith, Chairman of IQSA, to grow and develop the collaboration.

Today, the two organisations proudly work together to offer training, skills development, and continued professional development (CPD) to key industry players and emerging professionals. In this way, they seek to close industry skills gaps in an ever-changing business and operational environment.

As part of their efforts, the IQ Academy Select virtual training programme, which was introduced by ASPASA and has since been promoted by both organisations, encourages young membership and offers the opportunity to interact and engage with leading original equipment manufacturers (OEMs).

Going forwards, developing and growing young industry members remains a priority for both organisations, whilst HSE and socioeconomic advancement are also key targets.

Our aim is to assist all small role players in the mining industry, expand community membership, and increase our governmental liaisons.

We will also continue to carry out focused case studies to strengthen our voice, promote sustainable mining by creating synergies, and combine mine projects to benefit surrounding communities.

ASPASA Tel: +27 (011) 791-3327 office@aspasa.co.za www.aspasa.co.za Africa Outlook Issue 113 | 47

MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

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MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

M A L AW I M I N I N G S P OT L I G H T The small landlocked nation of Malawi is gaining widespread recognition as a major African mineral resource contributor, gradually transitioning into a burgeoning force in the continent’s mining sector Writer: Ed Budds | Project Manager: Alfie Wilson

U

ranium mining has historically been a major contributor in Malawi’s mining sector, contributing to one percent of the element’s global production.

Malawi has also updated its mining laws and policies with the goal of attracting foreign investment and promoting the practice of responsible mining.

The main legislation relating to mining in Malawi includes the Mines and Minerals Act 1981, which enunciates rules of business for the sector, the Petroleum (Exploration and Production) Act 1983, and the Explosives Act 1968.

A National Environmental Action Plan has also been proposed, and it is now mandatory for all Malawian mining projects to prepare an environmental impact assessment plan.

Elsewhere, one of the significant obstacles to the growth of the mining industry in Malawi is the current state of the nation’s infrastructure.

The lack of well-developed transportation networks, power supply, and other essential infrastructure continue

to hinder efficient mining operations and increase operational costs.

Addressing these nationwide challenges is crucial to facilitating mineral transportation and encouraging further investment in the sector.

Undoubtedly, Malawi’s mining sector holds immense potential for contributing to economic growth and providing employment opportunities.

The nation’s diverse array of mineral resources, particularly uranium and gemstones, has attracted great interest from investors, and although there are challenges to address, such as additional regulatory improvements, infrastructure development, and environmental concerns, efforts are underway to promote responsible mining and unlock the sector’s full potential.

Looking ahead, with a focus on sustainable practices and a conducive investment climate, Malawi hopes to harness its mineral wealth for the benefit of its people and overall development.

Africa Outlook Issue 113 | 49

MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

INTERVIEW:

M A L AW I C H A M B E R The Malawi Chamber of Mines is a group of companies and individuals operating in the minerals industry for the advancement of sustainable mineral exploitation for the benefit of members, government, and local communities. Grain Malunga, Coordinator, highlights Sovereign Metals’ Kasiya project as one of its significant mining ventures Africa Outlook (AO): Firstly, what is your current take on Malawi’s mining landscape? What recent challenges or opportunities have you faced?

Grain Malunga, Coordinator (GM): Malawi’s mining industry showed some promise early in 2010 but has grown in fits and starts, with moments of highs and lows.

50 | Africa Outlook Issue 113

Now, as the country stands poised to revamp its mining sector, it is crucial to acknowledge the delicate balance between economic promise and environmental and social responsibility.

We hope Kasiya is going to be one of the largest projects Malawi has ever seen and that it will be one of the biggest rutile and graphite producers globally.

This brings a lot of opportunity and responsibility, not just to Sovereign Metals (Sovereign) as a company but also to Malawi as a country.

Mining projects of this scale generally create significant secondary economic development, and if planned appropriately alongside the Malawian government, could have a substantial economic multiplier effect.

Planning and implementation require careful consideration to ensure the well-being of local communities and the environment. Sovereign will not progress hastily if either will be unduly compromised.

MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

R OF MINES AO: How do you sustainably exploit Malawi’s naturally occurring resources for the benefit of your members, the government, and local communities?

GM: Kasiya has the potential to deliver an enormous positive impact for the country, including skilled and semiskilled jobs, as well as significant royalties and taxation.

Due to the scale and size of the mineral discovery, Kasiya has the potential to deliver these benefits well beyond its initial 25-year life of mine.

However, as with any mining project, environmental and social risks must be assessed and mitigated to ensure host communities benefit and the environment is protected.

Development of the Kasiya project is expected to create hundreds of jobs during the construction phase and over 1,100 permanent jobs during full-scale operations.

However, to achieve this, significant infrastructure in power reticulation, rail line connectivity, water storage, and mine

development need to be constructed with an estimated investment close to MWK2 trillion to reach full-scale operations over a seven-year construction and ramp-up period.

One of Sovereign’s key objectives is skills development and training to ensure the majority of these jobs are filled

by Malawians, as well as providing the opportunity for local contractors and businesses to participate in tender processes for future infrastructure development.

The project’s success is not solely dependent on its economic benefits. As the project progresses, it is important to maintain transparency and open communication between Sovereign, the government, and local communities.

The company has initiated a comprehensive Environmental and Social Impact Assessment (ESIA), which has already gone through its initial public consultation process with the engagement of well over 10,000 people and institutions.

Africa Outlook Issue 113 | 51

MORE THAN MINING

I

n the long term, the new Kasiya rutile and graphite project being developed by Sovereign Services outside Lilongwe has the potential to transform and contribute significantly to Malawi’s mining sector, generate jobs, pay royalties and taxes, generate economic and secondary economic growth whilst improving rural livelihoods.

We are making significant progress towards completing a Definitive Feasibility Study (DFS), finding committed investors, lenders and product off-takers, all supporting an eventual final investment decision to unlock the promise below the ground. And even while this is all progressing, we are working to improve the lives of people within Kasiya and its surroundings.

Sovereign intends to unlock the world’s largest known natural rutile deposit, containing an estimated 17.9 million tonnes of natural rutile.

Inclusive Investment

Rutile is the purest form of titanium dioxide (TiO2) at 95% TiO2. This makes the Kasiya deposit a significant source of the titanium feedstock used in pigments for paints, plastics, paper and refractory ceramics.

Approximately 10% of the world’s titanium demand is driven by the high-tech aerospace and military defence industries.

For this reason, titanium has been designated by the US, the EU and more recently NATO as a critical and strategic metal.

The strategic importance of the world’s largest known natural rutile deposit and its contribution to Malawi’s Vision 2063, if implemented successfully, should not be taken lightly.

Kasiya is a mega-mining project that will take roughly six years to become a fully operational mine. However, several key elements need to fall into place in the meantime to bring the prospect to reality.

As the project’s timeline and complexities become clearer, managing expectations and avoiding unrealistic optimism is essential.

Located in the Central Region of Malawi, in Lilongwe District, the proposed Kasiya rutile and graphite project being developed by Sovereign has been generating significant excitement and anticipation throughout the country. At the local administrative level the project area is governed by four traditional authorities, covering Khongoni, Kabudula and Kalolo in Lilongwe District, and Kayembe in the Dowa District.

The project has the potential to deliver an enormous positive impact for the country, including skilled and semi-skilled jobs, as well as significant royalties and taxation. Due to the scale and size of the mineral discovery, Kasiya has the potential to deliver these benefits well beyond its initial 25 year life of mine.

However, as with any mining project, environmental and social risks must be assessed and mitigated to ensure that the host communities benefit and the environment is protected.

The project is expected to create hundreds of jobs during the construction phase and over 1,100 permanent jobs during full-scale operations. One of Sovereign’s key objectives is skills development and training to ensure the majority of these jobs are filled

by Malawians as well as providing the opportunity for local contractors and business to participate in tender processes for future infrastructure development.

Stable and Attractive Policies The Government of Malawi and Sovereign are committed to expediting the Kasiya project. The project’s success depends on various factors, including regulatory approvals, environmental considerations, community agreements, market demand and a stable and attractive Malawian investment climate.

At the moment Sovereign is busy doing all the necessary engineering studies and permitting required to get this project off the ground. We hope it is going to be one of the largest projects Malawi has ever seen and that it will be one of the biggest rutile and graphite producers globally.

This brings a lot of opportunity and responsibility, not just to Sovereign as a company but also to Malawi as a country. Mining projects of this scale generally create significant secondary economic development, and if planned appropriately alongside the Malawian government, could have a substantial economic multiplier effect.

Environmental and Social Governance The project’s success is not solely dependent on its economic benefits. The company has initiated a comprehensive Environmental and Social Impact Assessment (ESIA), which has already gone through its initial public consultation process with the engagement of well over 10,000 people and institutions. Once completed, the ESIA will provide a detailed evaluation of the project’s potential impacts on the environment and local communities and identify mitigation measures to minimise potential disturbance.

In Lilongwe District where the project is hosted, smallholder subsistence farming accounts for 344,353 hectares of arable land, with estate land holding comprising only 11,692 hectares, representing a mere 3% of the total arable land.

Excessive soil disturbance, soil erosion, climate change, food pressure and population growth are all contributing to a decrease in soil conditions and a negative growth rate in annual land carrying capacity.

After achieving more than 300% yield increases during a 90-farmer pilot phase in 2023/2024, we have now increased the participants to 350 farmers for the current planting season. Initial indications are that farmers will achieve more than 400% yield increases.

This all while soil conditions are being improved through minimal soil disturbance. The objective is to roll this out across the project-affected area, combine the programme with Kasiya’s secondary economic impacts and firmly align with Malawi’s 2063 vision development goals.

Ultimately Sovereign is a mining company, but we want to mine in a responsible way and leverage our infrastructure and develop partnerships to create a smallholder farmer economy and secondary industry.

Improving Livelihoods One of our key focus areas of livelihood restoration is Conservation Farming. Conservation Farming is a climate-resilient farming method which promotes minimal soil disturbance and improved soil nutrients.

sovereignmetals.com.au

MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

Once completed, the ESIA will provide a detailed evaluation of the project’s potential impacts on the environment and local communities and identify mitigation measures to minimise potential disturbance. This is to help manage expectations, address concerns, and ensure the project’s benefits are shared equitably.

The procedure is a critical component of our project development process. It will enable us to identify potential risks and opportunities and develop strategies to mitigate negative impacts and maximise benefits.

The process involves extensive stakeholder engagement, including consultations with local communities, government agencies, and other interested parties. This is to ensure that the project is developed in a transparent and inclusive manner and that the concerns and interests of all stakeholders are considered.

AO: Finally, how do you see Malawi’s mining landscape developing over the next five years, and how do you plan action the chamber’s key priorities going forwards?

GM: Sovereign is highly supportive of efforts to expand the industrial base and capacity within the country, which will be a strong driver of employment creation and economic growth.

54 | Africa Outlook Issue 113

“ W E H O P E K A S I YA I S G O I N G TO B E O N E O F T H E L A R G E ST P R O J E C T S M A L AW I H A S E V E R S E E N A N D T H AT I T W I L L B E ONE OF THE BIGGEST RUTILE AND GRAPHITE PRODUCERS G L O B A L LY ” – G R A I N M A L U N G A , C O O R D I N AT O R , M A L AW I C H A M B E R OF MINES

The secondary economic activity brought about by a large-scale project such as Kasiya, where energy, infrastructure, local content, skills transfer, and micro, small, and medium-sized enterprises (MSMEs) are prioritised will be the first step towards such long-term development goals.

Over and above mineral deposits, key elements of downstream beneficiation include a highly skilled workforce, surplus low-cost energy, economies of scale, industrial capacity, attractive fiscal investment incentives, and large competitive markets.

MALAWI CHAMBER OF MINES INDUSTRY SPOTLIGHT

Building with purpose Mota-Engil Africa has a strategic perspective in the long term and a broad horizon of action while it endeavours to establish ever closer partnerships in infrastructure projects in areas as varied as Transport and Logistics, Energy, Oil & Gas, Mining and the Environment.

By expanding into new markets of the SADC (Southern African Development Community) space, Mota-Engil Africa holds the technical and financial capacity to develop projects tailored to its customers’ needs, bringing the African continent into line with its potentialities.

To this end, and seeking to contribute to raising environmental quality standards across the African continent, Mota-Engil has strengthened its investment in waste management, and currently runs important operations in Angola (Vista Waste), Mozambique (Ecolife) and Côte d’Ivoire (Eco Eburnie and Clean Eburnie).

MALAWI CHAMBER OF MINES’ MISSION AND CORE VALUES MISSION To effectively promote exploration and mining in Malawi for the benefit of all stakeholders using sound business principles backed by integrity and transparency.

CORE VALUES • Regulatory compliance.

geral@mota-engil.pt WWW.MOTA-ENGIL.COM

The agricultural sector is the most important sector in the Malawian economy, accounting for about 39 percent of GDP, employing 85 percent of the labour force, and generating about 83 percent of foreign exchange earnings.

We are committed to working with local communities, the government, and other stakeholders to ensure that our project benefits as many Malawians as possible so we can take some of the first steps towards these long-term development goals.

From a social investment perspective, we are doing a lot early on – much earlier than you would normally expect from a mining project at this stage of its development. We are about implementation and action.

• Social and environmental accountability.

• Integrity and transparency.

These require long-term planning and industrial partnerships that will be necessary to better balance Malawi’s economy between agriculture and industry.

Over 90 percent of Malawi’s population live in rural areas relying on subsistence agriculture. National surveys estimate that crop production accounts for 74 percent of all rural incomes.

Africa Outlook Issue 113 | 55

OILING UP

ANGOLA

A key contributor to the oil and gas industry’s recovery in Ang Angoil operates as a trusted full-service provider to the country and industrial sectors. François Bacci, Managing Director, t Writer: Lucy Pilgrim | Project Manager: Nicholas Kernan

56 | Africa Outlook Issue 113

PONTICELLI ANGOIL OIL & GAS

P

A

gola, Ponticelli y’s petrochemical tells us more

Africa Outlook Issue 113 | 57

PONTICELLI ANGOIL OIL & GAS

A

frica has developed a longstanding reputation for being one of the world’s primary oil and gas providers, with a reported 10 million barrels of crude oil generated per day, contributing to approximately 10 percent of global production.

Moreover, around 75 percent of the continent’s crude oil is exported across the world, whilst a vast majority of its petroleum products are imported, placing Africa in a highly unique position compared to other regional oil producers.

The continent’s unparalleled position can be attributed to its extensive list of oil and gas producers, including Nigeria, Algeria, and Angola, which stand as key players in Africa’s liquefied natural gas (LNG) production.

For the latter, the oil and gas sector

remains a cornerstone of the country’s economy and a primary pillar in its wider energy landscape, offering numerous opportunities for growth, investment, and innovation.

In recent years, however, the Angolan oil and gas industry has faced significant disruption and turbulence, as a surge in global oil demand coincided with plummeting prices following the COVID-19 pandemic.

This is evidenced by the fact that the nation produced 1.3 million tonnes of oil per day in 2020, which was its lowest production level in a decade.

Limited public and private investment from both domestic and international sources further compounded this, resulting in a major impact on the sector’s growth.

Despite these historical challenges, Angola’s oil and gas industry continues to offer a vibrant and

opportunistic environment.

The sector’s revitalisation is, in part, due to numerous legislations that have driven major industry innovations and increased investment into the country’s mature gas fields, which has helped stabilise production and create a more robust industry landscape.

For example, the Angolan government launched the Hydrocarbon Exploration Strategy in 2020 to incentivise the replacement of ageing oil reserves over a five-year period and combat the country’s decline in hydrocarbon production, paving the way for greater exploration activity.

The industry has also experienced myriad technological enhancements to help make exploration and production more sustainable whilst enhancing existing energy infrastructure.

“ T O D AY, W E A R E P R O U D T O S AY T H AT P O N T I C E L L I A N G O I L C A N COV E R T H E F U L L R A N G E O F S U B S E A FA B R I C AT I O N SCOPES, INCLUDING MANIFOLDS AND SUCTION PIPES” – F R A N ÇO I S B ACC I , M A N AG I N G D I R E C TO R , P O N T I C E L L I A N G O I L

These advancements offer promising potential for technological innovation, opening the door to new projects in both subsea and topside operations across Angola.

“It is a dynamic and evolving space, balancing stable output from mature fields with exciting new prospects as the industry adapts to global energy trends,” introduces François Bacci, Managing Director of Ponticelli

Angoil, a leading provider of industrial oil and gas services in Angola.

LEVERAGING VAST INDUSTRY KNOWLEDGE Ponticelli Angoil was established as a result of Ponticelli Frères Group’s (Ponticelli Group) international expansion into the Angolan oil and gas market. The parent company has experienced substantial growth over

the past century, as it now stands as one of Europe’s main service suppliers, providing cutting-edge solutions and infrastructure for a vast range of energy sectors, namely oil and gas, nuclear, conventional, and renewable power, and life sciences.

Ponticelli Group’s unmatched energy expertise began in 1921 when the group was born from steadfast determination.

Africa Outlook Issue 113 | 59

A PANA Holdings Company

Your EPiiMtce Partner Established in 2009, PE Energy is one of the leading energy servicing companies at the forefront of delivering specialised technologies and services across the energy value chain in Nigeria and Africa.

We are a total energy solutions provider, and our operations are anchored by five primary growth engines – Flow Drives, Flow Control, Flow Measurement, Process Pipeline Services, and Supply Chain Management.

This is powered by our Engineering, Procurement, Integration, Installation, and Maintenance (EPiiMtce) life cycle model.

Our unique propositions lie in this EPiiMtce model, which drives our growth. At the centre of our businesses and operations are sustainability and decarbonisation, which accurately position us through our products and solutions to support broader energy and power solutions in the countries where we operate.

“The EPiiMtce model encourages our customers to leverage our expertise for life cycle projects, from initial development through to long-term turnaround maintenance. These solution-based products cover the entire value chain of the hydrocarbon sector, with a particular focus on the upstream segment,” explains Dr Daere Akobo, Chairman and Group CEO of PANA Holdings.

“We have structured PE Energy around the hydrocarbon content — oil and gas — delivering specialised services across that spectrum and value chain.”

The first growth engine is Flow Drives, where we provide high-quality process equipment, skids, and modules that are required for production processes.

These effective and efficient process solutions include Pumps and Skid Mounted Pump Systems, Compressors and Compressor Skids, Chemical Injection Skids, Fuel Gas Conditioning Skids, and Heat Exchangers. Other solutions include Pipeline Leak and Theft Detection Systems, Nitrogen Generators, Anti-Surge Systems, Pig Launchers and Receivers, Early Production Facilities, and Mobile Offshore Production Units.

“We have two approaches for Flow Drives – one is compression if it is gas, and the other is pumping if it is liquid,” Dr Akobo says.

“After the flow has been compressed or pumped, we have to control the direction of the flow using valves and actuated systems. This is what we call Flow Control,” he adds. “The second growth engine is Flow Control, where we leverage our expertise to deliver the highest quality flow control (valves and actuation) solutions.

“For us, our strong reputation in the sales and maintenance of valves and actuators is the result of decades of hard

work, a steadfast commitment to quality, and a dedication to supporting energy projects for the betterment of our continent.”

Limited Capabilities:

The third is Flow Measurement, and today, we are unequivocally leading in this field.

Our expertise and solutions in metering and analytical systems range from Wellhead Multiphase and Wet Gas Metering, Water Cut Metering, Custody Transfer Metering, and LACT Systems, to Flare Metering as well as online Gas Chromatography, Dew Point Analysers, and Auto-Sampling Applications.

“We are producing and selling oil and gas, so we measure the quantity and quality of what is being sold, and that is what we call Flow Measurement,” states Dr Akobo.

Key completed Flow Measurement projects include a Factory Acceptance Test (FAT) for a Multi-Wellhead Control Panel for the Kalaekule Field, and a FAT on a Multiphase Wet Gas Metering Solution for Shell Projects.

The fourth and fifth are Process Pipeline Services and Supply Chain Management, respectively. Through our experience, resources, and expertise in procurement, we offer cost-effective services and a seamless experience for our customers.

We are primarily focused on serving the oil and gas, energy, power, infrastructure, processing, and broader energy sectors across Africa, given that over 50% of the population do not have access to electricity. With our capabilities spanning upstream, midstream, and downstream operations, we are positioned to support project initiatives across complex energy ecosystems on the continent.

Our esteemed client portfolio includes major national and international energy companies such as NNPC, NUPRC, Sonangol, Shell, Chevron, Saipem, Daewoo E&C, ExxonMobil, ENI, Total, Ponticelli Angoil, and more.

DISTINCT IDENTITY

At PE Energy, our distinct identity in the market is rooted in a strong core value – the 3Cs and 3Ts, and strategic operating maxims or philosophy – the 5Ps. These guide every interaction and decision, reinforcing a culture of integrity and excellence. The Cs are Character, Capacity, and Commitment, and the 3Ts are Time, Transparency, and Trust.

To enhance Transparency in the Nigerian hydrocarbon industry, PE Energy is currently working with the industry regulator in Nigeria, the Nigerian Upstream Petroleum Regulatory Commission (NUPRC), to deliver on the Metering Audit Project to drive hydrocarbon accountability.

“Our 5Ps underpin our internal commitment to consistent delivery. The first P is Purpose for Sustainability, which is embedded in the heart of all our businesses; the second stands for the Philosophy and Process that enables us to work; the third is the Products and Solutions we introduce to the relevant market and territory; the fourth stands for the People and Talent that are engaged in the endeavour, and the fifth is of course the end game, Profit and Prosperity,” outlines Dr Akobo.

For our vision-driven execution, we believe “a dream without a deadline is a nightmare”. This mantra reminds us to set actionable, time-bound goals that bring vision to reality.

SUSTAINABLE SOLUTIONS

PE Energy is helping to develop renewable energy (RE) and decarbonisation solutions in Africa aligned with global sustainable development goals (SDGs).

In Africa, we are contributing to decarbonisation through innovative and sustainable technologies aligned with global SDGs. We have introduced Multiphase pump technologies with ITT Bornemann to Nigeria’s upstream oil and gas sector to curb gas flaring.

Additionally, we have other technological solutions such as zero-emission valves, including Mokveld’s zero-emission valves and Valmet’s zero-leakage control valves, to address the issues of methane emissions, compressors, and turbines to decarbonise and support power generation that addresses energy poverty in Africa.

This is critical for Africa with a population of about 1.48 billion, and over 640 million do not have access to energy according to AfDB, corresponding to an electricity access rate for African countries at just over 40%, the lowest in the world.

A huge portion of our continent is sitting on gas province, which is a transition fuel – how do we valorise these resources, instead of flaring, to address the energy poverty in a mix with RE resources – solar, biomass, hydro, geothermal?

As a company, we are ready with our products and solutions, people and talent using our robust business philosophy and technologies, driven by our purpose for sustainability to deliver profit and prosperity for our people.

Through our PANA Infra portfolio, saddled with delivering projects across the energy and power value chains as well as critical infrastructures, we are heavily committed to decarbonisation and helping organisations and host countries meet their 2050 net zero targets through their Nationally Determined Contributions (NDCs) as well.

RESEGMENTING IN E&P

Along the way, PE Energy saw that the industry is not well segmented, so it decided to re-segment itself into exploration and production (E&P) services under Synergy E&P. “Today, within Synergy E&P, we have a company called NXT Energy Solutions, and we are part owners of that company,” Dr Akobo notes.

“With that, we are able to provide very novel technology to look for hydrocarbon and even solid minerals in an unconventional way, so we provide non-conventional exploration services.”

Within Synergy E&P, PE Energy is also looking at enhanced oil recovery techniques and is talking about produced water solutions.

“If you do all of these things together, it must be automated, digitised, and actionable. So, how do you apply digitisation in all of this?” asks Dr Akobo.

“We created a company called AKD Digital Solutions that takes the entire activities in the brain and functions for the eyes, nose, and ears, reducing human errors and increasing what we call repeatability. We produce actionable reports with insights talking about repeatability uncertainties.”

DATA REFINERY

PE Energy plans to utilise cutting-edge technologies to adapt to the evolving energy landscape in the region.

For Africa to progress and resourcefully develop, we need data, and we have developed what we called “Africa’s Data Refinery” driven through AKD Digital Solutions, our first-of-itskind digitisation and digitalisation portfolio.

PE CENTRE OF EXCELLENCE Plot 94 Rivoc Road, Trans Amadi Industrial Layout, Port Harcourt, Rivers State, Nigeria.

Tel: +234 702 600 0116

ABUJA OFFICE No. 5 Vattern Street, off Amazon Street, Maitama, Abuja, FCT. Tel: +234 702 600 0119

This massive investment in data refinery will help Nigeria to harness the full potential of the oil and gas industry and other sectors of the economy.

How can we manage our God-given resources and derive values, without knowing how much of it we have? We need data.

Today, over 70% of global cobalt output comes from the DR Congo alone, yet the country is in lack.

It’s the same story for the rest of the continent – we need data to channel the resources to sustainable developments for the best interests of our people and the continent.

So, we have created the first Africa’s Data Refinery which will connect ecosystems of the universe with platforms, deliver a cross-economic approach, and empower informed decisionmaking, insights, efficiency enhancement, and support for Africa’s socio-economic development and transition to a low-carbon economy.

Specifically, our trademarked Hydrocarbon Measurement di²to²™ Dashboard – an all-in-one digital platform – offers secure and auditable data retention, interactive asset navigation, advance analytics, and real-time compliance monitoring.

This ensures every drop counts and every metric is trusted, securing real-time upstream measurement accuracy, regulatory adherence, and operational efficiency.

TRUE AFRICAN SERVICES COMPANY

PE Energy is like a moving lion. Today, we are not just in Nigeria – we are in Uganda, Angola, Mauritius, and we are moving.

“Essentially, what we are looking for is a true African services company. Therefore, part of our journey is to Africanise PE Energy and the entire African continent.

This is where we are headed to,” outlines Dr Akobo.

Our “African Roadshow” is aimed at helping African countries with their energy and mineral recovery whilst leveraging our patented non-conventional technologies and decarbonisation strategies. Our purpose for sustainability is irresistible and it reflects in all our operations.

KAMPALA OFFICE C/O Cristal Advocates, 4th Floor, Padre Pio House, Plot 32 Lumumba Avenue, Kampala, Uganda. P.O Box 1769

DUBAI OFFICE Business Center 1, M Floor, The Meydan Hotel, Nad Al Sheba, Dubai, U.A.E

info@pe-ng.com www.pe-ng.com

Key Completed Projects:

Building Africa’s First Data Refinery

PE Energy and NUPRC Launch Metering Audit Project to Enhance Transparency in Nigerian Oil & Gas Industry

Factory Acceptance Test on Multiphase Wet Gas Metering Solution for Shell Projects:

Factory Acceptance Test (FAT) for Multiwell Head Control Panel for Kalaekule Field

This event was graced by distinguished guests from the Nigerian Content Development and Monitoring Board (NCDMB), Nigerian Agip Oil Company (NAOC) (now OANDO), Shell, TotalEnergies, and various engineering design firms, among others.

PE Energy and Mokveld Valves BV Pioneer Nigeria’s First In-Country HIPPS Recertification Programme at the PE Centre of Excellence PE Energy Ltd, in partnership with Mokveld Valves BV, has launched Nigeria’s first in-country High Integrity Pressure Protection System (HIPPS) Recertification Programme at the PE Centre of Excellence.

This state-of-the-art industrial hub is designed to deliver in-country value addition, driving industrialisation in alignment with the Nigerian Content Development and Monitoring Board (NCDMB) strategy for national growth.

Achievements:

Events:

Nigerian Oil & Gas Conference (NOG) Awards 2023 & 2024

PE Energy & ITT Bornemann Partner to Eliminate Flaring and Reduce CAPEX in Production Fields with Multiphase Pumping Solutions

Siemens and PANA Infrastructure Forge Landmark Partnership to Transform Nigeria’s Power Sector

PONTICELLI ANGOIL OIL & GAS

PONTICELLI ANGOIL’S PRODUCT AND SERVICE OFFERINGS • Project management and engineering, procurement, and construction (EPC) – Managing end-to-end projects and offering complete EPC services, from design and procurement to construction and commissioning.

• Mechanical engineering and construction – Delivering turnkey solutions in mechanical construction, topside process piping and steel structures, subsea structures, and plant erection for the oil and gas industry.

• Maintenance services – Providing cutting-edge maintenance services for industrial installations with a focus on asset integrity, operational efficiency, and safety.

• Shutdown and turnaround management – Specialising in managing facility shutdowns and turnarounds, ensuring minimal downtime and strict adherence to schedules.

64 | Africa Outlook Issue 113

“Its history begins with three Ponticelli brothers – Céleste, Bonfils, and Lazare – who, through courage, hard work, and audacity, established the foundations of this great company from nothing,” Bacci informs.

Ponticelli Group still upholds a strong tie to its family roots whilst providing the oil and gas industry’s major global players with critical design, construction, and maintenance expertise for their facilities, ensuring long-term safety and performance.

The group’s engineering services, in particular, span the pre-project design stage to detailed end studies, offering vital support to ensure the success of its clients’ projects.

Ponticelli Group is also proud to be a construction specialist, providing expertise in key mechanics trades, industrial piping, and lifting and rigging. As part of its services, it also constructs new, state-of-the-art plants as well as developing the capacities of existing installations for its onshore and offshore clients across the world.

The group is additionally renowned for its specialist maintenance services for industrial facilities. Ponticelli Group ensures the upkeep, modernisation, and compliance of plants to enable operators to maximise productive potential.

With such a vast pool of knowledge to draw from, Ponticelli Angoil leverages and applies Ponticelli

Group’s industry expertise to the Angolan oil and gas landscape.

“We use the knowledge acquired by the group over the decades to operate successfully, maintaining the values that have cemented reputation – quality services with the utmost respect for safety and deadlines to ensure client satisfaction,” Bacci highlights.

Indeed, Ponticelli Group strives to uphold its commitment to quality, innovation, and improving focus, which contributes to the group’s client satisfaction-oriented approach.

CUTTING-EDGE, CUSTOMISED SOLUTIONS As a highly reputable provider of industrial services across Angola,

Ponticelli Angoil specialises in engineering, construction, maintenance, asset management, and decommissioning support for the nation’s oil and gas and petrochemical sectors.

“This end-to-end service capability enables clients to rely on the company as a full-service partner,” Bacci points out.

In recognition of its services, Ponticello Angoil is ISO 9001, 45001, and 14001-certified, solidifying the company’s commitment to quality, safety, sustainability, and efficiency.

Ponticelli Angoil operates four fabrication plants across three strategic locations – Luanda, Cabinda, and Soyo – which allow it to provide localised services and support to clients.

Africa Outlook Issue 113 | 65

Driving Innovation and Efficiency: The Role of Axess in Angola

What led to the expansion of Axess in the African region?

Founded in Molde, Norway, in 1998, Axess entered the African market by launching operations in Angola in 2014, providing comprehensive support to exploration and production clients in the Oil & Gas sector. The company’s success in Angola has been instrumental in driving its expansion across the continent. In 2017, Axess acquired its partner, Skysite Offshore, in Cape Town, South Africa, establishing it as the regional headquarters.

Today, Axess operates in seven countries across the continent, namely, Angola, Côte d’Ivoire, Ghana, Mozambique, Namibia, Senegal, and the Republic of the Congo, delivering asset integrity management and engineering services to a diverse range of clients.

What are some of Axess’ significant projects in Africa?

Our success is driven by our extensive global footprint and local competence. To date, we have worked on over 40 assets in Africa.

In 2024, we completed the installation and commissioning work on a project in the Republic of the Congo involving mooring, hook-up, complex rigging, and electrical completions. During the peak of the project, we had 140 personnel on-site.

Christiaan Enslin Regional Manager – Southern Africa, Axess Group How would you describe the current demand for asset integrity and engineering services in Africa?

The demand for asset integrity and engineering in Africa is rising, driven by ageing infrastructure and assets in mature fields across the continent. As these assets approach the end of their intended lifespan, they become more prone to degradation, which can result in increased risk, downtime, and costly repairs if not properly managed.

To address this, companies are placing a greater emphasis on asset integrity management, focusing on proactive maintenance strategies, regular inspections, and detailed assessments to detect potential issues before they lead to major failures or accidents. Simultaneously, engineering services are becoming increasingly essential as companies seek to enhance safety, reduce operational risks, and maximise the value of their assets in a competitive and rapidly evolving market.

Over the last five years, we have provided engineering services in Angola for a major FPSO operator, performing comprehensive inspections and maintenance on cranes onboard three FPSOs. In 2017, we conducted a riser and umbilical hook-up project offshore Ghana for a leading FPSO owner. The project encompassed complex rigging, mechanical and electrical umbilical terminations, riser spool installations, bolt torqueing and tensioning, and PFP jacket installation.

Installation of temporary platform on FPSO in Angola

How has Axess been supporting Ponticelli in Angola?

Axess has been supporting Ponticelli in Angola since 2019. From the outset, this collaboration has focused on providing high-quality, specialised services tailored to the needs of Ponticelli’s major projects across the country.

As the partnership expanded significantly over the years, Axess continued to leverage its expertise and experience to enhance operational efficiency, support project execution, and drive innovation, reinforcing its commitment to Ponticelli’s long-term success in Angola.

Team discussion on the software features

What sets Axess apart in the Oil & Gas industry?

Today, Axess has more than 900 full-time personnel across 27 countries worldwide. Our global presence gives us access to the latest innovations and best practices, which we adapt and apply to meet the unique needs of local markets.

We are committed to delivering exceptional services, products, and solutions. By operating locally within each African country, we optimise operational efficiency, reduce costs and minimise our environmental footprint.

What future trends do you see shaping your industry, and how is Axess preparing for them?

Despite growing pressure to transition to renewable energy sources, fossil fuels will remain a key energy source for the foreseeable future due to the significant investments required. To meet the net-zero emissions target by 2050, there will be a greater focus on decarbonisation and CCUS technologies. Additionally, digital technologies like automation, AI, and big data analytics will drive efficiency and improve predictive maintenance.

We always had a focus on reducing our greenhouse gas emissions and providing low-carbon solutions to clients. We minimise emissions by utilising local talent and consolidating tasks to reduce the frequency of mobilisations. Our solutions include caisson and thruster replacements that eliminate the need for support vessels, double-secured winches to avoid production shutdown and flaring, and drone inspections that reduce manpower requirements while enhancing safety.

In terms of digitalisation, our proprietary Bridge software, developed in-house by our Digital Solutions division, plays a critical role in asset integrity management. It streamlines the inspection process, enhances safety and efficiency, and helps reduce our clients’ cost of ownership.

How has Axess contributed to the environment and local communities?

Since its inception in 2021, our annual global cleanup initiative has evolved from a beach-focused effort to a broader environmental cleanup, including rivers and other areas. In 2024, 14 entities worldwide arranged cleanup activities in alignment with World Cleanup Day, bringing together employees and their families to contribute to a cleaner environment.

In the same year, our South Africa entity donated equipment and sponsored two expert mountain and climbing guides for the inaugural Angola Climbing Festival. These professionals provided essential training on route preparation and climbing gear, participated in a cleanup of Serra da Leba’s cliffs and were part of a crew that conducted a rescue workshop for police, firefighters, and paramedics.

Additionally, our Angola team partnered with Otchiva, a non-government organisation, on a mangrove reforestation project. In just one day, the team planted over 1,600 mangrove seeds as part of efforts to restore coastal protection against storms and erosion, promote biodiversity, and mitigate climate change.

Mangrove planting in Angola

Achieve Excellence: Uptime, Safety, and Operational Efficiency

We offer a comprehensive range of asset integrity management and engineering solutions, including: •Design integrity •Operational integrity •Inspection and monitoring •Risk-based inspection (RBI) •Corrosion management •Structural integrity •Maintenance planning •Decommissioning

Supporting clients in Angola since 2014

axessgroup.com

Our state-of-the-art software comprises several modules:

Comply with safety regulations

Increase uptime and redundancy

More flexible and efficient workflow

No vendor lock-in

BRIDGE Gain data quality and control Intuitive and user-friendly interface

Reduce cost of ownership

Everything in one platform

Bridge: Streamline and Optimise Inspection Management

PONTICELLI ANGOIL OIL & GAS

The company’s international client base includes the Angolan stateowned oil organisation, Sonangol, as well as TotalEnergies, ExxonMobil, Azule Energy, Chevron, and many other significant players in the oil and gas sectors.

Ponticelli Angoil prioritises building long-term relationships with clients by deeply understanding each of their needs and, therefore, providing customised services, differentiating it from the standardised solutions of its competitors.

Indeed, the company prides itself on its ability to offer tailormade solutions that cater to clients’ particular requirements. This flexibility allows it to adapt to a variety of operational environments, whether on offshore platforms or onshore sites.

Ponticelli Angoil’s ability to not only meet but exceed set targets is demonstrated by its proven operational track record, which has

70 | Africa Outlook Issue 113

earned it a strong reputation for consistently delivering complex projects on time and within budget for major oil and gas companies.

“Our extensive experience in managing large-scale, technically demanding projects gives the

company a significant competitive advantage,” Bacci attests.

Additionally, Ponticelli Angoil upholds a steadfast commitment to safety in the workplace, which is of the utmost importance in the oil and gas industry.

THE ANGOLAN OIL AND GAS INDUSTRY – AT A GLANCE • Approximately one-third of the country’s GDP can be attributed to the oil and gas industry.

• Crude oil, natural gas, and refined oil account for almost all of Angola’s exports.

• Several new refineries are in the planning stages, which will increase the nation’s oil refining capacity to 425,000 barrels per day by the end of 2025.

• Foreign direct investment (FDI) in the petroleum industry totalled USD$1.6 billion in Q1 2021.

• The country possesses nine billion barrels of proven oil reserves.

• Angola boasts 11 trillion cubic feet of future national gas reserves, offering an abundance of untapped potential.

“ W E W O R K C L O S E LY W I T H A N E T W O R K O F S U P P L I E R S A N D C O N T R A C T O R S T O E N S U R E S E A M L E S S O P E R AT I O N S A C R O S S ALL OUR PROJECTS” – F R A N ÇO I S B ACC I , M A N AG I N G D I R E C TO R , P O N T I C E L L I A N G O I L

“The company maintains a strong culture of safety, adhering to stringent international standards and regulations. This dedication to safety and compliance ensures operational dependency and instils confidence in clients,” he expands.

Moreover, Ponticelli Angoil is further distinguished by its deep-rooted vision which centres around a strategic approach, making significant investments in technology, infrastructure, and talent development for the future.

“This long-term perspective allows us to build strong, lasting relationships

with clients, consistently improve our service offerings, and adapt to the evolving needs of the oil and gas industry.”

SUBSEA CAPABILITIES A critical element of Ponticelli Angoil’s success is its unparalleled subsea capabilities, which the company has placed considerable effort and investment into in recent years, expanding its operations and establishing itself as a strong player in subsea fabrication.

“We began with simpler structures and equipment, such as well jumpers

and mud mats, and progressively enhanced our expertise, skills, and experience to tackle more complex structures, including pipeline end terminations (PLETS) and flowline end terminations (FLETS),” Bacci outlines.

These projects have strengthened the company’s core competencies in subsea fabrication and allowed it to develop new areas of proficiency.

“Today, we are proud to say that Ponticelli Angoil can cover the full range of subsea fabrication scopes, including manifolds and suction pipes.”

Africa Outlook Issue 113 | 71

World’s Leading CALM Buoy Terminal Supplier, Anchor Your Confidence Offshore With a commitment to quality and safety, The Monobuoy Company is a trusted partner in the offshore industry, offering comprehensive engineering and support services.

The Monobuoy Company (Monobuoy) designs and manufactures offshore fluid loading systems.

Traditionally, this has been for oil and gas, but we are expanding our horizons and moving into the loading of alternative fuels such as ammonia and hydrogen.

Additionally, we are venturing into developing offshore charging stations, positioning ourselves at the forefront of the evolving energy landscape.

As a pioneer in the engineering sector of the offshore industry, we specialise in designing, manufacturing, and installing CALM Buoy terminals to the highest standards.

At Monobuoy, we take a personal approach to every project. Our buoys are not off-the-shelf products – they’re built to match each client’s specific needs, with input from our engineering team to adapt the design to the local environment and conditions.

Our focus is on providing safe, reliable, and efficient solutions that enhance the effectiveness of marine operations with products that are engineered to withstand harsh climates, ensuring both durability and performance.

We are committed to continuous improvement in all aspects of our operations. By leveraging the latest technology and industry best practices, we strive to deliver superior results that maximise the value of our clients’ offshore assets.

At Monobuoy, our vision is to be the premier terminal solutions provider. With a rich history of over 25 years in the industry, we are committed to delivering innovative, sustainable, and high-quality solutions.

We are likewise dedicated to exceeding industry standards and continuously improving our services to achieve exceptional customer satisfaction, which has earned us a reputation as a trusted CALM Buoy terminal industry leader.

CALM Buoy Terminal As our flagship product, the CALM Buoy Terminal is designed for the safe and efficient loading and offloading of crude oil and other products from tankers. A typical CALM Buoy terminal includes hoses, mooring chains, piles, and a Pipeline End Manifold (PLEM)—a subsea structure that links the buoy’s hoses to the seabed pipeline, enabling the transfer of products to and from the shore or a tanker. We supply the complete system, delivering all necessary components to ensure seamless integration and reliable operation.

Buoys at Our Core, Excellence Across All Our Offerings At Monobuoy we go beyond just designing and supplying buoys, providing a wide range of products and services.

- Swivels: We design and manufacture our own swivel stacks, custom-built for a range of applications including crude oil, gas, pneumatic systems, and high-pressure toroidal hydraulics. This key component facilitates the transfer of fluids, electricity, and data (via fibre optic or ethernet communication) between the stationary and the rotating parts of the system.

- Advanced Telemetry System: We have designed and developed an in-house telemetry system that integrates seamlessly with our buoys and can also be retrofitted to upgrade existing, outdated systems.

We utilize the latest technology to ensure reliable monitoring of critical operations, both offshore and onshore. Built in-house, the system can be customized to meet any customer requirements.

- Spare Parts and Aftersales Support: Monobuoy provides a comprehensive range of spare parts for CALM Buoys, FSOs, and FPSOs to ensure longevity and continuous operation. Our offerings include, but are not limited to, main slewing bearings, chain stoppers, mooring bridle assemblies, water barrages for bearing protection, greasing systems, piping valves, expansion pieces, anchors and chains.

Additionally, our dedicated aftersales support team is committed to ensuring continuous performance and customer satisfaction.

Monobuoy’s capabilities • Engineering – Our team specialises in comprehensive engineering design and precision calculations tailored to offshore moored systems. With a deep commitment to collaboration, our dedicated in-house design team engages closely with clients to understand their unique requirements and challenges. This partnership allows us to craft innovative and effective solutions that ensure optimal performance and safety in all our projects.

• Construction – Our team comprises exceptionally skilled professionals who excel in managing every aspect of the fabrication and construction of buoy systems. With a wealth of experience and a commitment to excellence, we ensure that each project is completed with precision and attention to detail, delivering robust and reliable solutions tailored to our clients’ needs.

• Installation – Our dedicated offshore engineers oversee each project’s installation and commissioning phases, meticulously coordinating every detail for the seamless integration of cutting-edge technology. Their hands-on approach guarantees that each step is executed to the highest standards, paving the way for successful project completion and operational excellence.

- Used buoys: We offer a selection of used CALM Buoys for customers seeking a more cost-effective solution. Our used buoys are thoroughly inspected and refurbished to meet strict quality standards, and we provide various sizes, configurations, and full installation and commissioning services.

Our services: · Complete Mooring Terminals · Hands-on training for operational and technical teams · Maintenance Support – ongoing service and assistance for existing and new clients ·

Special Engineering Services: › Mooring analysis › Finite Element Analysis (FEA)

· Overhauls of CALM Buoys - onshore and offshore

contact@monobuoy.com www.monobuoy.com

PONTICELLI ANGOIL OIL & GAS

THE ANGOLAN GOVERNMENT’S DRIVE FOR LOCAL CONTENT In the last five years, the Angolan government has made a concerted effort to boost local content and increase economic returns in an attempt to develop the country’s oil and gas landscape.

Efforts to strengthen entrepreneurship and create a stable environment for business growth were first introduced in October 2020 with Presidential Decree 271/20, which brought forth stricter local ownership requirements for investment into Angola’s oil industry.

This, in turn, encourages more local participation and means that any companies in the industry’s value chain must prioritise national service providers and develop a more localised workforce.

As a result, the oil and gas industry will contribute more greatly towards Angola’s socioeconomic growth and facilitate more streamlined skills transfer across other associated industries.

74 | Africa Outlook Issue 113

Moreover, the company boasts an ambitious project schedule for the coming year, with its flagship operation being the completion of its subsea works at the Begonia oil field by mid-2025, working with McDermott on a contract for TotalEnergies.

The operation includes the fabrication and load-out of subsea structures, where Ponticelli Angoil’s team plays a crucial role in ensuring the systems are built to strict specifications and adhere to the highest standards of quality.

“We are committed to supporting contractors throughout the process, ensuring that the installation is seamlessly integrated and fully operational, enhancing the facility’s capabilities.”

+27 21 447 5258 | info@one-eighty-degrees.com | www.one-eighty-degrees.com

We bring high-level technology to real-life problems.

One Eighty Materials Engineering Solutions (Pty) Ltd (One Eighty) is a professional materials and metallurgical consulting engineering company with an accredited laboratory to the international standard ISO 17025:2017. We are also a uniquely Bureau Veritas Marine and Offshore-approved laboratory, meeting the rule set requirement in this way for the witnessing of tests. The company is based in the innovation hub of South Africa in Cape Town, uniquely positioned to service the entire market in Africa.

The company was started in 2002 by Dr Janet Cotton, a PhD graduate from the University of Cape Town, South Africa.

In 2012, the company opened its own laboratory and first became accredited in 2013.

With Dr Janet Cotton at the helm, she decided to explore markets in Africa, with Angola being one of them. In 2014, she travelled to Luanda and met with Ponticelli Angoil for the first time, and it was not long before One Eighty was awarded the work for qualifying welding procedures, which is a critical part of the fabrication project that Ponticelli Angoil undertakes.

Being a professional consulting company, One Eighty was also able to assist with the optimisation of duplex stainless steel welding, which was still relatively new to oil and gas in 2014.

Today, One Eighty is a trusted industry partner in supplying quality results on time for their fabrication projects. Recently, we have assisted with all the qualifications and 3.2 inspections on the Girflex Project. During the COVID-19 pandemic, we assisted with the Dalia series of projects where TOTAL was the end user. Following this, we have assisted with many other projects, including the Begonia project.

One Eighty is an African company with a strong vision to bring highlevel technology to real-life problems for Africa and emerging economies in Africa. This is our strong vision. Currently, we are the most widely-scoped laboratory in Africa, providing all the necessary testing for the oil and gas sector, and we are expanding all the time. We are able to facilitate, for example, accredited CTOD testing with a relatively short turnaround time, which is becoming more important for LNG projects in Angola. We are able to provide all the necessary tests for duplex stainless steel, inconel cladding, heavy carbon steel sections, and so on, and don’t shy away from challenging projects. Our unique selling point is out turnaround time, which Ponticelli Angoil has certainly come to rely on.

We also take care of all the logistics to have the coupons delivered to our office in record time with the highly competent team at DHL South Africa. If things go wrong, we can also supply root cause analysis of any analytical metallurgical and materials engineering consulting services with our team of six graduate candidate engineers, managed by the Managing Director, Dr Janet Cotton Pr.Eng.

We are truly a one-stop shop for the oil and gas industry in Africa and Angola, and have serviced Angola now for 11 years.

PONTICELLI ANGOIL OIL & GAS

Therefore, as subsea technology continues to evolve, this project aligns with the company’s mission to drive innovation and deliver

top-tier service to the oil and gas sector and is vital for boosting Angola’s offshore production capability.

PONTICELLI GROUP’S CSR COMMITMENT POLICY Ponticelli Group’s sustainable development approach is structured around four commitments, which its specialist CSR and Ethics Department strives to implement across the business on a daily basis.

The group’s CSR commitment policy outlines its social, environmental, and ethical responsibilities for a positive impact both on a global and local level: SOCIAL COMMITMENTS • Prioritise the safety and well-being of employees • Promote the development and evolution of staff • Encourage healthy lifestyles amongst employees to improve their quality of life • Foster intergenerational exchanges and connections • Support workforce integration and diversity • Share corporate value with employees • Aim to be a reputable employer SOCIETAL ENGAGEMENT • Strengthen its positive impact on local communities • Develop partnerships with organisations that are aligned with Ponticelli Group’s family, health, environment, and educational values ETHICAL PRACTICES • Uphold impeccable business practices and ethical standards • Ensure respect for human rights and fundamental freedoms globally • Extend commitments throughout the supply chain, especially in procurement ENVIRONMENTAL INITIATIVES • Enhance environmental efforts to minimise the impacts of its activities • Prevent pollution • Improve waste sorting and recycling • Work towards its target of carbon neutrality by 2050 with clients and suppliers • Promote better water resource management and natural resource preservation • Stay updated with regulatory changes • Offer innovative solutions to clients to reduce their environmental impacts

76 | Africa Outlook Issue 113

SUPPLY CHAIN PROWESS A further critical element of Ponticelli Angoil’s success is its extensive supply chain, as the business endeavours to maintain strong partnerships with both local and international partners.

“At Ponticelli Angoil, we work closely with a network of suppliers and contractors to ensure seamless operations across all our projects,” Bacci expands.

Local partnerships are particularly important to the company, as they contribute to the national economy and help develop regional capabilities.

Prioritising regional suppliers also aligns with the government’s drive for increased local content, which it has brought to the fore with a vast range of legislation that it hopes will stimulate domestic market growth.

From an international perspective, global partnerships provide invaluable access to advanced technology, unmatched expertise, and highquality materials that prove crucial for Ponticelli Angoil’s more complex projects, such as its subsea works.

“The balance between leveraging local talent and international knowhow enables us to maintain a high standard of service whilst being competitive in a dynamic market,” he states.

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PONTICELLI ANGOIL OIL & GAS

As such, one of Ponticelli Angoil’s key objectives going forwards is to enhance its local content by empowering regional companies and encouraging global organisations to establish a presence in Angola.

To address these challenges, Ponticelli Angoil implemented a more structured approach to talent acquisition and invested in training programmes to quickly upskill new recruits.

This is evidenced by the sheer number of welders it has trained and qualified for subsea projects, which have subsequently experienced an outstandingly low repair rate.

The company is currently experiencing a stabilisation in the number of ongoing market projects, which is providing it with the opportunity to focus more on the training and development of its personnel.

Indeed, with fewer overlapping demands, the company has more time to invest in upskilling its team and ensuring it is fully equipped to meet the needs of future projects.

OVERCOMING LABOUR DIFFICULTIES Angola’s labour market has witnessed high unemployment rates in recent years, affecting the construction, manufacturing, energy, and oil and gas sectors most acutely, and Ponticelli Angoil was no stranger to industry-wide adversity.

“We certainly faced significant challenges with labour shortages last year, and the demand for skilled workers was high across the sector due to the number of simultaneous projects in the market,” Bacci recalls.

PONTICELLI GROUP – A LEADER IN OIL, GAS, AND PETROCHEMICALS

mechanical construction, and commissioning, amongst others.

Ponticelli Group also delivers cutting-edge refining and

The group has long been established as a world leader in

petrochemical solutions to overcome the challenges of an

offshore construction, helping clients across the globe

evolving oil and gas landscape.

combat difficulties in major new or brownfield projects.

The group combines its extensive experience in the two

Indeed, Ponticelli Group provides end-to-end assistance,

fields with a dynamic set of skills to conduct routine

supporting clients through the lifecycle of their facilities.

maintenance work, scheduled shutdowns, and support

This is achieved through a comprehensive range of services

petrochemical projects through to completion.

and solutions, including but not limited to feasibility and

Finally, Ponticelli Group also offers trusted distribution

constructability studies, detailed engineering and front-

and storage services as part of its oil and gas solutions,

end engineering design (FEED), procurement, connection

catering to the rapidly increasing demands of the industry

and commissioning, and operations and maintenance.

and ensuring the balanced distribution of products across

Elsewhere, the group also offers a multitude of global

clients’ global markets.

onshore solutions for a diverse range of clients;

As part of its service, leading players in the oil and

whether the operation calls for new installations or the

gas sector can capitalise on the advantages of highly

redevelopment of existing ones, Ponticelli Group is on hand

convenient infrastructure involving storage facilities that

around the clock to get the job done.

are strategically located in proximity to specified demand

Equipped with an in-depth knowledge base garnered from

and strictly adhere to industry standards.

onshore oil and gas developments worldwide, the team

In order to successfully meet clients’ storage and

implements a vast range of solutions for various project

distribution needs, the group also assists in the

components.

construction and installation of pipelines and terminals for

These include onshore studies, operational preparation,

earthworks, civil engineering, and more.

procurement, manufacturing, transportation, installation,

78 | Africa Outlook Issue 113

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Our Experience

• Serving Angola since 2010

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PONTICELLI ANGOIL OIL & GAS

As such, due to this period of stabilisation, Ponticelli Angoil is able to build a stronger and more capable workforce and strengthen its internal resources to improve readiness for future growth.

UNION, WORK, WISDOM Employing 1,500 members of staff worldwide, Ponticelli Angoil boasts a highly skilled, technical workforce comprising engineering teams, project managers, and tradespeople dedicated to delivering excellence.

“Our staff are at the heart of the company, and we are proud of their dedication, expertise, and commitment to excellence,” Bacci prides.

Indeed, Ponticelli Angoil recognises that its success is directly linked to the contributions of its employees, which is why empowering them is a core part of the company’s philosophy.

Therefore, once new talent has been onboarded, it heavily invests in training and development to retain teams and ensure they are equipped with the latest skills and knowledge to meet the demands of the oil and gas sector.

The maintenance of staff is also supported by employee shareholding and living by Ponticelli Group’s founding motto – ‘Union, Work, Wisdom’.

This not only helps staff grow professionally but also ensures they are confident in delivering

PONTICELLI GROUP’S COMMITMENT TO QUALITY

high-quality work on complex projects and possess the in-depth knowledge necessary to operate cutting-edge technologies.

Container Wor Thus, whether through specialisedmarine shippin training or leadership development the launch of range of Offsh programmes, Ponticelli Angoil units are cert is committed to helping its staff international s advance their careers.

Strategically lo For Bacci personally, the strong international d sense of teamwork and collaboration are what distinguish the company Our dynamic a and customiza from the competition. assurance and “The environment here fosters a response times culture of shared knowledge and Container Wor mutual support in which every tailored to cust individual, from field operators to containers are management, plays a vital role in (DNV) and Lloy achieving our goals,” he impassions. environments.

• Systematically identifies risks and implements the best preventative measures possible.

• Consults and involves employees in continuous health

The group’s commitment to quality, health and safety, and security is surmised in its comprehensive quality, health, safety, and security (QHSS) policy:

and safety improvements.

SECURITY • Identifies scenarios that could threaten the security of

QUALITY

employees, the environment, and brand image with the

• Commits to putting clients first by offering high-

aim to protect the interests of employees and clients.

performance and innovative solutions within required timelines and budgets.

• Promises to do things right the first time by adopting a forward-thinking attitude and maintaining transparency throughout the entirety of a project.

• Takes into account any changes to projects and assesses their impacts, risks, and opportunities.

• Seeks high performance and promotes continuous improvement.

• Encourages knowledge-sharing and transfer.

HEALTH AND SAFETY • Places the safety, health, and integrity of individuals at the heart of its strategies and actions.

• Ensures that no other priorities compromise workplace health and safety.

• Implements actions to achieve the group’s objective of zero accidents.

80 | Africa Outlook Issue 113

• Raises awareness and trains all staff on security practices applicable to daily life in the workplace.

• Ensures ongoing security monitoring and regularly checks the protective measures in place.

• Regularly verifies the adequacy of protective measures.

• Prepares for and responds effectively to emergency situations.

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Container World, a South African-based company, has been a leaderBaskets in the supply of marine shipping containers since Half-Height 1983. In 2008, the company expanded its expertise with the launch of Container World Offshore, a dedicated division Open Topʼs providing a comprehensive range of Offshore containers, baskets, skips, reefers, and accommodation modules. All units are Boat Shape Waste Skips certified to DNV 2.7-1 and EN12079 standards, ensuring compliance with international safety and quality regulations. ocated in Cape Town, Container World Offshore efficiently meets local and Vacuum Mud-Cutting Skips demand with short lead times and competitive pricing.

Strategically located in Cape Town, Container World Offshore efficiently meets local and international demand with short Gas Bottle Racks and technically team and delivers a full turnkey service, from engineering leadastute times competitive pricing. ation to final delivery at the destination. With a commitment to quality d seamless service delivery, we ensure continuous communication, rapid Baskets dynamic and technically astute team delivers a fullCargo turnkey service, from engineering and customisation to final s, and peaceOur of mind for our clients.

Mini Toolboxes delivery at the destination. With a commitment to quality assurance and seamless service delivery, we ensure continuous rld Offshore excels in designing custom, high-quality Offshore products, tomer specifications.

Manufacturedrapid to international standards, Offshore communication, response times,ourand peace of mind for our clients.

Refrigerated (Reefer) Containers e recognized by leading certifying authorities such as Det Norske Veritas ydʼs Register (LR)—guaranteeing durability, reliability, and safety in extreme Container World Offshore excels in designing custom, high-quality Offshore products, tailored to customer specifications.

Lifting Cages And Frames Manufactured to international standards, our offshore containers Workshopsare recognised by leading certifying authorities such as Det Norske Veritas (DNV) and Lloyd’s Register (LR)—guaranteeing durability, reliability, and safety in extreme Bespoke Customised Units environments.

h - Director, Oil and Gas Email: darrens@containerworld.co.za my Tel: +27 21 511 2598 Cell: +27 83 625 3067 Email: esha@containerworld.co.za

OUR EXTENSIVE PRODUCT RANGE INCLUDES: WWW.CONTAINERWORLDOFFSHORE.COM Tall-Miniʼs Dry Goods Storage Containers Office Cabins

Container World, a South African-based company, has been a leader in the supply of marine shipping containers since 1983. In 2008, the company expanded its expertise with the launch of Container World Offshore, a dedicated division providing a comprehensive range of Offshore containers, baskets, skips, reefers, and accommodation modules. All units are certified to DNV 2.7-1 and EN12079 standards, ensuring compliance with international safety and quality regulations.

Accommodation Cabins Half-Height Baskets Open Topʼs Boat Shape Waste Skips

Strategically located in Cape Town, Container World Offshore efficiently meets local and international demand with short lead times and competitive pricing.

Vacuum Mud-Cutting Skips

Our dynamic and technically astute team delivers a full turnkey service, from engineering

Gas Bottle Racks

A note to the Ponticelli team:

We at Container World, extend our heartfelt and customization to finalgratitude deliverytowards at the your destination. With a commitment to quality assurance and seamless service delivery, we ensure continuous communication, rapid unwavering support. response times, and peace of mind for our clients.

Your team’s dedication and professionalism have been instrumental in our shared Container excelsweinhave designing custom, high-quality Offshore products, successes, we deeply value theWorld strongOffshore partnership cultivated together.

tailored to customer specifications. Manufactured to international standards, our Offshore As your establishment embarks new ventures, we wishcertifying you continued containers areonrecognized by leading authorities such as Det Norske Veritas prosperity and triumph endeavours.

(DNV)throughout and Lloydʼsthese Register (LR)—guaranteeing durability, reliability, and safety in extreme environments.

May your journey be filled with evolution, innovation, and extraordinary achievements.

Thank you once again for being an integral part of our story.

CONTACT:

Cargo Baskets Mini Toolboxes Refrigerated (Reefer) Containers Lifting Cages And Frames Workshops Bespoke Customised Units

WWW.CONTAINERWORLDO CONTACT: WWW.CONTAINERWORLDOFFSHORE.COM Esha Munsamy Tel: +27 21 511 2598 Cell: +27 83 625 3067 Email: esha@containerworld.co.za Darren Singh - Director, Oil and Gas |Email: darrens@containerworld.co.za Esha Munsamy - Oil and Gas Divisional Manager | Tel: +27 21 511 2598 | Cell: +27 83 625 3067 | Email: esha@containerworld.co.za Darren Singh - Director, Oil and Gas Email: darrens@containerworld.co.za

PONTICELLI ANGOIL OIL & GAS

DEEP-ROOTED SOCIAL COMMITMENTS Ponticelli Angoil’s dedication to corporate social responsibility (CSR) stems from its parent company’s steadfast commitment to civic duty and community investment, which is deeply integrated into its business strategy.

Indeed, Ponticelli Group believes economic development is impossible without the key consideration of environmental, social, and ethical initiatives.

In light of this, CSR is at the core of its corporate strategy, ensuring that the group’s long-term operations contribute meaningfully to a better, more sustainable world.

Ponticelli Group’s devotion to environmental responsibility is exemplified by the fact that, since 2017, it has been a signatory of the UN’s Global Compact – a voluntary initiative that pursues sustainable development goals for businesses.

The group proactively communicates with the UN annually on its sustainable actions and how it hopes to continue these initiatives going forwards.

A dedicated subsidiary of the group, Ponticelli Angoil proactively engages in a number of CSR activities, spanning several key areas such as educational programmes to support local communities, vocational training, and regional job creation.

“We collaborate with local organisations to promote healthcare,

social welfare, and infrastructure development, contributing to the long-term growth and well-being of the regions where we operate,” Bacci shares.

For example, the company has distributed approximately 5,000 mosquito nets to local communities since 2015.

Elsewhere, over the last seven years, Ponticelli Angoil has donated vast numbers of food products annually to the Boa Vista community in Luanda.

The company also prioritises environmental responsibility by implementing eco-friendly practices and reducing its carbon footprint.

“As the energy sector shifts towards more sustainability, Ponticelli Angoil is leading the way by integrating environmentally responsible practices into its operations. We are committed to reducing emissions, minimising waste, and embracing greener technologies,” Bacci divulges.

AN UPWARD TRAJECTORY The Angolan oil and gas sector is set for substantial growth in the coming year, as it was projected to grow by 15 percent between 2022 and 2027 and is well on the way to achieving this target.

This progression is spurred by encouraging a sustainable market within the industry, complemented by the promotion of upstream investment.

In light of this, Ponticelli Angoil’s priorities for 2025 are centred around

82 | Africa Outlook Issue 113

further growth, diversification, and operational excellence.

Indeed, one of its main priorities is the ongoing expansion of its subsea capabilities, tapping into new technologies and methodologies that have recently inundated the industry in order to enhance its service offerings.

Furthermore, to help stay abreast with industry changes and solidify its leading position in the Angolan oil and gas sector, the company hopes to pursue new contracts and reinforce its relationships with key clients such as Sonangol, TotalEnergies, ExxonMobil, Azule Energy, and Chevron.

In addition to expanding its operational reach, Ponticelli Angoil is placing a strong emphasis on sustainability and innovation.

This is emphasised by the company’s plan to invest in digitalisation and green technologies to support Angola’s transition to cleaner energy sources and ensure that its services remain future-proof in an evolving energy landscape.

On top of this, Ponticelli Angoil is focused on achieving operational excellence by streamlining its internal processes and maintaining high safety and quality standards.

Its targets specifically include reducing project lead times, optimising resources, and streamlining project management to deliver better results for clients.

“Another critical priority for us is to continue improving our local content by training and upskilling Angolans at every level of our organisation. We see this as a long-term investment in both the local economy and the future of our business,” Bacci concludes.

Tel: +33 (0)1 44 06 77 77

www.ponticelli.com

PONTICELLI ANGOIL OIL & GAS

HES Training Center | HST | CBL-FB | Luanda - Angola Training | Consulting | Services

Sistran Engenharia Angola is Emerson’s local business partner, and a 100% Angola owned company by Dionisio Viegas. Currently, it is working with Ponticelli Angoil repairing and testing valves and verifying, testing, and certifying transmitters, pressure gauges and manifolds for both Chevron and Azule Energy.

CBL-FB is an Angolan company, provider of training services in HES and HST and Business Consulting.

Our staff includes competent and qualified professionals that respond to the needs of our customers.

In addition to other achievements in recent times, it is with great pride that Sistran has successfully tested two highly complex 8” antisurge valve for Ponticelli Angoil Offshore in its Benfica workshop in Luanda.

Both our Luanda and Cabinda workshops have been accredited

by Emerson and currently provide certified services in manual valves, control valves, actuators and pressure relief valves (PRVs), adding great value to our clients.

To get this accreditation, Sistran went through a strict approval process to ensure that all valves comply with international regulations. (+244) 222 333 444 | geral@sistran-eng.com www. sistran-eng.ao

SERVICES WE PROVIDE •

Safety Training certified by OSHA/ISSO/ STCW

•

HES Training and Consulting (Safety)

•

Building evacuation plan, f planogo

•

Man power services

•

Skilled and Unskilled Work

•

Plumbing, Electricity, Mechanics and HVAC

•

Maintenance and Technical Assistance to Generating Stations

•

Procurements services

Ph:+244 926810127/927184522 | E:info@cblsafetyangola.com | www.cblsafetyangola.com

Africa Outlook Issue 113 | 83

S OA R I N G TO N E W I N S KY S E R V I C E S

As a prominent player in the aviation industry, Skytanking provides a comprehensive suite of services within a global network. Regional Vice President, Dave Powell, discusses how the company contributes to connectivity Writer: Rachel Carr | Project Manager: Nicholas Kernan PHOTO © SKYTANKING HOLDING GMBH - JOEL MICAH MILLER FOTOGRAFIE

84 | Africa Outlook Issue 113

SKYTANKING OIL & GAS

W HEIGHTS

T

he aviation industry is a vital and dynamic sector that significantly enhances worldwide connections and drives economic development.

It has witnessed substantial growth in recent years, which has been influenced by increasing air travel demand, technological advancements, and improved infrastructure.

Major hubs in regions such as North America and Europe play a crucial role in facilitating international air traffic, whilst emerging markets, particularly in Africa, are rapidly developing, resulting in new routes and better customer experiences.

Africa Outlook Issue 113 | 85

Skytanking has been uniquely positioned in the aviation industry for 25 years. Owned by PrimeFlight, it specialises in the management and handling of aviation fuel and has become an essential part of the sector.

The company plays a significant role in a global network of businesses that provide aviation services to airports, carriers, and their passengers.

“The management and handling of aviation fuel is the backbone of Skytanking and provides a strong foothold in all our endeavours.

However, since 2023, we have complemented our fuel activity by building a robust European position in ground handling, maintenance, and cargo support,” introduces Dave Powell, Regional Vice President.

With a commitment to meeting industry needs, Skytanking’s services include into-plane fuelling, ground handling, cargo handling, maintenance support, aviation fuel storage and hydrant management, fuel facility investment, and engineering services in support of its airline, airport, and fuel customers.

PrimeFlight, meanwhile, has expanded its presence in the aviation

PHOTO © SKYTANKING HOLDING GMBH JOEL MICAH MILLER FOTOGRAFIE

86 | Africa Outlook Issue 113

sector as an integrated services provider. The company focuses on improving efficiencies for airlines and airports and has made a significant impact by helping Skytanking optimise its operations.

“Since PrimeFlight purchased Skytanking, the company has enjoyed rapid growth through strategic investment whilst maintaining its position and brand placement as the market leader in the sector,” he informs.

“Through this acquisition, we have also been able to reposition our offer to customers and partners through the direct expansion of ground handling activities in Europe, providing an integrated passenger, fuel, and ground operations service.”

INNOVATION IN AVIATION A crucial sector for a plethora of worldwide industries, aviation supports international trade, tourism, and business.

As major US and European hubs support global air traffic and more African markets emerge, airlines are responding by launching new routes and improving customer experiences.

Sustainability has also become increasingly important, with many aviation businesses investing in

fuelefficient aircraft and alternative fuels to reduce their carbon footprint.

Despite challenges such as regulatory hurdles and the impacts of the COVID-19 pandemic, the industry’s recovery and ongoing investments promise a bright future focused on efficiency and connectivity in a globalised world.

Indeed, governments recognise the aviation sector’s potential for economic growth and job creation, resulting in efforts to improve regulatory environments and investments in aviation projects.

Moreover, advances in aircraft technology and eco-friendly practices are making air travel more accessible and sustainable.

Given the numerous opportunities arising alongside the ongoing transformation of the aviation industry, Powell finds it a technologically evolving field to work in.

Powell is responsible for overseeing business and operational activities related to fuel operations in specific regions, including the UK and Ireland, the Nordics, Southern Europe, and Africa, where Skytanking has established plans for future expansion.

SKYTANKING OIL & GAS

HOW DO YOU TRAIN SKYTANKING EMPLOYEES TO ENSURE RIGOROUS SAFETY STANDARDS ARE ADHERED TO? Dave Powell, Regional Vice President: “First-class training and awareness are critical.

Skytanking invests heavily in ensuring all its staff not only meet industry expectations but exceed them for best-in-class results.

“Our entire workforce has access to first-class trainers, industry experts, and a digital platform that provides common procedures to ensure we operate globally at the highest standards. We recognise and reward the exceptional circumstances or contributions of our staff to encourage continuous learning.”

“One of the most interesting components of my role is the diversity of businesses I am exposed to and the people and cultures supporting them. It’s our staff who form our front line and passenger-facing experience, ensuring that quality and safety are an integral part of who we are and what we do,” he enthuses.

“The competitiveness of the sector provides a fast-paced and dynamic work environment, and our growth strategy creates a rich mix of new experiences whilst still being very close and connected to the everyday

needs of customers in airport environments.

“I have a new vantage point with the role technology plays in our operations, as I have begun assisting with manging Skytanking’s IT and health, safety, security, and environment (HSSE) efforts, as we build our structure to support our current sites as well as any growth,” Powell reveals.

STATE-OF-THE-ART SERVICES

systems for its fuel management and logistics.

“Airport fuel management systems have historically been based on simple technology; however, in the last 10 or so years, with the availability of web-based technology, the need for this man-power heavy activity to be more efficient, and the introduction of new providers into the IT space have forced a considerable evolution in the technology used.”

Skytanking utilises innovative and cutting-edge technologies and

Africa Outlook Issue 113 | 87

Moreover, the company’s airline and fuel customers require realtime connectivity, facilitated by technological innovations in to-aircraft and from-airfield data capacity, where information has become commoditised.

“At Skytanking, we are actively working with our partners to improve the use of technologies whilst driving standards higher,” assures Powell.

Alongside emerging technologies, sustainability is sky-high on the company’s agenda, as well as implementing measures to minimise the environmental impact of fuel supply and storage.

“At the heart of all our activity is the need to provide safe operations whilst protecting the fuel quality we manage for our clients. This responsibility comes with the absolute need to protect our staff’s working environment and respect our surroundings,” he outlines.

“As legislation and standards improve, so does awareness and tighter controls on the use and handling of fuels. Thus, we too need to move to ensure all our operational focus is in sync and driving to improve our own standards; it is what is expected of us from both the industry and our communities.”

INDUSTRY AGILITY Skytanking provides professional services to a variety of airport capacities and sizes and has close relationships with both its fixedbase operator (FBO) in Scotland and its general aviation partners.

“The company’s experience and size allow it to enjoy market agility that others may be unable to match,” Powell prides.

“Over the past two years, we have enjoyed tremendous growth in new airports in South Africa, in cities such as Johannesburg and Cape Town, and in Norway at Oslo Airport.

“AT S K Y TA N K I N G , W E A R E A C T I V E LY W O R K I N G W I T H O U R PA R T N E R S T O I M P R OV E T H E U S E O F T E C H N O LO G I E S W H I L S T D R I V I N G S TA N D A R D S H I G H E R ” – D AV E P O W E L L , R E G I O N A L V I C E P R E S I D E N T, S K Y TA N K I N G

PHOTO © SKYTANKING HOLDING GMBH - JOEL MICAH MILLER FOTOGRAFIE

88 | Africa Outlook Issue 113

SKYTANKING OIL & GAS

PHOTO © SKYTANKING HOLDING GMBH - JOEL MICAH MILLER FOTOGRAFIE

“We have also purchased various ground handling companies in the UK, providing a platform of experience England and Scotland, combined with new country entrances in Holland and Italy.”

Skytanking’s growth continues to be strengthened by its acquisitions, particularly Airbase GSE and Airworld Handling. These acquisitions have further expanded the company’s operational capabilities and market presence in Europe.

The purchase of Airbase GSE improves ground handling services and operational efficiency at key airports by providing air cargo unit load device (ULD) repair and logistics services, as well as cabin repair and maintenance services at London Heathrow Airport (UK) and Frankfurt Airport (Germany).

Airworld Handling, meanwhile, is a cargo and mail handler with a complementary border inspection post (BIP) business operating at

London Heathrow Airport.

Both acquisitions signify Skytanking’s entrance into border and cargo security and ULD management, as they bring valuable expertise and connections that align with the company’s goals of expanding its service offerings and geographical range.

“As a PrimeFlight company, Skytanking is able to benefit from a network of subsidiaries with global reach and vast operational knowledge in almost every facet of aviation support. Skytanking also has Engineering and Technical Services departments that provide clients with fuel-specific professional assistance, even if we are not currently present in that particular country.

“We have always had a strong presence in Germany, Austria, Switzerland, Belgium, Luxembourg, and South Africa, but in recent years, we have been successful in expanding organically and inorganically in Australia and are excited to continue

to build strong relations in the Middle East and Asia,” Powell concludes.

As the aviation industry advances, it presents a plethora of opportunities for growth, innovation, and enhanced service delivery, all contributing to a more interconnected world, and together, PrimeFlight and Skytanking is poised to be a key component of this evolution.

PHOTO © SKYTANKING HOLDING GMBH - JOEL MICAH MILLER FOTOGRAFIE

Tel: +49 40 513045-0 info@skytanking.com

www.skytanking.com

Africa Outlook Issue 113 | 89

90 | Africa Outlook Issue 113

SIERRA RUTILE MINING

WO R L D - C L A S S RUTILE

PRODUCER H

ave you ever wondered where the ingredients in your toothpaste, sunscreen, and makeup come from? Or where the pigments found in paints, inks, or clothing originate? Many would be surprised to discover that these everyday items are heavily reliant on rutile – an oxide mineral found in deep red crystals.

Sierra Rutile, a global leader in natural rutile production, mines the crucially important mineral from its site in southwestern Sierra Leone.

The company boasts an established operating history of over 50 years and supplies approximately 20 percent of the world’s natural rutile.

The industry titan extracts titanium feedstock minerals, namely rutile alongside ilmenite and zircon, which contain high-grade titanium dioxide (TiO2) – a critical mineral heavily relied upon across the world.

Sierra Rutile’s principal activities revolve around a multi-deposit mineral sand mining operation located in the small West African

A leading international mineral sands producer renowned for its cutting-edge operations, Sierra Rutile is the world’s largest producer of natural rutile. Lima Sufian-Kargbo, CEO, tells us more about the company’s vast experience and plans for a successful, sustainable, and supportive future Writer: Lauren Kania Project Manager: Thomas Arnold

nation. It then ships standard-grade rutile (SGR) products directly to major customers globally and stores industrial-grade rutile (IGR) at its warehouse in Amsterdam to sell to welding customers.

With a client base that spans North America, Europe, and Asia, Sierra Rutile serves a plethora of industries ranging from chemicals and aerospace to welding and pigments, all of which are dependent upon the company’s products.

“We’ve proudly been in operation for over five decades, and with around 1,500 employees, Sierra Rutile is one of the country’s largest private sector employers. We are deeply committed to local economic empowerment and community development,” introduces Lima Sufian-Kargbo, CEO. Currently, the mining operation is positioned to significantly extend its mine life and reduce the cost of operations with the Sembehun development – one of the largest highgrade natural rutile deposits in the world.

Africa Outlook Issue 113 | 91

SIERRA RUTILE MINING

AFRICA OUTLOOK: WHAT ARE SIERRA RUTILE’S KEY PRIORITIES FOR 2025?

LIMA SUFIAN-KARGBO, CEO: “The company’s main objective this year is to become profitable, which will put us in a stronger position for the long-term development of Sembehun.

“This will be achieved through cost efficiency in our operations, power supply improvements, people and cultural effectiveness, stakeholder relations improvements, prioritising safety, mining responsibly, and preserving the environment for future generations.

“Every aspect of how we operate and conduct our business will be scrutinised to find efficiencies and improvements.”

If the proposed project proceeds, it will have a 15-year mine life based on the definitive feasibility study (DFS) completed in 2024.

“At the heart of our operations lies Area 1, a flagship mining and mineral processing hub showcasing not only four wet concentrator plants but also a mineral separation plant continuously being upgraded to improve mineral recovery,” details Sufian-Kargbo.

“We also have other associated infrastructure, such as our dedicated Nitti River Port Terminal.”

THE IMPORTANCE OF RUTILE Although not one of the most commonly recognised minerals, rutile serves as a crucial component to many products used across the globe on a daily basis.

Specifically, rutile is the highestgrade naturally occurring TiO2 feedstock used in the manufacture of pigment found in paints, laminates, plastic pipes and packaging, inks, clothing, sunscreen, toothpaste, and the cosmetic industry. The mineral 92 | Africa Outlook Issue 113

is sized and processed to create a bright white powder that serves as the main source of white colouring in everyday products.

It is also prized as a welding electrode alongside being used to manufacture titanium metal, which has the highest strength-to-weight ratio of all commercial metals and is found across a diverse range of applications, such as aeronautics, medical implants, defence, and sporting goods.

As a whitening agent, light reflector, and provider of ultraviolet (UV) and chemical resistance, TiO2 offers unparalleled performance durability, and as a result, has become an indispensable resource for industries that require highquality, long-lasting products.

In addition to being used as a pigment, the mineral can be manufactured to create titanium – a chemically resistant metal with a high melting point and low conductivity. These exceptional qualities make it an ideal choice in industries where weight is crucial,

such as aerospace.

Implementing titanium in aeroplanes helps lessen fuel consumption, resulting in improved efficiency and cost-effectiveness.

Equally, rutile plays a pivotal role as an element in welding electrodes by ensuring their ease of use and effectiveness in the construction, manufacturing, and shipbuilding industries. Rutile in welding electrodes increases the safety, durability, and strength of steel joining and remains a primary component in the production of safe, reliable, and long-lasting welds.

Natural rutile has many benefits as it is the cleanest and most pure form of TiO2 and considered a superior titanium product with environmental benefits and high purity.

The latter stems from the low amount of contaminants found in the product, making it a preferred feedstock for producing high-quality chloride pigment and titanium metal.

Natural rutile has a reduced environmental footprint as less ore is required and less waste is generated

SIERRA RUTILE MINING

in landfill and waste treatment, in addition to the product’s lower transformation energy and carbon consumption.

THE TRANSFORMATIVE MINING INDUSTRY With over 25 years working in civil engineering and project management across Europe and Africa, SufianKargbo is a chartered engineer whose journey began in infrastructure, working on major rail and road projects in the UK. “As a project manager, delivering the €350 million Makeni Ethanol and Power Project in Sierra Leone was what steered me into the energy

sector and expanded my perspective on large-scale industrial projects in Africa,” he specifies.

Prior to Sierra Rutile, SufianKargbo led Centurion Engineering as Managing Director. There, he gained valuable experience in managing an outfit in the tough business environment of Sierra Leone, where there is a dearth of supporting industries and industrial operations over-reliant on the importation of critical components.

Equally, risk management, governance, and compliance can be challenging with constantly changing requirements and legislation.

“Transitioning into the mining

industry felt like a natural progression, allowing me to bring my expertise in project delivery and infrastructure development into the world of resource extraction.

Today, my focus remains on fostering growth and innovation,” he details.

Currently, Sufian-Kargbo views the industry as an exciting space to be involved in.

“From my experience at the 2025 Investing in African Mining Indaba, it’s clear the sector is evolving quickly, making way for innovation, collaboration, and investment opportunities across the value chain.”

Africa Outlook Issue 113 | 93

Q&A with Mano Mining

Briefly introduce us to Mano Mining?

Mano Mining & Logistics Limited (Mano Mining) is a Sierra Leonean owned multidisciplinary company with a focus on engineering, infrastructure, construction, geotechnical surveys, mining, procurement, logistics, and project management related services.

The company was incorporated in Sierra Leone as a private company by Liability on the 1st of July 2022. The founding members, who are Sierra Leoneans take pride in the experience they have gained in working with both public and private sector companies.

Mano Mining was, in May 2023, awarded a contract at Sierra Rutile Limited for the provision of mining services at Lanti – Gbeni.

Sierra Rutile Limited is the country’s largest mining operation with an established operating history of more than 50 years in Sierra Leone.

At its mining operations at Sierra Rutile, Mano Mining currently employs 350 staff members of which 98 percent of the workforce are Sierra Leoneans headed by a full complement of Sierra Leonean senior management team.

What are some of the ongoing or recent projects that you are most interested in showcasing?

Mano Mining is currently implementing a 3-year mining services contract at Sierra Rutile Limited. The contract was awarded in May 2023, and operations are still ongoing.

What, for you, differentiates your business from the competition?

With combined experience of more than 70 years within the mining, energy, and construction industry, the founding members possess an excellent track record of achievement with which Mano Mining can assure its clients a competitive advantage.

Through provision of a complete mining solution, integrated engineering, construction, procurement, and logistics related services, Mano Mining assures its customers of adherence to the highest safety standards.

Mano Mining is a committed company with a very strong adherence to sound principles of corporate governance which positively supports the effective functioning of its operation and therefore their clients are assured of accountability, transparency, and integrity for both internal and external stakeholders.

Could you tell us about some of the major challenges faced within the industry and the business itself and then detail how these have been overcome?

The rutile mining industry, which primarily extracts titanium dioxide for use in pigments, welding rods, and other industrial applications, faces several major challenges. Whilst Mano Mining is not directly involved in the processing of the rutile final product, it’s operations could be impacted by these challenges as the company is one of the leading contractors at Sierra Rutile Limited, engaged in ore mining.

Below are the major challenges based on current trends and insights: • Environmental Impact and Regulation – Rutile mining, often done through open pit as in the case of Sierra Rutile Limited, can lead to deforestation, soil erosion, and water contamination. In order to overcome this challenge, Sierra Rutile Limited operates under strict environmental regulations, being monitored by Sierra Leone’s Environmental Protection Agency. Over the years, Sierra Rutile Limited has invested heavily in mitigation measures, such as rehabilitation of mined land and water management systems.

• Resources Depletion and Accessibility – High-grade rutile deposits are becoming harder to find, pushing companies to explore remote locations. Mano Mining through its client Sierra Rutile Limited is also facing these challenges. As the resources within the current mining areas continue to deplete, we have had to mine remnant mining blocks which leads to high extracting costs. In order to address this challenge, Sierra Rutile Limited, which is holding one of the world’s largest and highest quality known natural rutile deposits, is working on the development of the Sembehun Project. This project presents an attractive development opportunity with a longer life of mine, good grades, contagious deposits, and additional exploration potential that can all leverage on the current infrastructure investment.

• Labour and Community Issues – Mining operations often face resistance from local communities over land use, displacement, or environmental concerns. Mano Mining, working under the Sierra Rutile Limited framework has overcome this by securing a “social licence to operate”. This has been achieved through negotiations, compensation, and community development programmes.

Over the years, Mano Mining has provided food aid to communities within its operational areas, employment of youths to work at the mines, and has embarked on a series of human capital development projects such as the Community Youth Apprenticeship Programme.

What are your major future ambitions going forward and how will these goals be achieved?

The future ambition going forward is to be a world-class mining company, to grow and expand beyond the boundaries of Sierra Leone. To achieve this, we will continue to effectively deliver on current mining contracts which will enable us to build a long-term relationship with clients.

At Mano Mining, we believe that our employees are our greatest assets and have a significant role to play in our future ambitions. To attract and retain talent, we have robust training programmes where we train our operators on effective equipment usage, ensuring safety whilst maximising on production.

In our drive to maintain a competent workforce, we also launched the Community Youth Apprenticeship Programme, where we set out to train 100 young people within our operational areas. Once the participants in the programme complete the training, they are put in a talent pool from which future recruitment will be done. This bridges the labour shortage and puts us on track to achieve our future ambitions.

Could you tell us more about any environmental initiatives that you have in place?

Our environmental management initiative is a structured framework designed to minimise and mitigate the environmental impacts of our mining operations while ensuring compliance with regulatory requirements and promoting sustainability. Our environment management strategies entail the following: • Water Management – protect water quality by ensuring that we install sedimentation ponds and filtration systems to manage runoff from the mining activities.

• Air Quality and Emissions – reduce dust using water sprays for dust suppression.

• Waste Management – minimise and safely dispose of mining waste through the segregation and recycle of non-hazardous materials.

• Biodiversity Protection – preserve local ecosystems and wildlife through supporting our client’s implementation measures to restore vegetation, support local biodiversity and reclamation of disturbed land.

• Community and Social Impact – addressing community concerns and enhance local benefits through the training of local workers in environmental stewardship roles.

What are you most proud of in relation to the company overall?

We are proud to be the first Sierra Leonean owned mining company to be awarded such a contract at Sierra Rutile Limited, after more than 50 years of operating. We are also incredibly proud that we have been able to deliver for our clients, supporting them to maximise production whilst maintaining a safe operation.

What does the next 12 months look like for the business?

Our focus over the next 12 months will be on cost control and operational efficiency, ensuring that we achieve the production targets set by clients whilst we maintain high safety standards. +232 99 00 0100 +232 79293949 Info@manomining.com www.manomining.com

SIERRA RUTILE MINING

“A S W E L O O K A H E A D , O U R D E D I C AT I O N T O I N N O VAT I O N , E N V I R O N M E N TA L S T E WA R D S H I P, A N D R E S P O N S I B L E G R OW T H W I L L CO N T I N U E TO D R I V E T H E FUTURE OF SIERRA RUTILE” – LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE

The industry as a whole is pushing towards sustainability and environmental, social, and governance (ESG) compliance, with a growing demand for critical minerals as the world shifts towards cleaner energy sources.

This offers new opportunities for operators like Sierra Rutile, who has a portfolio of untapped resources to meet the demand.

However, as expected, there are challenges facing the sector, such as rising costs, regulatory changes, and geopolitical instability.

“The mining industry is in a transformative phase, and it’s a pivotal time to be a part of it. There’s a lot of

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potential to make a real difference, not just in business, but in how we approach mining in a responsible, sustainable, and inclusive way,” insights Sufian-Kargbo.

THE ROAD TO LOCAL OWNERSHIP Sierra Rutile works to distinguish itself in a variety of ways. What serves to set it apart in the mineral sands industry is not only its focus on being a leading producer of high-quality rutile, ilmenite, and zircon, but the manner in which it is able to do so.

The company operates in Sierra Leone, where it has access to some

of the world’s highest-grade deposits located in some of the most remote and deprived regions of the country.

“We don’t take our location for granted. We’ve worked hard to integrate sustainability into every part of our operations, from minimising environmental impacts to being deeply commited to in the communities where we operate, investing in areas such as education, healthcare, infrastructure, and livelihood support,” impassions Sufian-Kargbo.

“It’s about making a positive impact that lasts long after our mining activities have ceased.”

Equally, the company prioritises the safety, well-being, and long-term development of its workforce to ensure it continues to be competitive and maintains a market-leading position.

In short, Sierra Rutile’s commitment to sustainable practices, investment in local communities, and track record of operational excellence truly differentiate it within the industry.

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or the past nine years, A. Yazbeck & Sons Limited (AYS) has proudly served as a trusted partner to Sierra Rutile, delivering dependable machine maintenance and rental services. Despite operating in a challenging environment, including the global logistical disruptions caused by the COVID-19 pandemic, we have consistently achieved over 85% equipment availability.

This accomplishment underscores our commitment to supporting SRL in meeting its operational objectives with minimal downtime and maximum efficiency.

Our success is rooted in the strong relationships we maintain with our esteemed principals, Volvo Construction Equipment, Mercedes-Benz, Dressta, Mitsubishi, Wolf Oil, HBM-NOBAS, Magni, and Beta Tools.

By representing these globally recognised brands, we bring cutting-edge technology, high-quality products, and unparalleled technical expertise to our clients. These collaborations have played a pivotal role in ensuring the efficiency, reliability, and durability of the equipment we provide, empowering SRL to operate seamlessly and deliver exceptional results in a demanding industry.

At AYS, we place a strong emphasis on safety, workforce development, and local content inclusion.

Our impeccable safety record reflects our unwavering commitment to maintaining a secure and hazard-free working environment for our employees, partners, and clients. We believe that safety is not just a priority but a core value embedded in every aspect of our operations.

Additionally, we are passionate about developing local talent and engaging with local suppliers. Through the use of advanced simulators, we provide operators at SRL with state-of-the-art training to enhance their technical skills, promote safe operations, and improve equipment productivity. This approach not only fosters a highly capable workforce but also contributes to the socioeconomic growth of the communities we serve.

As we look to the future, AYS remains steadfast in its commitment to upholding the highest standards of service, safety, and operational excellence. We are proud of the trust placed in us by our clients and partners and will continue to go above and beyond to deliver solutions that drive success, innovation, and sustainable progress.

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SIERRA RUTILE MINING

Just as important to the company’s journey is being locally owned.

In a truly historic moment for both operator and nation, Leonoil Company – a Sierra Leonean-owned organisation with a strong presence in the country’s petroleum sector – acquired Sierra Rutile in October 2024 through an off-market takeover of its parent company, Sierra Rutile Holdings Limited, on the Australian Stock Exchange (ASX).

“For over five decades, Sierra Rutile had been owned by foreign investors, but this acquisition marked a monumental shift, putting us firmly in local hands,” expands Sufian-Kargbo.

This change represents a major leap forward and offers the company the opportunity to ensure that the people of Sierra Leone are the primary beneficiaries of its mineral resources.

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THE COMPANY IS AN ESTABLISHED GLOBAL SUPPLIER OF A RANGE OF HIGH-QUALITY PRODUCTS, INCLUDING: SGR – Considered an industry-leading, high-quality product consumed primarily in manufacturing TiO2 pigment and titanium sponge, SGR accounts for 85 to 90 percent of the company’s annual rutile production.

IGR – Well-suited to high-quality flux core wire applications due to its excellent packing density and low contaminant level, IGR trades at a premium compared to competing rutile products.

High-grade chlorine ilmenite – Suitable for direct chlorination into TiO2 pigment and transformation into titanium slag.

Zircon in concentrate – A by-product steam typically containing 20 to 25 percent zircon as well as other heavy materials. Zircon is extracted and consumed in applications such as ceramic tiles, sanitary ware, foundry coatings, refractories, and the chemical industry.

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SIERRA RUTILE MINING

“ T H E S E M B E H U N E X PA N S I O N P R O J E C T I S A GAME-CHANGER FOR SIERRA RUTILE, B E I N G O N E O F T H E M O S T I N T E R N AT I O N A L LY S I G N I F I C A N T A N D H I G H - Q U A L I T Y N AT U R A L R U T I L E D E P O S I T S L O C AT E D J U S T 3 0 KILOMETRES FROM OUR EXISTING AREA 1 O P E R AT I O N S ” – LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE

It also positions the country as an even more attractive destination for private investment in mining and other sectors.

“For us at Sierra Rutile, this means greater control over our future endeavours and the strategic direction of the company, with decisions being made closer to home and a renewed focus on creating longterm value,” states Sufian-Kargbo.

MAKING SEMBEHUN OPERATIONAL Currently, Sierra Rutile’s medium to long-term vision is to operationalise its rutile mine, Sembehun, by 2028.

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Thus, the company’s strategic objective is to extend the life of its current mining area – Area 1 – and operate it profitably through costefficiency measures, ensuring it can continue to meet global rutile requirements ahead of Sembehun coming online.

This will be key to securing the mining operator’s position as one of the world’s most established producers of natural rutile and maintaining a supportive off-take environment with its international customers.

“The Sembehun Expansion Project is a game-changer for Sierra Rutile, being one of the most internationally

significant and high-quality natural rutile deposits located just 30 kilometres from our existing Area 1 operations,” explains Sufian-Kargbo.

With its exceptional scale and grade, Sembehun offers the potential to substantially reduce the company’s production costs and generate attractive returns.

Insights from the Sembehun DFS, completed in April 2024, highlight the strategic value of the deposit, with an anticipated production of 175,000 tonnes per annum of rutile between 2028 and 2038, which will be critical in addressing the imminent supply gap of natural rutile in global markets.

The project will ultimately leverage the existing Area 1 infrastructure, including processing facilities and transport networks, ensuring a smooth and cost-effective transition to steady-state operations at Sembehun.

“This development will extend our mine life, further cementing Sierra Rutile’s position as a global leader in rutile production and playing a pivotal role in industries that rely on highquality titanium feedstock,” he notes.

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SIERRA RUTILE MINING

ALL ABOUT SIERRA LEONE • Sierra Leone’s name stems from the Lion Monument near the capital city of Freetown.

• It is a tropical country on the West African coast bordered by Liberia, Guinea, and the Atlantic Ocean.

• The country’s landscape offers a flat coastal belt, with the east covered by hills and mountains.

• Sierra Leone has a population of approximately seven million.

• Spoken languages consist of English, Krio, and a range of West African languages, predominantly Mende and Temne.

• For the past two decades, Sierra Leone has operated as a stable democracy, achieving moderate annual economic growth.

• Agriculture and mining are key contributors to the country’s exports, GDP, and employment.

• The nation is an established mining jurisdiction with a long history of mining and an existing regulatory framework.

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UPLIFTING SIERRA LEONE Local procurement and relationships with suppliers, businesses, and contractors are a top priority for Sierra Rutile.

“We’re focused on empowering Sierra Leonean businesses as we see them as essential to the success of our operations and long-term growth of the local economy,” divulges Sufian-Kargbo.

Through initiatives such as its ‘Bridging the Gap and Empowering Local Businesses’ workshops, the company has had the chance to engage directly with local contractors and suppliers, fostering collaboration and addressing challenges together.

Sierra Rutile spends approximately 65 percent of its procurement budget with local companies and proactively formulates strategies to increase opportunities for them within its supply chain.

“These partnerships are central to what we do by ensuring local businesses grow with us and that we create a positive and lasting impact on the economy,” details Sufian-Kargbo.

“It’s all about building a sustainable, mutually beneficial relationship where everyone wins.”

In parallel to its procurement initiatives, Sierra Rutile emphasises local content within its workforce, with 97 percent of employees being Sierra Leonean citizens – nearly half of whom are from the communities surrounding the company’s mine.

The mining operator believes in creating a diverse and inclusive work environment where everyone has equal opportunities to thrive.

For instance, gender equality is integral to the company’s operations and taken very seriously. Sierra Rutile has, therefore, established a gender task force to drive diversity and inclusion, with a focus on ensuring women have equal opportunities to be part of all operational aspects and at the forefront of key decision-making.

“This is not just about ticking boxes or meeting quotas – it’s about creating an environment where both men and women can contribute, grow, and succeed in our business equally,” insights Sufian-Kargbo.

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SIERRA RUTILE MINING

“ T H E M I N I N G I N D U S T R Y I S I N A T R A N S F O R M AT I V E P H A S E , A N D I T ’ S A P I V O TA L T I M E T O B E A P A R T O F I T. T H E R E ’ S A L O T O F P OT E N T I A L TO M A K E A R E A L D I F F E R E N C E , N OT J U ST I N B U S I N E SS , B U T I N H OW W E A P P R OAC H M I N I N G I N A R E S P O N S I B L E , S U S TA I N A B L E , A N D I N C L U S I V E WAY ” – LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE

“Ultimately, promoting local content and gender equality helps us build a stronger, more diverse local workforce, and that is key to our longterm success.”

SUPPORTING LOCAL COMMUNITIES As demonstrated, Sierra Rutile considers engaging with local communities in a structured and inclusive manner as an important responsibility.

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The company is proud of its long-standing association with its communities and makes a significant contribution to the neighbouring people through wages, local sourcing and supplies, social investment, and numerous other commitments.

It aims to enable community growth with lasting positive contributions to the nation, having impacts that will prove fruitful long after the company exits operations.

“The focus of our ESG initiatives is to entrench responsible and sustainable practices in every aspect of our mining operations and continue to play a key role in Sierra Leone’s development through job creation, community development, local content promotion, and paying the taxes and royalties that support the economy,” voices Sufian-Kargbo.

“Pivotal to this will be improving the lives of our host communities through investments in education, healthcare, infrastructure, and livelihoods.”

SIERRA RUTILE MINING

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SIERRA RUTILE MINING

SIERRA RUTILE’S SAFETY INITIATIVES The safety of all employees, contractors, and visitors is of the utmost importance to Sierra Rutile.

Committed to providing a safe environment for all, the company implements safety training, guidance, and initiatives.

These initiatives include: • Sierra Rutile’s Life Saving Commitments campaign.

• The Incident Causal Analysis Methodology (ICAM).

• Pre-start safety checks, driver training and competency assessments, and integrated traffic management plans.

• Investment in a health and safety management system.

• Mandatory risk assessments for all non-routine tasks.

• Fire response training for emergency responders.

• Fully integrated tailings management.

• Mandatory daily alcohol testing across all sites and shifts.

• Lifting, guarding, fatigue management, and hazard reporting procedures.

In 2021, Sierra Rutile partnered with the International Finance Corporation (IFC) on a community development programme to develop a range of social investment projects.

As a result of the social risk and impact assessments, four social investment focal points – livelihoods, health and well-being, education, and community building – were identified.

Furthermore, the company has been actively investing in primary healthcare since 2018, leveraging existing infrastructure to provide healthcare to employees and their dependents alongside emergency care to local community members.

The Sierra Rutile Clinic, which was established in the 1970s, is one of the best-equipped medical facilities in the country with a dedicated team of staff providing medical services to employees and their families.

The clinic’s initiatives and resources have allowed an effective early warning surveillance and intervention system to respond to outbreaks of infectious diseases.

Ultimately, the mining operator and its renowned clinic allow individuals to access well-equipped and advanced healthcare in an area where the impacts of a challenged medical system are pronounced, aptly displaying its contributions to the development of a healthy and vibrant community.

SIERRA RUTILE MINING

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Through our Ghanaian subsidiary, Mintech Resources LTD, we extend our engineering and technical support across Western and Central Africa, ensuring on-the-ground service, equipment integration, and operational optimisation for our clients.

A GREEN FUTURE Sierra Rutile is proudly committed to implementing effective ESG practices, as the company recognises it has a duty to regularly review its sustainability-related procedures and ensure it protects the environment long into the future.

The company actively complies with the Environmental Project Agency of Sierra Leone and makes sure its environmental management practices are aligned with and go beyond the country’s regulatory requirements.

“At the core of our operations is a focus on sustainability, ensuring we meet global market demands whilst creating shared value for all our stakeholders and leaving a positive and lasting impact on the communities in and around our concession area,” furthers Sufian-Kargbo.

Sierra Rutile upholds its commitment to minimising the

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environmental impact of its mining operations through relentless efforts to preserve wildlife and rehabilitate mined-out areas, having successfully exceeded its annual land rehabilitation targets in 2023 and 2024.

This progressive rehabilitation takes place during the operational phase of the mining life cycle in order to prevent or minimise adverse longterm environmental, physical, and socioeconomic impacts.

The mining operator has rehabilitated approximately 809 hectares of land since 2016, supported by the ongoing efforts of the nursery team. Equally, there is an annual rehabilitation plan published to showcase the company’s many environmental achievements.

“As we look ahead, our dedication to innovation, environmental stewardship, and responsible growth will continue to drive the future of Sierra Rutile,” concludes SufianKargbo.

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Africa Outlook Issue 113 | 109

THOR EXPLORATIONS MINING

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THE GOLD STA N DA R D IN MINING Advancing notable gold mining projects across Nigeria, Senegal and, more recently, Côte d’Ivoire, Thor Explorations is positioned for continued organic growth across West Africa. Segun Lawson, CEO, tells us more Writer: Lily Sawyer | Project Manager: Thomas Arnold

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THOR EXPLORATIONS MINING

A

s a relatively underexplored and prospective geological region with huge potential for mineral exploitation, West Africa continues to attract attention from mining companies across the globe.

Despite ongoing geopolitical issues causing some concern – particularly in Mali and Burkina Faso, for example, where investors have become more selective of the jurisdictions they enter – the region continues to see sustained success, particularly in gold mining.

As such, international investors are increasingly deploying capital to carry out exploration, purchase mines, and build infrastructure.

Toronto Stock Exchange (TSX)-listed gold producer, Thor Explorations (Thor), has particularly benefitted from West Africa’s burgeoning reputation as a mining hub.

“Our exploration portfolio in Nigeria covers approximately 1,300 square kilometres (sqkm) of prospective gold-bearing ground,” introduces Segun Lawson, CEO. A major part of the company’s extensive portfolio is its whollyowned flagship Segilola Gold Mine Project (Segilola) in Southwest Nigeria.

Operated by Thor’s subsidiary, Segilola Resources Operating Limited (SROL), it completed construction in Q2 2021 and achieved commercial production in Q1 the following year.

Approximately 85,000 ounces (oz) of gold per year has been produced

by Segilola, which is built on a total probable reserve of 517,800 oz of gold grading at 4.02 grams per tonne (g/t).

This makes the site Nigeria’s first and only large-scale commercial gold mine, employing over 1,700 staff.

In addition, Thor holds a 70 percent economic interest in the Douta Gold Project (Douta), an advanced gold exploration site in Southeast Senegal.

With a global resource of 1,780,000 oz of gold, the project has an 112 | Africa Outlook Issue 113

“ W E H AV E H E L P E D T O C A P A C I T Y- B U I L D B U S I N E S S E S A N D ENHANCE THE SKILLS REQUIRED IN THE MINING INDUSTRY – A N E W E M E R G I N G S E C T O R I N N I G E R I A” – S E G U N L AW S O N , C E O , T H O R E X P L O R AT I O N S

THOR EXPLORATIONS MINING

indicated resource of 874,900 oz at 1.3g/t and an inferred resource of 909,400 oz at 1.2g/t.

“Douta is currently being advanced by the company to be a preliminary feasibility study (PFS), and we aim to build this project as Thor’s second mine,” Lawson informs.

ONGOING EXPANSION Having recently expanded into Côte d’Ivoire, where it acquired three exploration licences, Thor is ideally positioned for continued success and expansion in West Africa.

Work has already begun on all three licences, which are located on the prospective Birimian greenstone belt, with the results of the initial explorations promising.

“We have set ourselves a target of achieving a maiden resource in at least one of these licences by the end of the year,” Lawson asserts.

Elsewhere in Côte d’Ivoire, the Guitry Project, which was fully acquired from Endeavor Mining, presents further opportunity for exploration.

Thor has also recently entered into joint venture (JV) partnerships with Goldridge Resources and the Mining Research and Exploitation Company (CAREM) on the Boundiali and Marahui licences, respectively.

“We have an opportunity to earn up to an 80 percent stake in both of the aforementioned licences,” he details.

Over in Southwest Nigeria, the company has also acquired a 600 sqkm land package of lithium tenure through its wholly owned subsidiary, Newstar Minerals Ltd (Newstar).

With Segilola projected to produce between 85,000 and 95,000 oz per year with an all-in sustaining cost of between USD$800 and USD$1,000 per oz, Thor’s mining potential only

continues to grow.

Further to this, having paid off all senior debt on the project, the company now boasts a de-leveraged balance sheet and is in position to reinvest its surplus capital into further exploration, with an ongoing priority to extend the life of the mine.

As such, strong cash flow has been a key factor in enabling Thor to scale up its exploration and has, in turn, contributed to the company’s reputation as the largest low-cost gold producer in Nigeria.

“In terms of sustaining this cash flow to maximise shareholder value, something we’re doing today is purchasing our own drilling rigs, which will enable us to drill with more flexibility and at a cheaper cost,” Lawson tells us.

As such, Thor is able to return money to its shareholders without forgoing the growth of the company – a key part of its business strategy.

AFRICA OUTLOOK: CAN YOU PROVIDE ANY EXAMPLES OF NOTABLE EMPLOYEE COMMITMENTS TO BOTH THE COMPANY AND ITS SURROUNDING COMMUNITIES? Segun Lawson, CEO: “I would like to give a special mention to our Environmental and Social Manager, Louise Porteus, who was recognised in the 2024 Women in Mining (WIM) UK’s 100 Global Inspirational Women in Mining list, highlighting her transformative contributions to the industry.

“Louise joined Thor eight years ago and her expertise was crucial in establishing Segilola in Nigeria, ensuring community benefits and environmental management were prioritised from the outset.

“This commitment to local empowerment is evident in her efforts to upskill over 11,000 community members through transparent development agreements.

“Her recognition by WIM underscores the impact of her work and dedication to sustainable practices in mining.”

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PLAN YOUR NEW PROJECT WITH US About us:

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Since our first incorporation, we have successfully completed over 20 drilling projects for our valued clients.

Deeprock was first incorporated in Ghana. Subsidiaries have since been established in Nigeria and Sierra Leone. And we are well on course to becoming the drilling company of choice in the subregion of West Africa.

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Our equipment comes from recognized manufacturers with commendable aftersales support. Our support team of engineers and mechanics ensures that the availability and utilization of our equipment are top-notch.

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“As a professional geologist, I have seen both worlds – being one who engages drilling companies and their services in the past and now offering those same services. I really understand both worlds, and this is a big plus for our clients, and at the same time, it gives us a competitive advantage over our competitors.”

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THOR EXPLORATIONS MINING

LEVERAGING LITHIUM Boasting favourable geological formations comprising granitic terrains known to host significant pegmatite deposits, Nigeria’s lithium potential is notable.

A primary source of spodumene and lepidolite, both of which are crucial lithium-bearing minerals, these vast deposits demonstrate the nation’s significant underexplored

lithium opportunities.

Thor’s Nigerian subsidiary, Newstar, has a large land holding in the southwestern region of the country, which covers a prospective northeastern trading zone, both known lithium-bearing pegmatite deposits, and a large unexplored prospective pegmatite-rich belt.

To capitalise on this resource-rich asset, Newstar has secured over 600

“ T H E C D A P R O C E S S WA S I N VA L U A B L E T O O U R P R O J E C T AS I T E N A B L E D U S TO AC H I E V E T H E S O C I A L L I C E N S E T O O P E R AT E ” – S E G U N L AW S O N , C E O , T H O R E X P L O R AT I O N S

sqkm of granted tenure in Nigeria from the Oyo State, Kwara State, and Ekiti State Lithium Project areas, which it plans to exploit through small-scale lithium mining.

COMMUNITY BENEFITS PROVIDED BY SROL More than a Thor subsidiary, SROL provides many benefits to the communities that surround it, including: • SROL-funded livelihood restoration projects amounting to USD$850,000 on fish and vegetable farms. This extends to the provision of improved seedlings to farmers who lost land, crops, or trees within the mine footprint, enabling them to re-establish a viable livelihood.

• CSR initiatives such as a medical outreach programme which provided health checks for over 1,000 local residents, 150 sets of reading glasses, and over 100 minor surgeries to improve quality of life.

• Over 98 percent of the company’s local employment base consists of Nigerian nationals, 21 percent of whom hail from host communities.

This includes four female truck drivers, who were trained over the past two years as part of SROL’s target to increase female employment from 8.5 percent in 2021 to 15 percent in 2025. As such, it received an environmental, social, and governance (ESG) award for its labour practices at the prestigious Mining Indaba conference in 2024.

• 37 positions for young people in the form of internships or National Youth Service Corps (NYSC) placements.

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THOR EXPLORATIONS MINING

“The Oyo State Project area is where we are currently focused.

Whilst we have slowed down lithium exploration as we await the arrival of exploration drilling rigs, we look forward to picking this back up once the rigs arrive,” Lawson shares.

Thor’s ongoing exploration work at Douta in Senegal, meanwhile, has allowed it to add significant scale to its operations.

Whilst the pre-feasibility workstreams are being finalised, the company is continuing to drill additional targets across all its prospects, including Makosa Tail, Sambara, and Mansa.

Thor is pleased to have drilled two discovery holes in Q1 2025 in the Douta-West licence on a new prospect, Baraka 3.

“We are excited to be drilling this prospect through to Q2 this year,” he confirms.

A LOCALISED SUPPLY CHAIN As a company that proudly procures 80 percent of its products from West Africa, it is important for Thor to utilise local and regional suppliers and partners.

“Last year, this meant we brought USD$24 million worth of procurement into the Nigerian economy,” Lawson elaborates.

Since its inception, the company has been on a mission to bring sustainable development and prosperity to the communities in which it operates.

This is backed by its core values, centring around accountability, integrity, trust, dignity, and respect.

Thor’s relationship with its suppliers has evolved over time and since expanded to include a variety of services.

For example, the company has provided mechanical engineering support, engaged a local waste contractor and regional logistics businesses to regularly deliver supplies, and partnered with local construction companies for camp accommodation expansion.

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THOR EXPLORATIONS MINING

“In this sense, we have helped to capacity-build businesses and enhance the skills required in the mining industry – a new emerging sector in Nigeria,” he reflects.

Furthermore, the onset of the COVID-19 pandemic reinforced Thor’s need to leverage domestic supply chains as international shipping and logistics were significantly disrupted.

“For this reason, local supply chains became vital in ensuring our key supplies, equipment, and spare parts were in easier reach.”

SOCIALLY RESPONSIBLE Equally important to Thor are its corporate social responsibility (CSR) and community development activities.

As such, SROL has engaged with the three host communities around its Segilola mine site from the outset and signed community development agreements (CDAs) with each of them.

“The CDA process took 18 months of built-up knowledge, trust, and a good working relationship with the community leaders in each village,” Lawson outlines.

In this way, Nigeria is ahead of the curve in West Africa in terms of requiring CDAs from mining companies to improve transparency between businesses and communities.

The final CDAs have established benefits based on community suggestions, including 26 scholarships granted annually to keep vulnerable children in school, 45 local women to receive equipment and training yearly to improve their livelihoods, and a minimum of 20 percent of employment being provided by the three host communities.

Furthermore, 30 youth shorttraining programmes were completed in 2024, including carpentry, phone repair, fashion design, and truck driving courses.

In addition, the maintenance of nine boreholes (three in each host community) is being implemented using 120 | Africa Outlook Issue 113

“ O U R E X P L O R AT I O N P O R T F O L I O I N N I G E R I A C O V E R S A P P R O X I M AT E LY 1 , 3 0 0 S Q K M O F PROSPECTIVE GOLD-BEARING GROUND” – S E G U N L AW S O N , C E O , T H O R E X P L O R AT I O N S

local contractors, whilst provision of a 33-kilovolt transformer and 30 pylons will be installed to improve the local community’s energy supply.

“The CDA process was invaluable to our project as it enabled us to achieve the social license to operate,” he prides.

THE FUTURE IS GOLDEN Looking to 2025, exploration will continue for Thor across its entire portfolio, including its drilling programmes in Nigeria, Senegal, and Côte d’Ivoire.

Having taken a long-term view of the former, the company’s priority here is to further extend the life of mine at Segilola through exploration.

“With our first mover advantage and extensive human resource capability in the country, we are also in a position to assess additional opportunities outside Segilola,” Lawson asserts.

In Senegal and Côte d’Ivoire,meanwhile, Thor looks forwards to achieving the milestones it has in place, such as the PFS in the former and maiden resource exploration in the latter.

In short, the company seeks to continue its organic growth through exploration and mine life extension.

Thor’s ongoing expansion is ultimately underpinned and supported by strong cash flow from the Segilola mine, particularly given the current high prices of gold in the industry.

“We will continue to focus on being disciplined with our costs and look forward to building Douta, which will position us as a multi-mine, mid-tier gold producer,” Lawson confidently concludes.

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DIAMONDS I N T H E S KY Uniquely located at an altitude of over 3,000 metres, Letšeng Diamonds is in the business of mining, producing, and selling rough diamonds.

CEO, Motooane Thinyane, updates us on the mine’s latest developments from the highlands of Lesotho, including its transition to an owneroperator model Writer: Jack Salter | Project Manager: Thomas Arnold

122 | Africa Outlook Issue 113

LETŠENG DIAMONDS MINING

O

wned by Gem Diamonds (70 percent) and the Government of Lesotho (30 percent), Letšeng Diamonds (Letšeng) is renowned for its unique position as a mine that produces the highest average US dollar per carat value from its diamonds, albeit at the lowest grade.

Most of the mine’s revenue is derived from large diamonds (10.8+ carats), which conversely constitute less than 20 percent of the total volume of production.

Letšeng’s CEO, Motooane Thinyane, who we previously interviewed in 2023, notes that the diamond mining industry is going through similar changes to what is currently being experienced internationally.

“Mining operations continue to face pressure from a general downturn in the industry due to macroeconomic factors,” he tells us.

“Most notably, of the four operational mines in Lesotho, one went into care and maintenance in October 2024 whilst the remaining three continue to operate marginally.”

There is also pressure on the natural diamond mining industry as a result of lab-grown diamonds, which impact the former’s contribution to communities in terms of job creation, infrastructure development, education and training, social and environmental support, and economic growth.

As such, the industry is making concerted efforts to highlight the inherent value of natural diamonds as a finite commodity and the significant contributions producers make to the communities and economies in which they operate.

“In the case of Lesotho, Letšeng produces diamonds in a sustainable and economic manner that enables it to continue to make significant contributions via employment, focused community projects, local procurement, and government taxes, royalties, and dividends,” Thinyane states.

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LETŠENG DIAMONDS MINING

OWNER-OPERATOR TRANSITION One major development since we last featured Letšeng is that the mine is now an owner-operator.

Indeed, its load and haul mining operations went into owneroperator arrangements in November 2023, whereby Letšeng reached an agreement with the previous contractor for the insourcing of mining activities.

Under this agreement, Letšeng acquired the mining equipment and absorbed the contractor’s employees in line with operational requirements.

“This transition enabled us to continue seamlessly with mining activities and created the opportunity to implement further operational changes to improve efficiencies and reduce costs,” Thinyane explains.

Regarding its processing operations, Letšeng then transitioned into an owner-operator model a year later in November 2024.

It followed a lengthy review and careful consideration as part of a drive to improve efficiencies and reduce costs, better positioning itself for longer-term sustainability.

“There remain further opportunities to transition to an owner-operator model in other aspects of our operations,” reveals Thinyane.

Alongside this transition, Letšeng’s ore and waste profile has changed over the last couple of years, resulting in leaner, more efficient processes.

The mine’s deepening ore pits and tougher economic circumstances forced a complete review of the conventional mine plans.

“Our focus has been on reducing the stripping burden whilst still enabling safe access to ore at the required rates over the life of mine,” Thinyane informs.

To this end, a number of options were considered, ranging from steepening pit slopes to underground mining.

Many initiatives to reduce haulage distances and improve fleet

productivity have yielded a revised mining plan, with a much-reduced waste stripping ratio and better overall economics going forwards.

Meanwhile, Letšeng has successfully improved efficiency, increased productivity, and reduced costs in all areas of its mining operations.

These value-adding changes, together with a strong and positive workplace culture, have set the mine up to navigate the challenging conditions currently facing the diamond mining industry.

“We are specifically excited about the significant unit cost reduction that has been achieved whilst maintaining our carat production profile,” acclaims Thinyane.

Motooane Thinyane, CEO, and Ahmed Bin Sulayem, Chairman of the Kimberley Process (KP), during the visit to Letšeng offices

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LETŠENG’S APPROACH TO HSE The mine is committed to zero harm to people and property, minimising environmental impacts, and the continual improvement of its health, safety, and environment (HSE) management programme and efficient use of resources.

Letšeng’s approach to occupational health and safety is focused on the management of operational risk and change, legal compliance, sound management of corrective and preventative actions, and visible felt leadership.

“THERE REMAIN FURTHER OPPORTUNITIES T O T R A N S I T I O N T O A N O W N E R - O P E R AT O R M O D E L I N OT H E R AS P E C TS O F O U R O P E R AT I O N S ” – M O T O O A N E T H I N YA N E , C E O , L E T Š E N G D I A M O N D S

CSRI PROJECTS Another area that Thinyane updates us on is the progress of Letšeng’s corporate social responsibility and investment (CSRI) programme.

The mine’s approach to CSRI is to establish and maintain strong relationships with local communities, stakeholders, and the entire nation of Lesotho as part of its business strategy.

“Our CSRI programme is always engaging as it reflects one of our core values – to participate in and positively

contribute to the communities where we operate,” he prides.

In the period since we last spoke, the mine has embarked on and implemented a number of projects that continue to support community livelihoods.

This includes infrastructure projects designed to address access to decent roads, ablution facilities, and potable water supply for neighbouring communities, a symptom of the remote, mountainous area where Letšeng is located.

Africa Outlook Issue 113 | 125

“OUR CSRI PROGRAMME I S A LWAY S E N G A G I N G AS IT REFLECTS ONE OF O U R C O R E VA L U E S – T O P A R T I C I P AT E I N A N D P O S I T I V E LY C O N T R I B U T E TO T H E CO M M U N I T I E S W H E R E W E O P E R AT E ” – M O T O O A N E T H I N YA N E , C E O , L E T Š E N G DIAMONDS

“Rehabilitation of the gravel access road to the main A1 road down to some of the key neighbouring villages was completed after it was destroyed by heavy rain and flooding,” Thinyane confirms.

Water supply projects from natural springs have also been carried out, supplying the villages of Phuthalichaba and Maloraneng from the borehole, whilst a total of five classrooms have been constructed at Ntlholohetsane and Tšepong Primary Schools.

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Elsewhere, in the Mokhotlong district, Letšeng continues to support dairy and poultry projects aimed at creating alternatives to employment and improving livelihoods in communities.

“Farmers are supported in the areas where they already operate and excel by providing the required infrastructure, seed capital, and technical expertise to assist them with transitioning from subsistence to commercial farming,” outlines Thinyane.

“The farmers supply major operators in the Mokhotlong district, such as the Lesotho Highlands Development Authority and other mines. Currently, the two projects employ eight people on a permanent basis.”

Letšeng has also demonstrated care for the environment and wellbeing of communities affected by its mining operations with the successful introduction of a bioremediation facility, which significantly reduces nitrates from mine waste dump seepage.

LETŠENG DIAMONDS MINING

ELECTRONIC SORTING SERVICES

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What sets us apart is the exceptional value we offer through bespoke engineering and hands-on collaboration. Our success at Letseng Mine is a testament to this— working closely with the Letseng team, we combined decades of expertise to develop a solution that enhanced productivity and exceeded expectations.

Our offerings include: PLC, DCS, and SCADA control systems—design, manufacturing, supply, and commissioning Diamond sorting glove boxes with integrated automation Automated storage and retrieval systems Custom safes and secure storage solutions Canister transfer systems Partner with Fuse-A-Tron for cutting-edge automation that drives efficiency and performance.

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Africa Outlook Issue 113 | 127

LETŠENG DIAMONDS MINING

TALENT PIPELINE Moreover, Letšeng offers educational scholarships to Basotho students to study courses related to the development of Lesotho’s natural resources.

LETŠENG’S MISSION AND VISION MISSION – To maximise shareholder value and be a safe, sustainable producer of exceptional diamonds.

VISION – A world-class diamond company respected globally for optimising shareholder value through quality diamond processes, products, and social responsibility.

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Upon completion, they attend a compulsory internship at the mine that is also open to other students, however preferential employment is provided to those sponsored by Letšeng.

55 students have been awarded scholarships to date, of which 18 are now full-time employees at the mine, with some even occupying senior management positions.

Currently, Letšeng directly employs around 850 members of staff and a further 300 through contractors who will play a vital role in achieving the mine’s targets for 2025.

“We are continuing our focus on operational efficiency, streamlining workflows, reducing costs, building staff capacity, and further growing Letšeng’s safety, social, and environmental workplace culture across our operations,” Thinyane closes.

“On the marketing side, our parent company continues to look for the best opportunities to maximise the revenue realisable from the sale of the diamonds.”

Tel: +266 2222 1800 info@letseng.co.ls

www.letsengdiamonds.co.ls

LETŠENG DIAMONDS MINING

REDUCING THEFT-RELATED LOSSES OF PRECIOUS METALS TRANSMISSION X-RAY PEOPLE SCREENING TECHNOLOGY South African company Xscann produces full-body scanners that reduce the theft-related losses of precious metals.

• Repairing of tyres • Supplying all OTR branded tyres

Xscann has made a significant change to how mining companies operate by enforcing effective methods of safeguarding the invaluable minerals they produce.

• Supplying and repairing rims • Offering tyre consumables and accessories

Integrated configuration of body scanner solution: X-Ray Body scanner with dosimeter (1-n)

Remote Sentry / Viewer (1-n)

Unaccounted for, the potential loss of precious metals through employee theft should worry producers.

Remote Reviewer / Supervisor

XMS Server

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Cumulatively, it could lead to a considerable loss of revenue.

Xscann Technologies offer a sure-fire way for producers to mitigate this risk by employing its X-ray Full-Body scanning solution, which has excelled in different mining sites.

+27 11 608 1504 | www.xscann.com | LinkedIn: xscann charl@xscann.com | rudzani@xscann.com | axel@xcsann.com Our partners: www.smithsdetection.com | www.ceia.net

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STRIVING FOR WORLD-CLASS MAINTENANCE

Vision: Np Industrial Services strives to become a leading Lesotho based service provider of an intergrated set of world class maintenance and supply of quality materials and equipment.

Mission Statement: Np Industrial Services intends to create an enabling maintenance for clients through a process of consultation, condition monitoring, customer feedback and continuous maintenance improvement initiatives. At Np Industrial Services, We value our clients and understand that we need to be flexible and able to adapt to their needs.

Contact: (+266) 63000466 / 56714776 | np@induserv.co.ls | email.pnoosi@yahoo.com

Africa Outlook Issue 113 | 129

BRIGHTENING B OT SWA N A’ S

FUTURE

Producing some of the world’s most precious diamonds, Debswana Diamond Company’s four cutting-edge mine sites are key drivers of Botswana’s socioeconomic growth. Andrew Maatla Motsomi, CEO, delves deeper Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

130 | Africa Outlook Issue 113

DEBSWANA DIAMOND COMPANY MINING

A

t the helm of Africa’s flourishing diamond production, Botswana’s diamond mines are a key pillar of the industry’s success.

Equally owned in a joint venture between the Government of

Botswana and De Beers Group (De Beers) – a world-leading diamond conglomerate – Debswana Diamond Company (Debswana) is at the heart of the nation’s mining landscape.

“This highly prosperous publicprivate partnership (PPP) is often

hailed as one of the most successful in the world and has enabled us to become a leading diamond producer,” opens Andrew Maatla Motsomi, CEO. Established in 1969, Debswana’s journey over the last five decades has been characterised by both value and volume.

Africa Outlook Issue 113 | 131

DEBSWANA DIAMOND COMPANY MINING

Operating four major diamond mine sites across Botswana, the company has grown to become a cornerstone of the national economy, making substantial contributions to the country’s GDP, foreign exchange (ForEx) earnings, and government revenue.

Debswana’s economic impact extends far beyond its financial contributions as one of the largest private sector employers in Botswana, with a workforce comprising over

5,000 staff and 6,000 contractors. As such, it facilitates vital employment opportunities and supports numerous livelihoods.

In light of this, the company is deeply committed to mining safely, optimally, and responsibly, prioritising the well-being of its staff and surrounding communities whilst also ensuring its operations adhere to the highest safety standards.

As the backbone of Debswana’s success, it is also committed to

WHY DO YOU PRIORITISE STRONG SUPPLIER PARTNERSHIPS? Andrew Maatla Motsomi, CEO: “At Debswana, our supply chain operations are integral to our success, ensuring the seamless flow of goods and services to drive our mining activities.

“We prioritise partnerships with local suppliers to stimulate economic growth and create opportunities for businesses in Botswana. Our supplier relationships are built on collaboration, innovation, and accountability, adhering to the highest standards of quality and ethics.

“By fostering strong relationships with our partners and suppliers, we enhance operational efficiency and, as such, maintain a resilient and transparent supply chain.”

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empowering its workforce through continuous professional development, comprehensive training programmes, and career advancement opportunities.

“We are not only a leader in diamond production but also a key player in Botswana’s socioeconomic development, demonstrating a steadfast commitment to responsible mining and community upliftment,” Motsomi surmises.

FORWARD-THINKING OPERATIONS With four distinct mine sites, namely Letlhakane, Orapa, Damtshaa, and Jwaneng, the company’s portfolio has expanded exponentially and is only set to continue to flourish.

In fact, Debswana’s mining licenses were recently extended for an additional 25 years starting from 2029, allowing the company to maintain its critical role in transforming Botswana’s economy to become a middle-income nation.

“Our diamond mining activities have fuelled significant socioeconomic growth, contributing to national development through revenue generation, employment, and infrastructure,” Motsomi insights.

This is evidenced by the company’s Jwaneng underground project – a strategic initiative to ensure the continued operation of the mine beyond its Cut 9 pit, thus ensuring long-term sustainability and economic contributions to Botswana.

Divided into four phases, the early works phase was initiated in 2022 and involved implementing the preparatory infrastructure and safety measures to set the groundwork for subsequent phases.

The exploration access development phase then commenced in May last year at a cost of BWP13.6 billion and established sufficient underground access for diamond sampling and evaluation, preparing critical infrastructure for the next stage.

Phase 1 mining is set to develop underground mining infrastructure and commence production soon, whilst Phase 2 mining will focus on further underground development to extend Jwaneng’s life beyond 2033.

From a strategic perspective, the underground project has proven vital to the company’s prosperity, as the mine site contributes approximately 70 percent of Debswana’s total profits.

“Transitioning to underground mining ensures sustainable diamond extraction beyond the limitations of open-pit mining. Additionally, the project will maintain employment and shareholder returns, benefitting Botswana’s national development,” Motsomi attests.

ORAPA CUT 3 Debswana’s Orapa Cut 3 project aims to extend the life of the mine site to at least the mid-2050s, as well as deepen and widen the existing pit to

“ W E A R E N O T O N LY A L E A D E R I N D I A M O N D P R O D U C T I O N B U T A L S O A K E Y P L AY E R I N B O T S WA N A’ S S O C I O E C O N O M I C D E V E L O P M E N T, D E M O N S T R AT I N G A S T E A D FA S T C O M M I T M E N T T O R E S P O N S I B L E MINING AND COMMUNITY UPLIFTMENT” – A N D R E W M A AT L A M O T S O M I , C E O , D E B S WA N A D I A M O N D C O M P A N Y

allow access to additional diamondbearing ore.

The project involves several key phases, including a feasibility study that is currently underway and is set to prepare for commissioning this year, with waste stripping scheduled for 2028.

The mine’s first diamond sales are anticipated to commence in 2034 and expected to align with the projected depletion of existing orebodies.

The project will also see the upgrading of current facilities as well as the construction of new ones to

support increased production and ensure a smart, connected operation with enhanced safety and efficiency.

Alongside contributing significantly to the nation’s economy, the company strives to leverage the latest technological advancements and align with industry trends to optimise the project’s progress.

On top of this, Orapa is expected to create additional direct and indirect employment opportunities, benefitting the Boteti district – where the mine is situated – and its surrounding communities.

Africa Outlook Issue 113 | 133

DEBSWANA’S KEY MILESTONES The company’s history is marked by continual growth and a steadfast commitment to positively contributing to Botswana’s economy, as evidenced by key milestones: 1967 – AK1 discovered at the Orapa mine.

1969 – Incorporation of Debswana.

1971 – Official opening of Orapa mine.

1975 – Letlhakane mine site was established.

1982 – Debswana expanded its operations with the opening of Jwaneng, which has since become one of the richest diamond mines in the world.

1987 – Mining licences between the Government of Botswana and De Beers were renewed to maintain ongoing operations and advance Botswana’s diamond mines.

1992 – The company name was changed from De Beers Botswana Mining Company to Debswana.

2003 – Damtshaa diamond mine was opened, further strengthening the company’s portfolio.

2006 – Damtshaa mine doubles production.

2011 – The government and De Beers announced a new 10-year contract for sorting, valuing, and selling Debswana’s diamond production. As part of the agreement, De Beers transferred its London-based rough diamond sales activity to Botswana, transforming the country into a leading diamond trading hub.

2014 – Debswana celebrated its 45th anniversary.

2017 – Letlhakane Mine transitioned from open pit to a tailings treatment plant 2019 – Debswana celebrated its 50th anniversary, marking half a century of successful diamond mining operations.

2024 – The company celebrates 55 years of more than diamond mining.

2025 – The government and De Beers signed a landmark agreement, including a 10-year sales agreement for Debswana’s rough diamond production, with a potential five-year extension.

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“Both projects are vital for Debswana as they ensure longterm sustainability and economic contributions to Botswana, supporting employment and leveraging technological advancements for efficient and safe mining operations,” Motsomi highlights.

DEVOTED TO SUSTAINABILITY Environmental awareness is fundamental to Debswana’s operations and key to its long-term vision.

Indeed, sustainability is integrated into every facet of the business and central to its environmental, social, and governance (ESG) strategy.

“We are committed to advancing industry standards, enhancing transparency, environmental stewardship, and biodiversity, and improving the livelihoods of the communities where we operate as well as the entirety of Botswana,” Motsomi sets out.

From this perspective, Debswana’s priorities include minimising its environmental footprint, promoting social development, and ensuring robust governance practices.

By embedding sustainability into its business strategy and decisionmaking processes, the company aims to create long-term value for stakeholders and reach its environmental targets.

One such objective is to achieve carbon neutrality by 2030, which it

hopes to reach by reducing reliance on diesel, integrating renewable energy sources, and improving efficiency across its operations.

Additionally, Debswana is proudly piloting electric vehicles (EVs) at its mine sites and exploring the use of biofuels as a cleaner alternative to diesel.

Water conservation is another critical focus for the company, particularly given the scarcity of the resource in Botswana.

In light of this, Debswana has pledged to reduce its freshwater withdrawal by 50 percent by 2030, employing advanced methods such as Ultrasep technology and high-rate thickeners to optimise water recovery and recycling.

Debswana also repurposes any treated sewage effluent for irrigation and strives to improve water retention to minimise waste disposal costs.

“Our commitment to biodiversity is evident through our investment in game parks at the Orapa and Jwaneng mine sites, which serve as sanctuaries for wildlife and hubs for education, research, and community engagement.

“They also support a diverse range of species and contribute to ecological research and conservation efforts.”

UPLIFTING THE NATION Alongside its environmental commitments, Debswana is dedicated to making a meaningful contribution to the development of communities

DEBSWANA DIAMOND COMPANY MINING

around its mines and across the nation.

“Through various socioeconomic programmes, the company strives to enhance the quality of life for those living in operational areas, thereby making it brilliant for many,” smiles Motsomi.

Debswana’s community outreach programmes are designed to support and uplift host communities and ensure the benefits of its activities extend well beyond the life of the mines.

Indeed, the company invests in critical infrastructure such as building and maintaining roads, classroom blocks, and water supply systems to improve local living standards and support regional economic development.

Furthermore, Debswana’s corporate social investment (CSI) programme is implemented through its ESG framework, which seeks to minimise risks, manage impacts, and maximise socioeconomic benefits.

Debswana equally supports access to local healthcare, operating two Council for Health Service Accreditation of Southern Africa (COHSASA)-accredited hospitals at Jwaneng and Orapa, serving 200,000 patients annually.

“We were also one of the first

companies globally to introduce anti-retroviral therapy for employees and their families in 2001, significantly contributing to Botswana’s fight against HIV and AIDS,” Motsomi points out.

Nearly two decades later, during the COVID-19 pandemic, the company allocated BWP50 million towards community interventions, including the sourcing of personal protective equipment (PPE) for clinics, vaccination centres, and isolation facilities.

“These initiatives demonstrate our commitment to responsible mining and creating a legacy that extends far beyond the lifespan of the mines.”

FACILITATING CHANGE To effectively manage its social initiative activities, Debswana recently launched its Socioeconomic Development (SED) Strategy for 2024 to 2028, aimed at promoting sustainable and inclusive economic development in its host communities and across Botswana.

In particular, the strategy focuses on economic diversification by developing non-mining sectors such as agriculture, manufacturing, and tourism, which in turn contribute to job creation and local revenue generation.

The SED strategy also emphasises building strong partnerships with government, civil society, and the private sector to leverage resources and ensure participatory development.

Equally, it prioritises having a sustainable impact by implementing environmentally responsible mining practices and supporting the development of micro, small, and medium-sized enterprises (MSMEs).

“Through these efforts, Debswana aims to create resilient and thriving communities, ensuring that the benefits of mining extend well beyond the life of mines,” closes Motsomi.

As the company looks ahead to the coming year, its primary focus will remain on its strategic Jwaneng and Orapa expansion projects, which will prove crucial for extending the life of its mines and ensuring the longterm sustainability of shareholders and, more importantly, the people of Botswana.

Tel: +267 361 4200 CorporateAffairs@debswana.bw

www.debswana.com

Africa Outlook Issue 113 | 135

ENERGY PARTNERS ENERGY & UTILITIES

P OW E R E D

BY R E S U L

136 | Africa Outlook Issue 113

D LT S

Providing end-to-end energy services, state-of-the-art sustainability solutions, and a range of pivotal projects, Manie de Waal, CEO, explains how Energy Partners is at the heart of resolving South Africa’s energy challenges Writer: Lucy Pilgrim | Project Manager: Reegan Glade

Africa Outlook Issue 113 | 137

ENERGY PARTNERS ENERGY & UTILITIES

T

he energy industry in South Africa (SA) is historically a turbulent and complex landscape, characterised by socioeconomic and political difficulties.

This is exemplified by the South African energy crisis, which has resulted in an ongoing battle of nationwide power outages that have been a frequent challenge since 2007.

The crisis first emerged in 1998 after it was realised that the South African government and state-owned power generator Eskom had minimal power reserves, meaning the country would run out of energy in nine years if critical power development steps were not taken.

However, despite urgent requests to restructure Eskom’s electrical power generation, little action was taken and, as a result, the organisation’s limited energy supply was unable to keep up

with increasing national demand by the beginning of 2007.

Consequently, SA has suffered frequent energy shortages and regular periods of load shedding in an attempt to fairly balance the demand for electrical power across the country and gradually relieve the pressure on the primary producer. Yet, this solution still causes major power outage issues, having a considerable impact across the nation.

The crisis has further highlighted the major constraints of the South African electrical grid, which is still heavily reliant on burning fossil fuels and coal-based power generation.

Alongside grappling with a restricted energy supply, limited power infrastructure also means it is difficult for the country to integrate renewable energy sources, impeding SA’s rapid energy transition.

OVERCOMING OBSTACLES Despite these long-standing challenges, the South African energy industry continues to flourish, as it is the country’s largest economic generator and is transitioning to a more diversified range of energy resources, including renewables.

This notable shift is demonstrated

by SA’s evolving legislative environment and the Electricity Regulation Amendment Act, which is expected to revolutionise the energy landscape by introducing a multi-generator market with increased involvement from the private sector.

In light of this, SA hopes to achieve a more robust power supply that caters to the evolving demands of consumers whilst also paving the way for a fruitful energy transition in the future.

AFRICA OUTLOOK: COULD YOU PROVIDE AN INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE ENGINEERING, PROCUREMENT, AND CONSTRUCTION (EPC) SECTOR? Manie de Waal, CEO: “After completing my studies at Stellenbosch University in SA, I qualified as a chartered accountant in 1998 and then spent five years in Switzerland working in investment banking.

“In 2003, I returned to SA and became involved in several start-up ventures, which sparked my passion for building businesses from the ground up.

“It was clear by 2010 that energy was becoming a critical and fast-evolving sector with enormous potential, which is when I joined Energy Partners.

“Since then, I’ve been fortunate to lead the business through its transformation into one of SA’s most respected providers of integrated energy solutions.

“The energy space has always appealed to me because it sits at the intersection of engineering, finance, and sustainability – areas I’m deeply passionate about.”

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This is evidenced by a noticeable uptick in the energy storage market, which is expected to increase to ZAR14.5 billion by 2035, caused by a growing demand for renewable power generation.

“The country’s energy transition is being driven by an increased call for reliable and sustainable power solutions, the decentralisation of the energy supply, and favourable policy shifts aimed at encouraging private sector participation,” opens Manie de Waal, CEO of Energy Partners – one of SA’s leading energy providers.

Indeed, power companies across the nation must adopt a strategic and objective approach to identify and capitalise on the right opportunities whilst mitigating the widespread risks of this diverse landscape.

“Energy Partners navigates the industry by remaining focused on leveraging expertise, innovative investment structures, operational agility, and delivering efficient sustainable energy solutions that align

“OUR PURPOSE IS SIMPLE BUT AMBITIOUS – T O E N A B L E W O R L D - C L A S S O R G A N I S AT I O N S T O S U S TA I N A B E T T E R F U T U R E F O R A L L ” – M A N I E D E WA A L , C E O , E N E R G Y P A R T N E R S

to sustain a better future for all,” de Waal excites.

A major provider of integrated energy solutions, the company operates across five core divisions – power, refrigeration, steam, asset management, and sustainability.

In addition, Energy Partners owns and operates more than 85 energy assets across the nation, supported ALLEVIATING OPERATIONAL

by USD$150 million in pre-approved RISK Founded in 2009, Energy Partners funding facilities. was established in the early stages “We serve a client base that of the country’s electricity crisis and includes leading industrial and commercial companies in retail, agrihas therefore witnessed the industry’s evolution over the past 10+ years. processing, pharmaceuticals, food “Our purpose is simple but ambitious and beverage, and healthcare,” he outlines.

– to enable world-class organisations with SA’s evolving energy needs,” he insights.

As such, the evolution of the South African energy industry, and renewable power generation in particular, make for an undeniably exciting space, characterised by rapid change and growing investment opportunities.

Africa Outlook Issue 113 | 139

F

rom a bold vision in 2016 to a nationwide industry leader in water treatment, G-CHEM Aquacare has redefined innovation and sustainability in South Africa’s water technology sector. What started as a family-driven mission to revolutionise industrial water treatment has grown into a powerhouse of expertise, setting new benchmarks for quality, service, and results. With head offices in Gauteng and Cape Town and a national footprint, G-CHEM Aquacare is not just shaping the industry; it’s leading it.

“I believed from the outset that our goal was not only to deliver high-quality, results-driven water solutions but also to help our clients enhance efficiency and sustainability in their operations. We achieve this by investing in expert training, driving innovation across equipment and product development, and maintaining an unwavering commitment to delivering measurable results,” says Former CEO Toni Golding

Toni and Stephen Golding, along with their respective sons, Shaun and Robert, set out to create a business that would evolve from a family-founded company into a fully-fledged corporation. Their vision was to leverage their combined lifelong expertise and passion for the water treatment industry to build a company that delivers exceptional service and tangible results to its clients. Strategic acquisitions and carefully selected personnel hirings played a crucial role in the company’s success. Key milestones included the addition of Adrian Estcourt (Aquacare Boiler Specialist) in 2017, Andre van Staaden (CFO), and Kevin Naidoo, who joined as an Effluent specialist and now serves as Director.

By 2025, the company has achieved remarkable growth, expanding from zero clients in 2016 to over 100 employees, two ISO accredited factories, national reach, a blending and manufacturing company, and an equipment company. G-CHEM Aquacare is well positioned to deliver what we promise to our clients and to achieve our ambitious goals for the next decade.

From left, Toni Golding and Stephen Golding in one of the very first strategy meetings for G-CHEM Aquacare, 2016

“In 2024, we recognised the need for a new era of leadership and a stronger, more professional brand identity that could unify our expanding operations. The transition marked a shift from our entrepreneurial beginnings to a modern, innovation-driven corporation poised for the next decade of industry leadership.

We’ve grown from a self-startup that designed our own logo to a full-fledged business that can offer a fresh, clear directive for the next generation and decade; embracing technology, innovation, and modernisation,” says Shaun Golding, newly appointed G-CHEM Aquacare CEO as of Jan 2024.

G-CHEM Aquacare is established on an immovable ethos of “we deliver results.” Their leadership drives these values on a day-to-day basis and in every client’s space, no matter the size or scale of the mandate. G-CHEM can deliver the results they promise due to their curated network of businesses under the G-CHEM Aqua portfolio, the holding company that houses G-CHEM Aquacare. Under the G-CHEM Aqua stable sits G-CHEM Aquacare, which offers;

• • • • • • •

Cooling Water Treatment Boiler Water Treatment Effluent and Waste Water Treatment Potable Water Purification Reverse Osmosis Treatment Water Treatment Auxiliary Programs Water treatment Equipment and Services

G-CHEM Manufacturing and G-CHEM Aquatreat ensure that customers have access to highquality chemical products, water treatment equipment, and installations throughout South Africa. G-CHEM Manufacturing additionally enables G-CHEM Aquacare to remain pricecompetitive by controlling raw material imports, allowing for cost-effective sourcing, and offering the flexibility to optimize products according to customer needs. Both factories are ISOaccredited and produce NSF-approved products, ensuring the highest industry standards.

On the other hand, Aquatreat delivers a comprehensive range of water treatment equipment, installation, and maintenance services, including but not limited to dosing panels, filtration systems, softener systems, auto blowdowns, online controllers, reverse osmosis systems, effluent plants and more, as well as fabrication and design services. This strategic network positions G-CHEM Aqua to equip Aquacare with the necessary resources and expertise to exceed client expectations and deliver industry-leading performance.

Furthermore, as a member of the Association of Water Technologies (AWT), G-CHEM Aquacare remains committed to continuous growth and innovation. By aligning with international standards and best practices, the company ensures that its clients remain competitive on a global scale with access to the latest advancements and technologies in the industry.

This dedication to progress aligns seamlessly with G-CHEM’s core business values.

At G-CHEM, the company’s people never stray from the business’s core values. These values are clear, and the people of G-CHEM adhere to them as a set of guiding principles, broken down into six fundamental points, which are referenced daily and read as such: • G-CHEM recognises its people as its most valuable asset.

• It builds mutually beneficial business relationships with clients and suppliers.

• The company actively seeks new technologies.

• G-CHEM continually strives to improve its environmental footprint and that of its clients.

• Through honest, ethical, and professional business practices, it earns the respect of its clients.

• G-CHEM rewards excellence.

“Over the past nine years, we have successfully built strong relationships with our clients, allowing us to truly understand their needs and, more importantly, meet them. We have strategically grown this business step by step, ensuring the necessary processes are in place to deliver on our commitments. Our reputation is always at the forefront of our leadership’s minds, and we protect it by aligning with clients whose values reflect our own. We are unafraid to address challenges head-on and find the best possible solutions,” says Shaun.

As G-CHEM Aquacare moves into its next decade, the company remains steadfast in its commitment to excellence, innovation, and sustainable industry leadership. With a foundation built on expertise, integrity, and a results-driven approach, G-CHEM continues to push boundaries, ensuring that its clients receive the highest quality solutions in water treatment. By investing in people, technology, and strategic partnerships, the company is wellpositioned to shape the future of the industry, delivering not just promises but proven performance.

For more information on what G-CHEM Aquacare offers as a leading Water Technologies Service business and how to get in touch with their team, please visit www.gchem.co.za or even email them directly at info@gchem.co.za and request to chat with Shaun himself.

LEADING SPECIALISTS IN INDUSTRIAL WATER TREATMENT AND TECHNOLOGIES THROUGHOUT SOUTH AFRICA WE DELIVER RESULTS!

MORE INFORMATION

SERVICES: Cooling Water Treatment Boiler Water Treatment Reverse Osmosis Treatment Potable Water Purification Effluent & Waste Water Treatment Programs Water Treatment Auxiliary Programs Water Treatment Equipment & Installation Services

0860 000 307

www.gchem.co.za

ENERGY PARTNERS ENERGY & UTILITIES

“ W E TA K E F U L L O P E R AT I O N A L A N D F I N A N C I A L R E S P O N S I B I L I T Y, G I V I N G O U R C L I E N TS P E AC E O F M I N D AS T H E Y C A N R E LY O N G U A R A N T E E D P E R F O R M A N C E , P R E D I C TA B L E C O S T S , A N D M A X I M U M U P T I M E ” – M A N I E D E WA A L , C E O , E N E R G Y P A R T N E R S

The company is further distinguished by its full-service offering and vertical integration model, whereby it takes full ownership and operational risk of the world-class solutions it deploys.

It goes beyond simple design and construction through financing, owning, operating, and maintaining integrated energy systems over a long-term period.

“We take full operational and financial responsibility, giving our clients peace of mind as they can 144 | Africa Outlook Issue 113

rely on guaranteed performance, predictable costs, and maximum uptime. In a market like SA, where conditions change fast, this is an invaluable competitive advantage,” de Waal excites.

The vertically integrated model also means there’s an alignment of interest between Energy Partners and its clients.

As asset owner, it’s in the company’s best interest to ensure the solution performs optimally over time, a commitment from which both parties

ultimately benefit.

“This is an approach that allows us to unlock real, sustainable value for our clients whilst helping them to focus on their core operations.”

Beyond its vertically integrated model, Energy Partners is internationally unique in its ability to integrate and finance different types of energy systems, such as power, refrigeration, and steam, supported by dedicated Sustainability, Asset Management and Engineering teams.

The company is a pioneer of the servitisation business model globally, further highlighting its commitment to customer service and innovation.

“We invest in and operate energy assets on behalf of our clients, often taking it completely off their balance sheets – a shift that has fundamentally changed how energy solutions are delivered,” informs de Waal.

Your Trusted Partner in Electrical Reticulation for Industrial Refrigeration At Casper Swart Electrical Solutions, we specialise in providing high-quality electrical solutions tailored to meet the needs of your industrial refrigeration systems.

With branches in Cape Town and Johannesburg, we proudly service, maintain, and contract across the entire African continent. Our esteemed clientele includes leading companies such as AB InBev, Coca-Cola, PepsiCo, Clover, Lactalis, and many more. We are also currently partnering with Aspen Pharmaceuticals in Port Elizabeth.

Our expert services include, but are not limited to: • Ammonia Refrigeration Electrical Reticulation: Ensuring safe, reliable, and effective electrical distribution for your refrigeration systems.

• Infrared Scanning: Utilising advanced technology to detect potential issues before they become costly problems.

• Preventative Maintenance: Comprehensive maintenance programmes designed to reduce downtime and maximise the lifespan of your equipment.

• Fault Finding and Repairs: Efficient troubleshooting and repair services to minimise operational disruptions and restore system functionality swiftly.

With years of industry experience and a commitment to excellence, Casper Swart Electrical Solutions ensures your systems are always operating at peak performance.

Contact us today for trusted, reliable electrical solutions that keep your business running smoothly.

admin@cseselectrical.com 021 903 0179 www.cseselectrical.com

ENERGY PARTNERS ENERGY & UTILITIES

ENERGY PARTNERS’ SUBDIVISIONS POWER – Constructs and operates world-class sustainable power solutions across Africa.

REFRIGERATION – Offers both turnkey and outsourced utility solutions to refrigeration clients.

STEAM – Lowers the cost of steam for clients by improving uptime and efficiency.

SUSTAINABILITY – Equips sustainability leaders with datadriven tools to cut emissions, meet ESG goals, and drive longterm impact.

ASSET MANAGEMENT – Improves energy footprint and assures quality and operational performance through the optimisation and control of energy assets.

146 | Africa Outlook Issue 113

As a result, Energy Partners continues to lead in the servitisation space, bolstered by a growing portfolio of critical energy infrastructure.

Regarding technical expertise, meanwhile, the company has the unique ability to integrate and finance the entire operational value chain, from steam and refrigeration to solar photovoltaic (PV) technology, battery energy storage systems (BESS), and environmental, social, and governance (ESG) reporting, providing a reliable, comprehensive service offering.

Evidently, Energy Partners goes above and beyond to engineer system-level efficiencies that single provider technologies simply cannot match.

“Our culture of innovation, deep technical expertise, and commitment to long-term partnerships also set us apart,” he enthuses.

PROVEN PROJECT PARTNERSHIPS A major component of Energy Partners’ success is its ability to create steadfast partnerships, which span

more than two decades and have resulted in measurable results for the business and its clients.

More recently, it partnered with Aspen Pharmacare (Aspen), a multinational pharmaceutical company that expertly manufactures and markets a vast range of branded and non-branded medicines.

The partnership represents a key milestone for both Aspen and the broader African continent.

Energy Partners has signed and committed to a USD$18 million Cooling-as-a-Service (CaaS) agreement to design, build, own, and operate a state-of-the-art centralised ammonia cooling plant at Aspen’s pharmaceutical manufacturing facility in the city of Gqeberha, situated in the Eastern Cape province.

“This is one of the largest refrigeration projects in the continent and it’s critical to Aspen’s commitment to producing vaccines and medicines for Africa, in Africa,” acclaims de Waal.

The landmark facility will replace multiple independent systems,

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To stay ahead, Energy Partners needed a smarter way to manage complex operations and scale effectively. Disjointed legacy systems and manual processes were slowing them down—until they partnered with NetSuite and BlueBridge One.

With NetSuite’s powerful cloud ERP, Energy Partners gained: • Unified Financial Management – Seamless operations and real-time insights.

• Eliminated Data Silos – A single source of truth for smarter decisions.

• Increased Efficiency – Automated processes and reduced reporting time.

• Enhanced Collaboration – Teams working together, better than ever.

“NetSuite’s robust capabilities, coupled with BlueBridge One’s guidance, empowered us to optimise our business processes and drive growth with confidence.”

— Danie Richards, CFO, Energy Partners

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ENERGY PARTNERS ENERGY & UTILITIES

THE SERVITISATION MODEL As the latest business model permeating the industrial landscape, servitisation enables companies to go beyond merely selling products and provide additional services to foster a greater, more holistic customer experience.

In the context of SA’s energy industry, the model means users receive added energy management services, including audits, monitoring, optimisation, and maintenance, resulting in reduced energy consumption and greater efficiency.

For Energy Partners, the company’s vertically integrated structure and comprehensive commitment means it can expertly manage world-class utilities for businesses in the commercial and industrial sectors.

streamlining the company’s manufacturing process, improving efficiencies, and cutting energy consumption by 40 percent.

“What makes the project so impactful is Aspen doesn’t carry the capital expenditure (CapEx) or operational risk. Rather, Energy Partners takes full ownership of the system’s performance and ensures reliable, efficient cooling with minimal environmental impact,” he insights.

Indeed, Energy Partners will help to provide a futureproof energy solution for Aspen through the CaaS agreement, in which the company will build, own, and operate the system under a servitisation model.

As a result, Energy Partners is taking full responsibility for uptime, temperature control, and compliance, offering Aspen worldclass refrigeration solutions with zero operational risk.

FACILITATING POWERFUL RESULTS Energy Partners is proud to deliver

148 | Africa Outlook Issue 113

an energy storage project at a 30,000-square-metre shopping mall complex that is completely disconnected from Eskom and SA’s national grid, making it a unique and distinguished project.

Located in Gauteng, Heidelberg Mall is run by a bespoke, uninterrupted power supply pioneered and engineered by Energy Partners.

Primary power generation comes from a 3.2-megawatt peak (MWp) rooftop solar PV system, paired with a 3.1-megawatt hour (MWh) BESS. “What makes the system exceptional is the real-time automated load management that optimises consumption and ensures full autonomy. The Eskom grid is used as back-up on cloudy days and diesel is only available as a last resort,” de Waal informs.

Since going live in June 2024, the mall has saved more than ZAR8 million and has continued trading uninterrupted, even during prolonged grid outages caused by climate change.

ABOUT US AIR PROCESS SOLUTIONS AFRICA offers a wide range of air environmental control equipment and pneumatic material handling and material storage equipment and integrated systems.

•

Pneumatic Conveying Systems - Dense Phase, Lean Phase and Vacuum Conveying

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Pneumatic Drying and Transfer Systems Pneumodrier Technology

The range of equipment and systems includes:

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Wet Dust Collection - Dynamic Wet Scrubbers, Multi Vane Wet Scrubbers and Venturi Scrubbers

Bulk Material Storage and Unloading - Single Compartment Silos and Multi-Compartment

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Dry Dust Collection - Bag Filters and Electrostatic Precipitators

Silos in Steel or Concrete Construction with Single or Multiple Unloading Points.

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Dust Suppression - DryFog Dust Suppression and High Pressure Water Dust Suppression

Mineral Classification Systems - Fly Ash Classification, Cement Classification and Blending Systems

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HVAC Systems - Ventilation and Air Conditioning Systems

Our services offer a wide range of options including on-site system audits, system design, through to manufacturing.

T +27 (0)10 447 8995 Info@aps-africa-za.com www.aps-africa-za.com

SERVICES OFFERED AIR PROCESS SOLUTION AFRICA’s service offering includes: •

Engineering Feasibility Studies

•

Equipment and System Supply Solutions

•

On-Site Audit of Existing Equipment Installations

•

•

Design and Engineering of New Air Environmental Control Systems

Turnkey Project Solutions including Installation and Commissioning

•

After-Market Support and Service Solutions

PRODUCTS APS AFRICA / SIMATEK 4T REVERSE PULSE BAG FILTER SYSTEMS

APS Africa / SIMATEK 4T Low Pressure Reverse Pulse Bag Filter enables economic collection of fumes and dust at high filtration rates, utilising absorption techniques to remove acid gasses, heavy metals and dioxins from flue gasses.

The 4T Filter is an economic solution for dust collection in industrial plants with the investment often paid back in product recovery.

The design of the filter housing and inlet zones ensures a smooth flow of coarse particles as well as fine dust particles into the filter.

The 4T Filter concept of combining the ideal filter unit with any of the five inlet designs, renders the solution suitable to almost any particle separation application.

ADVANTAGES • Efficient pulse jet cleaning.

• Up to 50 percent of vacuum resistance.

• Side or top removal of Filter Bags.

APS AFRICA / MACTENN DENSE PHASE CONVEYING SYSTEMS

Dense Phase Conveying Systems utilise low velocity and high pressure conditions for high tonnage conveying of aeratable or nonaeratable abrasive or friable powdered, granular and lumpy materials.

They offer: • Minimal power requirements.

• Minimal conveying line wear.

• Minimal product degradation.

• Material temperatures up to 600°C. • Conveying distance up to 2km.

• Capacities of more than 400 Ton/hr.

• Multiple pick-up points on a single conveying line.

• Pressures typically in the range of 100kPa to 600kPa.

company can meet the evolving energy needs of its clients across SA with minimal delay.

In addition, the company continues to explore further opportunities to expand its portfolio, investing in highimpact, sustainable infrastructure that enhances operational efficiency and reduces clients’ carbon footprint.

STEADFAST SUSTAINABLE STRATEGIES

This exemplifies how the company’s hybrid solution reduces peak demand and enhances solar energy usage, ultimately offering significant savings and a reliable power solution for a previously disrupted energy supply.

VERTICAL INTEGRATION Energy Partners’ vertically integrated structure allows it to design, invest, build, and manage world-class utilities for companies in the commercial and industrial sectors.

This outsourced model allows clients to free up capital and reduce risk to grow their businesses.

• Design • Invest • Build • Operate • Maintain

152 | Africa Outlook Issue 113

“It is a powerful example of how distributed energy solutions can futureproof high-demand facilities in SA,” he prides.

Alongside a number of recent watershed developments, Energy Partners has also expanded its investment in cutting-edge energy solutions, with over USD$150 million allocated to pre-approved funding facilities which support the construction and long-term operation of its utility assets.

These funding facilities reinforce the company’s ability to deploy solar and BESS solutions, CaaS technologies, and steam outsourcing assets efficiently and at scale.

“By leveraging bespoke and innovative investment structures, we ensure the sustainability and long-term viability of our projects whilst maintaining full ownership of our 84 utility assets across multiple technologies on our balance sheet,” affirms de Waal.

Furthermore, the flexibility of Energy Partners’ funding facilities allows for rapid and strategic investment decisions, ensuring the

In line with its forward-thinking solutions, Energy Partners prides itself on making sustainability a core pillar of the business and enacting systemic socioeconomic change within the local communities where it operates.

“We pride ourselves on knowing that we’re not just solving energy problems – we’re enabling sustainability and helping businesses thrive in a challenging environment.

“That broader vision resonates with our clients and partners, and I believe it’s a big part of why they choose to work with us,” de Waal reflects.

The extent to which environmental practices are embedded in the company’s DNA is demonstrated by its internal Sustainability Committee, which ensures Energy Partners acts in accordance with international standards and global best practice frameworks.

These include the UN’s Sustainable Development Goals (SDGs), Global Reporting Initiative (GRI) Standards, and the Greenhouse Gas (GHG) Protocol.

The latter is particularly significant for the company’s carbon accounting practices and its reporting on direct, indirect, and value chain emissions.

Energy Partners’ ESG performance is monitored by the purpose-built Social, Ethics, and Transformation Committee, which reports directly to the company’s directors.

Additionally, recent updates to the company’s Central Risk Strategy now include climate-related risks, whilst its carbon reporting disclosure process

ENERGY PARTNERS ENERGY & UTILITIES

Reliable and Innovative Extensive Product Range EMAIL sales@advancedstrut.co.za WEBSITE https://advancedstrut.co.za/ CONTACT NUMBER +27 21 534 9969

Commitment To Quality Our extensive product range includes cable trays and ladders, wire mesh trays, support channels and cantilever arms, PVC and steel power skirting and wire hanger systems. We cater to a variety of industry segments such as electrical, data, plumbing, air conditioning, solar renewable energy, and agriculture. Advanced Strut has earned a reputation for reliability and innovation in the field of electrical containment systems and cable management solutions, serving commercial and industrial sectors throughout South Africa and International markets.

COOLING THE FUTURE, SUSTAINING THE WORLD

WE ADVANCE COOLING TECHNOLOGY TO DRIVE SUSTAINABILITY FORWARD.

BAC is proud to be the world’s cooling partner. Since 1938 we have been creating sustainable comfort cooling, process cooling, and refrigeration solutions for the most essential and demanding environments on earth. From pioneering evaporative condensers to adiabatic coolers, BAC leads cooling forward, so we can all advance together.

WE INNOVATE AND BUILD IN AFRICA FOR AFRICA.

ENERGY SAVINGS

WATER SAVINGS

Every BAC product, technology, and solution is designed sustainably to operate sustainably.

For any application—whether cooling data centres, climate controlled manufacturing or process cooling—we deliver cutting-edge solutions to meet your cooling challenges and drive your sustainability goals forward.

WE TAKE EXPERT CARE BECAUSE WE CARE. More than a supplier, we’re your dedicated partner in smarter, more sustainable cooling. From before you choose us to long after, our team is here to support you, so you can succeed.

MEMBER 2025

www.BaltimoreAircoil.co.za

Africa Outlook Issue 113 | 153

ENERGY PARTNERS ENERGY & UTILITIES

tracks Scope 1, 2, and 3 emissions on a quarterly basis.

This includes a review of the Task Force on Climate-Related Financial Disclosures (TFCD) framework and entrenching climate risk assessments, operations, and maintenance strategies into the company’s Group Risk Registry.

“These are some examples of our commitment to environmental stewardship, decarbonisation, risk management, and sustainable growth across all aspects of our business,” de Waal surmises.

SYNTIRO™ PLATFORM In line with its own sustainability endeavours, Energy Partners offers a proprietary ESG data platform – Syntiro™ – which can track and manage thousands of data points for businesses and their supply chains.

Syntiro™ drives continuous operational efficiency and circular economy alignment by providing a customisable dashboard to cater to clients’ unique needs, operations, and branding, which is then easily accessed online, via an app, or through Microsoft Teams channels.

As such, Syntiro™ is the ultimate ESG tool as it diligently measures 154 | Africa Outlook Issue 113

each user’s impact on the planet, providing key metrics on the amount of carbon emissions generated, energy efficiency, waste management, use of resources, and overall climate resilience.

From a social practice perspective, the platform analyses how companies interact with clients and wider society, particularly looking at labour practices, diversity and inclusion, community and engagement, and their commitment to workplace health and safety.

On top of this, Syntiro™ offers a state-of-the-art governance tool that evaluates corporate leadership, transparency, business ethics, regulatory compliance, and risk management effectiveness.

The tool’s ability to provide comprehensive ESG metrics offers a vast range of benefits to its users.

Namely, it correlates with both voluntary and mandatory carbon reporting frameworks, providing clients with an end-to-end insight into their GHG emissions.

Moreover, the tool generates voluntary ESG disclosures that offer an overall picture of a company’s financial performance, which ensures a competitive advantage for investor

and stakeholder relations.

In addition, Syntiro™ highlights the role of solar PV generation in creating environmental attributes, as well as providing guidance on the impact that selling renewable energy credits may have on a company’s future carbon footprint and net zero strategy.

Energy Partners recognises the extent to which proactive sustainable practices revolve around the efficient use of resources and accurate utility management. With this in mind, the platform offers a comprehensive utility dashboard that helps drive down utility costs and highlight energy-saving opportunities.

Syntiro™ also offers industryleading asset management services that let businesses keep track of their systems’ uptime and efficiency, helping relieve unnecessary financial burdens.

It likewise helps build a bigger picture of a company’s energy flow and performance, highlighting ways to reduce total lifecycle costs and carbon footprint.

Syntiro™ therefore unlocks power solutions for its users, streamlining ESG reporting, centralising utility data, and optimising energy flow to enhance operational efficiency.

ENERGY PARTNERS ENERGY & UTILITIES

A LEADER IN SWITCHBOARD MANUFACTURING Established in 1987, Industrial Motor Control is a leader in switchboard manufacturing, specialising in Motor Control and Automation in more sophisticated sectors of the industry.

With the superior quality of our switchboards, we have gained multitudes of accolades from clientele and consultants.

Industrial Motor Control is equipped with a wealth of expertise in the manufacturing of various types of switchboards, from high fault-level Distribution Boards, withdrawable MCCs, Motor Control Kiosks, Generator Control and Synchronisation, Electrical Instrumentation and PLC’s.

As one of the few SABS-certified switchboard manufacturers, Industrial Motor Control has vast experience in HVAC, Refrigeration, Breweries, Refineries, Pharmaceutical, Water and Sanitation, Sewage Pump Stations, WWTPs, Mining and containerised MCCs.

Equipped with 38 years of expertise and dedication to always providing the highest workmanship at competitive pricing in the industry, our clients always have peace of mind knowing that Industrial Motor Control will go above and beyond the call of duty.

RPB: A woman-owned South African company specialising in electrical engineering locally and abroad Our Vision and Mission Our mission is to provide unparalleled service to our clients, providing clean and renewable energy sources within South Africa and abroad. We aim to improve the quality of infrastructure through the technological advancements of engineering. Our team strives to render excellent services to ensure continued success on all projects and objectives.

Operations and Maintenance Services: • Power transmission.

• Power distribution.

• System control.

• Substation design.

• Protection system design and commissioning.

• Network analysis.

• Transmission lines.

• High, medium and low voltage electrification (HV, MV, LV)

• • • • • • • •

HV, MV and LV reticulation.

Power factor correction design and installation.

Specialised cable installation, testing, fault finding and repairs.

Maintenance work on HV and MV equipment.

Emergency HV, MV and LV assistance and repairs.

Authorised switching, isolation and earthing.

Residential installations and repairs.

Solar renewable energy design, installation and testing.

RPB - Electro Technical Services (PTY) LTD 19 The Paddock, Khyber Rock, Woodmead Tel: 082 534 2121 Email: adk@rpbservices.co.za

Africa Outlook Issue 113 | 155

TRUSTED SUPPLY CHAIN Energy Partners views its suppliers as key in delivering exceptional outcomes, particularly as many of them have worked with the company for more than a decade and supported it in executing large-scale, complex projects to world-class standards.

Given that Energy Partners funds its owned energy assets, it is critical for the business to deploy bankable solutions and technologies.

Installation integrity, meanwhile, is also integral to minimising maintenance costs and maximising the performance of its assets.

For these reasons, the company’s supply chain network is integral to delivering world-class assets and energy solutions.

“We’ve established a global network of top-tier suppliers that deliver cost-effective, quality services and products that adhere to the most rigorous safety and compliance 156 | Africa Outlook Issue 113

“ W E P R I D E O U R S E LV E S O N K N O W I N G T H AT W E ’ R E N O T J U S T S O LV I N G ENERGY PROBLEMS – WE’RE ENABLING S U S TA I N A B I L I T Y A N D H E L P I N G B U S I N E S S E S THRIVE IN A CHALLENGING ENVIRONMENT” – M A N I E D E WA A L , C E O , E N E R G Y P A R T N E R S

requirements, ensuring we remain agile and responsive across projects of any scale,” dictates de Waal.

One such organisation is Investec, which has been a strategic funding partner to Energy Partners since 2020.

More recently, Investec played a pivotal role in supporting Energy Partners’ construction and senior debt funding requirements by acting as the mandated lead arranger, debt and hedge provider.

The transaction covered 84 solar, steam, and refrigeration projects with a total capital value exceeding

USD$90 million, excluding projects in Energy Partners’ pipeline.

“Through an innovative financing structure, Investec enabled us to refinance our existing debt whilst securing additional facilities for future growth, including construction funding,” de Waal recalls.

Beyond the provision of funding, Investec’s Energy and Infrastructure Finance team worked with its adjacent Treasury Sales and Risk Management team to play a critical role in managing Energy Partners’ interest rate exposure, optimising the company’s hedge strategy and

ENERGY PARTNERS ENERGY & UTILITIES

OUR SERVICES: • • • • • • • • • • • •

Project Management Data and Quality Control OUR SERVICES: Risk Mitigation • Project Management & Quality Control Insurance International Air and Forwarding ServicesServices • AirSea & Freight Sea Freight Forwarding Customs Clearing and Consultation • Customs Clearing & Consultation Express Courier Services • Express Courier Services O+M services support • O + M services support Cross Border and Domestic Transport Warehousing • Domestic Transport Plant Hire • Warehousing Cargo Crating

• Plant Hire

Established in 2012, SCO (PTY) Ltd provides specific logistical service solutions for the South African and African Renewable sectors.

Established in 2012, SCO (PTY) LtdEnergy provides Specific Logistical Service Solutions for the South African and

African Renewable Energyover sectors.

We have successfully managed 600MW of utility and commercial scale new build PV We have successfully managed over 500MW of Utility projects. and Commercial Scale New Build PV Projects.

We to are to with be associated We are proud be proud associated Suntech South Africa. with Energy Partners.

T: + 27 61 271 1611

E: info@optimisers.co.za

T: +27 61 271 1611

E: info@optimisers.co.za

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Transparency - Collaboration - Teamwork = Project Success

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Committed to outstanding professionalism and unparalleled quality, we are dedicated to understanding and addressing the unique needs of each project ensuring excellence in every aspect of our work.

We specialise in: • Vertical access ladders • PV structures • Inverter stands • Inverter cages • Walkways and platforms • Custom fabricated product

082 775 6631 | Info@theironman.co.za | www.theironman.co.za

Africa Outlook Issue 113 | 157

ENERGY PARTNERS ENERGY & UTILITIES

requirements, and enhancing its profitability.

This integrated approach ensures that Energy Partners can now navigate market volatility, maintain financial stability, and maximise the long-term value of its energy and infrastructure assets.

“What sets Investec apart is its ongoing commitment; the company is constantly evaluating alternative funding strategies to support our evolving needs. This includes exploring innovative financing solutions such as “quasiequity” alternatives, which offer flexible capital structures to support expansion whilst optimising the overall cost of capital,” he shares.

Leveraging its deep expertise in structured finance, Investec remains well-positioned to adapt to Energy Partners’ dynamic funding requirements, ensuring access to scalable and efficient financial solutions that align with the company’s strategic objectives.

“It’s a partnership that goes far beyond traditional banking,” de Waal highlights.

A FORCE FOR GOOD Energy Partners believes that business is a force for good, demonstrated by the company’s core corporate social investment (CSI) focus on underserved communities, particularly in the areas of education, skills development, and access to basic resources.

“We focus specifically on these communities because, in SA, around 1.5 million children attend schools without electricity, whilst many schools lack basic infrastructure such as adequate classroom space, libraries, and computer labs.

“These conditions significantly impact learning outcomes and longterm opportunities for young people,” de Waal insights.

As a result, Energy Partners invests in many initiatives across local communities to help tackle these challenges.

For example, the company initiated a highly effective two-year learnership programme aimed at unemployed youth, specifically focusing on empowering young Black women with disabilities.

“Each year, we onboard four

participants, offering them technical and professional skills through two learnerships, as well as continuous support beyond the programme’s conclusion,” he explains.

In addition, Energy Partners has taken on 15 young Black learners this year as part of a governmentsupported employment initiative, helping to bridge the gap between education and work readiness.

It also offers a range of dental health interventions in schools, partnering with non-governmental organisations (NGOs) to address high absenteeism linked to untreated dental issues. These initiatives include free dental screenings alongside treatment and educational programmes to improve oral health awareness and ensure children have access to necessary dental care.

Elsewhere, Energy Partners donates IT equipment to severely underresourced schools, improving access to digital learning tools and creating a more supportive educational environment in communities with limited services, ultimately enhancing academic outcomes and student development.

The company therefore has a keen understanding of its role as a corporate energy supplier and the farreaching positive change it can make on local communities.

DRIVING TOP PERFORMANCE Comprising a workforce of over 500 employees, Energy Partners empowers its people by fostering a culture that encourages autonomy, cross-skilling, and entrepreneurial thinking.

“Our employees take ownership of their work, drive innovation, and are directly accountable for business outcomes. Performance is also rewarded, with contributions recognised and incentivised at every level,” de Waal acknowledges.

Furthermore, the company provides engineers with extensive exposure across multiple disciplines including data analytics, asset management, and mechanical and electrical systems, ensuring that its team develops well-rounded expertise.

“Our commitment to skills development extends to artisans – from apprentices to professional

technicians – who are offered structured career pathways and the necessary technical training,” he expands.

Indeed, Energy Partners is focused on supporting its employees on their professional journey through mentorship, structured training, and direct involvement in a variety of projects.

As a result, staff are granted hands-on exposure that accelerates growth and ensures they gain the experience and confidence to become industry leaders.

A FOCUSED GROWTH STRATEGY Going forwards, the development of BESS is a key part of Energy Partners’ growth strategy, specifically in the commercial and industrial sectors.

This is particularly pertinent given that, in the past year, the company has deployed over 15MWh of BESS across multiple sites.

Its solutions range from costeffective on-grid installations to high-availability back-up systems which, in turn, support load shifting, arbitrage, peak shaving, demand charge reduction, and increased

solar PV self-consumption, alongside back-up power and business continuity.

“We’ve also developed a proprietary energy management system model that allows clients to unlock significant benefits without upfront CapEx. With battery costs declining and grid instability increasing, this space will continue to grow in importance,” urges de Waal.

An additional key focus area for the coming year is the international expansion of Energy Partners’ CaaS offering, which has started to attract global attention.

“The success of our projects, particularly in sectors such as food production and pharmaceuticals, has shown how transformative this model can be, both for operational efficiency and sustainability,” he concludes.

Tel: +27 (0)21 941 5140 info@energypartners.co.za

energypartners.co.za

Africa Outlook Issue 113 | 159

SEGEN ENERGY & UTILITIES

S TAY I N G SUNNY SIDE UP A

cross Africa, and indeed the rest of the world, the idea of solar photovoltaic (PV) power is an increasingly attractive one, allowing the conversion of free solar energy from the sun into a renewable source of electricity for use in buildings.

In South Africa (SA), with its glorious climate and copious amounts of sunshine, it is easy to see why many of the nation’s home and business owners are looking to harness the sun’s energy and utilise it by installing a solar power system on their properties.

A key player in the emergence and growing popularity of this technology, Segen was formed in October 2015 and has grown to become a one-stop shop for a plethora of energy supplies and services.

Segen’s product range includes 160 | Africa Outlook Issue 113

Segen has grown to become Africa’s leading solar energy distributor, offering top-quality products, innovative tools, and unmatched support for businesses and homeowners. We hear from James Shirley, Managing Director, and examine how the company continues to thrive and shine brightly Writer: Ed Budds Project Manager: Reegan Glade

solar panels, inverters, mounting systems, and ancillaries applicable to grid-tie, grid-backup, and off-grid applications.

The company has meticulously expanded its reach across SA and now boasts five warehouses around the country, enabling it to service as many solar professionals as possible.

These world-leading facilities provide improved access to and visibility of stock, simplifying its customers’ order processing and collections to save time and money.

Having joined the solar industry in 2008, Managing Director, James Shirley, is driven towards enabling a better energy climate for the continent.

“The reason why I’m so passionate about solar, and renewables as a whole, is because it gives us the opportunity in Africa to skip an entire generation of

state-led electrification by capturing and storing energy at the point of use, rather than in large central plants,” he opens enthusiastically.

“There is one simple image I have in my mind which drives me every single day. It is of little kids in a rural village playing outdoors in the afternoon, with their friends, because they know they can do their homework at night with adequate light in their homes.”

SERVICE FOOTPRINT Segen is the South African subsidiary of Segen Ltd – the UK’s largest solar PV specialist, wholesaler, and distributor – selling to a nationwide network of specialist installers.

“Our focus is on importing, warehousing, training, distributing, and servicing solar storage products and systems, along with associated equipment, as well as heating products in Europe and water pumping and purification systems in Africa,” Shirley sets out.

“Our SA headquarters is in Johannesburg, and we are currently opening an East Africa headquarters in Tanzania,

reinforcing our commitment to being the continent’s number one distributor of renewable energy solutions to installers.”

Segen also leverages four South African service hubs in Cape Town, the West Rand, Durban, and the East Rand, and is busy opening facilities in Pretoria, Mbombela, and Bloemfontein.

“We recently opened service and support centres in Durban and the East Rand to complement the West Rand and Cape Town, with three more currently underway,” confirms Shirley.

WHY CHOOSE SEGEN? • Customer-obsessed • The perfect partner for renewable energy success • Seamless digital experience • Tailored customer solutions • State-of-the-art products and suppliers • Expert knowledge and training • Real-time product pricing and stock availability • Easy order tracking and management • Automated quoting tools for faster customer proposals

162 | Africa Outlook Issue 113

This is in line with the company’s eventual target of 11 service centres in SA, alongside 11 more spanning subSaharan Africa.

“We are continuing to grow our service centre footprint throughout sub-Saharan Africa as a way to be closer to where our customers do their business. This is extremely important to us in our journey to demonstrate customer obsession in everything we do,” he emphasises.

“We have 131 employees currently, growing to 161 in this year’s forecast as the new service centres open, and an active customer base of approximately 3,500. We do not sell to end users; rather, our customers are installers and sub-distributors.”

By investing heavily and being present and available close to where its customers operate, Segen’s strategy is to reduce the time it takes for them to complete any support work required for their own customers.

“Our service centres continue to grow in line with our commitment

to getting closer to where our customers do business,” Shirley adds.

PORTAL REDESIGN Whilst many competitors are brick and mortar businesses, Segen is a digital one, albeit with large levels of stock in the country that is immediately available for dispatch.

“A large part of our differentiation is through making it easy to buy from us. We have always had a really great online portal, where our customers can design their systems online, see stock levels and prices, get quotes, place orders, and make payments any time of day,” Shirley tells us.

“The most exciting part about this is we have also invested heavily in redesigning our complete customerfacing portal and support tools to make our customers’ lives easier – a huge leap forward. This will push us right to the forefront of this space, a position which others who have caught up to over the past few years will struggle to follow.”

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SEGEN ENERGY & UTILITIES

In addition, Segen has also spent the past year focusing on delivering value to its valued, loyal customers to improve their experience and help them to become more profitable.

“Our analysis revealed that 70 percent of our time was spent on activities contributing to only 11 percent of our revenue. Presumably, these same customers were also burdening our competitors, causing increased costs and delays in customer service.

“By creating the convenience channel and freeing up time, we have been able to focus on and understand our loyal customers better. This has led to a good recovery of relationships over the past few months with some excellent partners who we simply weren’t able to focus on before,” Shirley shares.

MAJOR INVESTMENTS The complete overhaul and modernisation of Segen’s customerfacing digital platforms is one of three major investments the company is working on this year.

SegenFinance is also being launched, with four different options for customers, each offering their own benefits.

164 | Africa Outlook Issue 113

WHAT IS YOUR TAKE ON THE INDUSTRY ACROSS AFRICA AT THE MOMENT? James Shirley, Managing Director: “The global industry is still in its early stages, I imagine much like the early generation throughout the transmission and distribution stages towards the end of the 1800s and early 1900s.

“Technology is advancing quickly, and industry leaders are still changing every quarter. Massive investment is taking place, and companies are entering and exiting the industry at a rapid rate.

“In Africa, we face barriers beyond technology, sales, and installation. Here, we face issues around logistics and most certainly access to financing, which brings some very different challenges to what our European or US counterparts at Segen may face.

“On the other hand, we are most certainly ahead in terms of knowledge and experience in the storage environment – whilst other areas look at arbitrage and peak shifting as primary drivers around battery sales, along with subsidies in certain countries, we consider energy availability as one of the major concerns in Africa, with no subsidies in most cases, and this brings a whole different set of economics with it.

“It is an extremely exciting space to be in. Month on month, we never face the same set of challenges. Whether its global oversupply driving prices down or availability shortages, each month brings a different scenario. It’s certainly not for the faint-hearted, but it is most definitely rewarding.”

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SEGEN ENERGY & UTILITIES

SEGEN’S STRATEGIC GOALS • Reach 11 service centres in each of SA and sub-Saharan Africa.

• Service mean-time-to-repair (MTTR) target of 90 percent of

“ W E A R E C U R R E N T LY O P E N I N G A N E A S T A F R I C A H E A D Q U A R T E R S I N TA N Z A N I A , R E I N FO R C I N G O U R CO M M I T M E N T TO BEING THE CONTINENT’S NUMBER ONE D I S T R I B U T O R O F R E N E WA B L E E N E R G Y S O L U T I O N S T O I N S TA L L E R S ” – J A M E S S H I R L E Y, M A N A G I N G D I R E C T O R , S E G E N

cases within 48 hours.

• Open its Tanzania headquarters in Q2 2025.

• 30 percent of business to come from commercial and industrial customers.

• Launch the company’s water pumping, storage, and purification portfolio in Q2 2025.

• Successfully roll out a new website, online shop, and portal – all aimed at enhancing relationships and making it easier for Segen’s customers to be more profitable.

166 | Africa Outlook Issue 113

Rent-to-own customers own their system at the end of the financial term, along with all responsibilities for maintenance and operating activities.

For the operational expenditure (OpEx)-based rental option, end users simply pay a full-maintenance rental amount every month. This has both maintenance and tax benefits, especially for companies who may be renting their business facility.

Mezzanine financing, meanwhile, eases any cashflow requirements during project execution, whilst

export financing allows customers to bring larger quantities into various countries throughout Africa.

“They can then draw down on that stock weekly or monthly and only pay a fee for the outstanding balance, as opposed to interest on the full amount,” explains Shirley.

“The two main benefits of this method are reduced transport costs, as bulk quantities result in lower per-unit shipping fees, and the ability to pay in local currency in certain countries, such as Nigeria and Kenya.”

SEGEN ENERGY & UTILITIES

CHAMPIONING SUSTAINABLE SOLAR POWER Segen fully complies with extended producer responsibility (EPR) regulations to achieve its worldleading process for the end-of-life management of all products that it brings to market.

As more and more South Africans look to renewable energy to mitigate climate risks and address the country’s energy crisis, the solar industry – like all other industries – must ensure suitable systems are in place to manage the disposal or recycling of increasing volumes of end-of-life equipment in an environmentally responsible manner.

To this end, the Department of Forestry, Fisheries, and the Environment (DFFE) has imposed an EPR regulation upon the PV industry.

As a responsible corporate citizen, Segen is committed to compliance with legislative requirements.

The company recognises its 168 | Africa Outlook Issue 113

responsibility to implement processes to ensure full compliance with the EPR regulation, which became mandatory in May 2021.

Segen is therefore proud to help reduce waste and the environmental impact of its operations.

MAKING THE WORLD BETTER Segen’s wide, ever-expanding product range means there is something for every application.

As well as its market-leading systems, Shirley notes that the staff at Segen are the cornerstone of what it does.

“We have a flat management structure which makes it easy to work with our teams,” he reveals.

“For me, my favourite part is the people – our customers, staff, and suppliers. We are all doing things to make the world better, perhaps with different reasons and roles, but we make a difference.

“It’s easy to smile when you’re

installing an inverter to bring power to someone’s life, manufacturing a battery that lets the lights stay on during load shedding, or winning a bid to take a school off grid.

“Sure, the competition is tough, but we get to make a positive impact to the world, and to people, every day!”

Shirley proudly concludes.

Tel: +27 (0) 11 085 2600

www.segensolar.co.za

AIRTEL KENYA TECHNOLOGY

170 | Africa Outlook Issue 113

TRANSFORMING LIVES THROUGH CONNECTIVITY As the second-largest mobile operator in the country, Airtel Kenya emerges as a telecommunications company with a difference. Ashish Malhotra, Managing Director, discusses how it seeks to connect even the most remote areas in Kenya through innovative, value-formoney solutions Writer: Lily Sawyer | Project Manager: Ben Weaver

A

s the dynamic Kenyan telecommunications (telecoms) industry continues to evolve alongside ever-changing technological and digital trends, it is witnessing a growing demand for faster and more reliable internet services.

The emergence of advanced technologies such as 5G, artificial intelligence (AI), machine learning (ML), and augmented reality, to name just a few, has led to Kenya becoming East Africa’s leading technological and innovation hub.

Meanwhile, the country stands at the forefront of mobile broadband connectivity and financial services, whilst a robust ICT infrastructure means it is ideally positioned for continued success.

Africa Outlook Issue 113 | 171

AIRTEL KENYA TECHNOLOGY

“Any telecoms player in Kenya must be innovative, agile, purposedriven, and customer-focused,” introduces Ashish Malhotra, Managing Director of leading telecoms company, Airtel Kenya.

As a business that prides itself on embodying these qualities, Airtel Kenya listens to customers and provides them with cutting-edge communication and mobile money services.

Supported by regulatory bodies who carry out the required checks, the telco continues to bridge the digital divide.

“It is exciting to operate in this ecosystem as it provides us with the opportunity to be innovative and lead with best practices to be emulated by other industry players,” Malhotra excites.

Most importantly, Airtel Kenya strives to put its products, services, and operations at the centre of people’s everyday lives by connecting them with friends and family.

CONVENIENCE, VALUE, AND FLEXIBILITY Providing a comprehensive suite of products ranging from bespoke, high-value customer offerings to mass market and enterprise solutions, home broadband devices and packages, and mobile money applications, Airtel Kenya is privileged to be trusted by over 22 million customers.

It boasts more than 2,300 branches across the country and 400,000 recharge, SIM, and

customer service outlets.

“All our products are characterised by various key elements – they are customer-focused, value-driven, and innovative,” Malhotra sums up.

The company’s dedicated sales team is on hand to ensure every customer can access its services, interacting with and experiencing its network regardless of geographical location.

As the second-largest mobile operator in the country, Airtel Kenya strives to be the most valuable service provider by offering convenience, value, and flexibility, creating an important impact and transforming lives.

“A closer look at our products and services will highlight that we are all about innovation; we endeavour

AIRTEL KENYA TECHNOLOGY

“A L L O U R P R O D U C T S A R E C H A R AC T E R I S E D B Y VA R I O U S K E Y ELEMENTS – THEY ARE C U STO M E R - FO C U S E D, VA L U E - D R I V E N , A N D I N N O VAT I V E ” – AS H I S H M A L H OT R A , M A N AG I N G D I R E C T O R , A I R T E L K E N YA

to see each of our products resolve communication challenges, fill gaps, and leave users with a feeling of satisfaction,” he explains.

As such, Airtel Kenya prides itself as a purpose-driven company whose innovation and ability to continuously listen to customers sets it apart from the competition.

“These aspects, enabled by our extensive network footprint and relevant products and services, provide value and are ultimately what attract customers,” Malhotra tells us.

VALUE-FOR-MONEY PRODUCTS Since the Airtel brand set foot in Kenya in 2010, it has been working to achieve its goal of providing customers with value-for-money products and services.

“We offer high-quality, value-driven solutions. As a result, today we are renowned for the provision of valuefor-money products aimed at Kenyans across all income levels, with no one left behind,” Malhotra prides.

Demand for internet services in even the most remote regions of the country led Airtel Kenya to devise its Internet Mashinani broadband solutions to advance digital inclusion.

Through this initiative, its subsidised

pocket Mi-Fi and 4G smart box routers enable any Kenyan to access valuefor-money internet.

Last year, it launched 5G home unlimited data plans with an initial router cost of KES2,999.

Due to immense demand for the product and in the spirit of ensuring more Kenyans could access the internet, the company decided to offer the routers for free aside from the monthly subscription fee.

“In addition, to welcome new phone customers, we offer a complimentary four gigabytes (GB) per month for the first six months of using our network,” he adds.

Elsewhere, the company’s mobile money portfolio, Airtel Money, has been a key area through which it has provided Kenyans with value-formoney currency solutions, especially when compared to equivalent products available on the market.

For example, transferring from one Airtel Money account to another is free, regardless of the amount being sent.

The company also recently launched Smarta Bundles complete with enhanced Airtel Money benefits.

Customers subscribed to Smarta Bundles get reimbursed 100 percent

of their transaction costs in the form of airtime when conducting bank-to-wallet transactions, making payments to any paybill numbers, and withdrawing money from Airtel Money agents.

“This is a first-of-its-kind product in the market and highlights our commitment towards offering innovative products,” Malhotra outlines.

AN EXTENSIVE NETWORK In a technologically changing world where the demand for high-speed internet, clearer voice calls, and a desire for Kenya to be part of a wider digital evolution are ever-present, the country’s burgeoning 5G network has taken centre stage.

“We launched our 5G network in July 2023 and had the largest 5G network in Kenya at the time, made up of 372 sites,” Malhotra tells us.

Today, Airtel Kenya has over 700 5G network sites in 39 counties across the country with plans to roll out more sites progressively.

“The 5G network provides Kenyans with high-speed, low-latency internet and the ability to connect multiple devices simultaneously,” he continues.

Africa Outlook Issue 113 | 173

At the heart of Afri

ica’s transformation

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AIRTEL KENYA TECHNOLOGY

“ T H E 5 G N E T W O R K P R O V I D E S K E N YA N S W I T H H I G H - S P E E D , L O W - L AT E N C Y I N T E R N E T A N D T H E A B I L I T Y T O C O N N E C T M U LT I P L E D E V I C E S S I M U LTA N E O U S LY ” – A S H I S H M A L H O T R A , M A N A G I N G D I R E C T O R , A I R T E L K E N YA

Globally, there is a shift towards simplifying tasks and making them more convenient by leveraging emerging technologies such as 5G, with the likes of telemedicine, smart cities, and advanced Internet of Things (IoT) just a few examples of what can be achieved.

As a leading telecoms player, Airtel Kenya is working towards making the nation digitally enabled through its 5G network.

“We strive to ensure farmers have access to smart agriculture solutions, improvements can be made to healthcare, there is a shift towards digitally advanced manufacturing, and that Kenyans can experience 176 | Africa Outlook Issue 113

enhanced connectivity,” Malhotra informs.

RAPID EXPANSION With the core of Airtel Kenya’s business being its extensive network, the company is rapidly expanding its coverage in the country.

“Last year, we rolled out almost 1,000 sites nationwide – the largest network expansion in the history of our operations in Kenya,” Malhotra enlightens.

From its modest network footprint of around 2,000 sites a few years ago, Airtel Kenya today boasts over 4,200..

“We won’t stop at that, because

we want more customers to enjoy our network by rolling out more sites. Soon, we shall be announcing our network expansion plans for the year ahead, so customers can be on the lookout,” he adds.

This expansion intends to not only grow the company’s network capacity but enhance it with better indoor coverage across major cities and towns.

Customers in northeastern counties such as Wajir, Mandera, and Garissa, for example, can now conveniently access the Airtel Kenya network having previously experienced limited network reach.

Meanwhile, the company’s enterprise solutions are also a big part of its operations, with its product portfolio including fibre and home broadband internet products which contribute to the success of multiple micro, small, and mediumsized enterprises (MSMEs) across Kenya.

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“We provide these MSMEs with fixed voice and leased lines, which enable continued connectivity,” Malhotra confirms.

In addition, the company’s networkas-a-service (NaaS) offers a cloudbased option to enable businesses to easily operate their networks without needing to own, build, or maintain their own infrastructure.

“Our NaaS option transfers responsibility for the design, integration, configuration, performance, capacity, and lifecycle management of the network to the service provider,” he surmises.

SOCIAL CONSCIENCE As it focuses on giving back to the community, transforming lives, and leaving a lasting positive impact, Airtel Kenya’s parent company, Airtel Africa, has launched the Airtel Africa Foundation, which is centred around social giving.

Under the key areas of financial inclusion, education, digital inclusion, and safeguarding the environment, the foundation aims to change lives.

“We have an ongoing social initiative in partnership with UNICEF through which we connect public primary schools to the internet, enabling Kenyan learners access to digital learning materials,” Malhotra informs.

So far, Airtel Kenya has connected over 135 Kenyan primary schools through this project, benefitting over 90,000 students and more than 2,000 teachers.

The company has also been proactive in providing relief during disasters, as evidenced in 2022 at the height of a prolonged period of drought when Airtel Kenya donated KES50 million to those affected through the Kenya Red Cross.

This contributed to relief in the form of food distribution and borehole digging and rehabilitation in Samburu, Marsabit, and Isiolo counties.

In 2024, meanwhile, a sustained 178 | Africa Outlook Issue 113

AIRTEL KENYA TECHNOLOGY

A PLETHORA OF PARTNERSHIPS On a constant mission to collaborate with those who align with its vision of delivering valuedriven solutions to customers, Airtel Kenya’s doors are always open to new partnerships.

Today, its alliance with diversified financial services group, Britam Insurance, has seen it provide insurance cover to Kenyans from all walks of life.

“We have also partnered with Tier 1 banks, facilitating Kenyans to conduct bank-to-wallet and wallet-to-bank transactions seamlessly whilst also offering enhanced benefits wherever these

period of heavy rainfall in March, April, and May led to flooding with severe effects.

“Standing with our citizens during this period, we donated KES25 million through the Kenya Red Cross to aid recovery and relief efforts,” he says.

The company’s support in these situations goes a long way in terms of societal empowerment and contributing to the sustainable economic growth of the region.

A CONNECTED FUTURE Currently, Airtel Kenya’s major focus is on expansion and ensuring that the whole country is adequately covered by its network.

“Whilst we have made great progress towards this goal, there is still more to be done,” Malhotra comments.

Looking to the future, the company plans to expand further whilst listening to its customers and ensuring that everyone can enjoy an optimised service.

Airtel Kenya is also working towards making Airtel Money the number one mobile money service

provider in the country.

It is therefore essential that the company offers enhanced options and a wide range of choice through its mobile money solutions compared to the competition.

“We are continuously expanding our distribution footprint with additional Airtel Money agents and branches,” he adds.

Strategic partnerships will also be vital for expansion, which has led to Airtel Kenya approaching various partners to ensure a comprehensive payment ecosystem through which it can co-create innovative solutions with them.

The company additionally aims to provide innovative solutions for internet on-the-go, alongside competitive home broadband packages for its customers.

As the demand for faster internet services, use of digital currencies, and increased connectivity continues to rise across the nation, Airtel Kenya remains ahead of the curve.

“We continuously monitor these trends whilst remaining responsive to different customers’ needs

transactions are made,” Malhotra details.

More recently, Airtel Kenya partnered with KCB Bank Kenya (KCB), facilitating direct payments to KCB paybill numbers for its customers.

Partnerships with other FinTech companies are in the works to enhance and redefine the customer experience.

– our relevant product solutions are testament to this,” Malhotra confidently concludes.

Tel: 0733 100 100 customerservice@ke.airtel.com

www.airtelkenya.com Africa Outlook Issue 113 | 179

P I VOTA L D I G I TA L INFRASTRU

Universal connectivity for digit is the mission of Sentech, whos CEO, Tebogo Leshope, discusse owned South African company infrastructure services Writer: Jack Salter | Project Manager: Ben Weaver

T

he telecommunications (telecoms) industry in South Africa (SA) stands at a crucial intersection of promise and pressure, shaped by rapid innovation and persistent systemic challenges.

Sentech, a premier wholesale and business-to-business (B2B) digital infrastructure and platform services provider, views this as a moment of resilience and opportunity to reshape the nation’s digital future.

“Infrastructure investment is accelerating, from the deployment of 5G and expansion of fibre

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networks to the roll-out of private networks within industries like mining and manufacturing,” outlines Acting CEO, Tebogo Leshope.

“We are also realising growing connectivity initiatives in rural communities. These developments are enabling smarter, more responsive digital ecosystems.”

However, this progress is tempered by structural limitations such as spectrum constraints, uneven rural access, and ongoing power supply disruptions. The regulatory environment also remains complex,

whilst digital affordability is a persistent challenge for many.

Despite these headwinds, the industry’s mood is one of optimism and forward motion, fuelled by innovation.

Key transformative trends include fibre and fixed wireless convergence, platform convergence, artificial intelligence (AI), network intelligence, and sustainable infrastructure.

“To us, these trends reflect a sector that is adapting, innovating, and evolving, despite external constraints,” observes Leshope, who

SENTECH TECHNOLOGY

UCTURE

tal inclusion se Acting es the statey’s digital

has deep experience in the ICT sector stretching back to the 1990s.

In that time, he has seen the industry evolve with the introduction of mobile telephony, digital transformation, and cloud-based services.

HIGH-QUALITY BROADCASTING Today, Sentech provides a variety of broadcasting, broadband, managed infrastructure, satellite, and professional services.

Regarding the former, it is SA’s leading broadcasting signal

distributor, enabling reliable TV and radio access on multiple platforms via FreeVision.

The company also offers overthe-top (OTT) streaming and content infrastructure services, such as multiplexing, encoding, and encryption, to ensure high-quality broadcasting.

“Both TV and radio broadcasters rely on Sentech for signal distribution and content infrastructure,” Leshope confirms.

In broadcasting, Sentech successfully led the Broadcasting

Digital Migration (BDM) Project, overseeing the installation of settop boxes (STBs) for all registered households in the Free State, Northern Cape, and Western Cape provinces – bridging access to digital TV, education, and information.

The company was appointed in 2021 to provide overall project management services in the deployment and distribution of STBs to registered beneficiaries.

This includes the appointment of micro, small, and medium-sized enterprises (MSMEs) that provide Africa Outlook Issue 113 | 181

SENTECH TECHNOLOGY

installation services for direct-tohome (DTH) and digital terrestrial television (DTT) STBs. “To date, over 1.1 million installations have been completed, with approximately 380,000 more to be concluded by end of 2025,” reveals Leshope.

Sentech is also piloting 5G broadcasting technologies to enhance content delivery in remote areas, alongside engaging in spectrum management, testbed collaborations, and smart city and enterprise connectivity pilots.

“5G is a game-changer, and Sentech is shaping the landscape,” he insights.

BROADBAND CONNECTIVITY As part of its broadband offering, meanwhile, Sentech plans to expand into 5G and the cloud to enhance connectivity and digital services.

Cloud is the backbone of digital transformation, and the company is building a strong foundation to support this through strategic infrastructure such as its national data centre capabilities.

“These data centres are pivotal enablers of cloud-based services, providing secure, scalable, and sovereign digital environments for public and private sector clients,” Leshope affirms.

Sentech is building carrier-grade data transport for enterprises and the public sector, enabling edge cloud capabilities to bring processing closer to users, and supporting digital sovereignty through compliant, locally-hosted services across critical sectors.

“With our data centre infrastructure underpinning these capabilities, cloud is more than infrastructure – it’s a strategic enabler for inclusive economic growth and national digital autonomy.”

The company’s other broadband services include very small aperture terminals (VSATs), providing connectivity to remote and 182 | Africa Outlook Issue 113

underserved areas, and fixed wireless and fibre optics, offering high-speed internet to households, healthcare facilities, educational institutions, and communities.

Sentech is a key delivery partner in SA’s national broadband initiative, SA Connect, in which it enables public service delivery and community access by deploying Wi-Fi

infrastructure to district municipalities and government sites.

“We are one of the state entities entrusted with driving digital transformation by expanding connectivity services across SA, with a special focus on rural and underserved communities,” Leshope tells us.

“Through SA Connect, we aim to

SENTECH ACADEMY FOR EMERGING TECHNOLOGIES AND INNOVATION (SAETI) SAETI actively contributes towards developing SA’s digital talent pool.

The company’s partnership with Deviare delivers high-demand certifications, including Cisco CCNA 200-301, via a hybrid learning model that combines live instructions, virtual labs, and selfpaced modules.

“This approach ensures a futureready, inclusive digital workforce,” says Leshope.

“Through SAETI, 5G pilots, and sovereign cloud capabilities, we are delivering solutions tailored to SA’s realities and aspirations.”

“5G IS A GAME-CHANGER, AND SENTECH IS SHAPING THE LANDSCAPE” – T E B O G O L E S H O P E , AC T I N G C E O, S E N T E C H

provide affordable internet access, starting at just ZAR5 per day for unlimited usage. As part of this initiative, Sentech will deploy over 16,000 Wi-Fi hotspots nationwide.”

NATIONAL MANDATE Further extending its national mandate, Sentech serves as the lead implementer of SA’s National Communication Satellite Project, aimed at enhancing universal access to communication services.

This initiative focuses on leveraging satellite technology to connect remote and underserved areas that traditional terrestrial infrastructure cannot reach.

“We are deploying satellite-based broadband and broadcast services to ensure no region is left behind in

the country’s digital transformation journey,” assures Leshope.

Sentech’s extensive public service mandate, combined with its private sector agility, is what sets the company apart.

“We don’t just connect – we empower. Sentech offers a unique blend of broadcast, broadband, cloud, and emerging technology services, driven by a mission to make digital transformation accessible, secure, and impactful,” he emphasises.

Along with its robust digital infrastructure, which guarantees the highest level of service to customers, Sentech collaborates with major mobile network operators and offers colocation services through its own towers and masts.

Africa Outlook Issue 113 | 183

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SENTECH TECHNOLOGY

“ W E A R E D E P LOY I N G S AT E L L I T E - B A S E D B R OA D B A N D A N D B R OA D C AST S E RV I C E S TO ENSURE NO REGION IS LEFT BEHIND IN THE C O U N T R Y ’ S D I G I TA L T R A N S F O R M AT I O N JOURNEY” – TEBOGO LESHOPE, AC T I N G C E O, S E N T E C H

SENTECH’S ONGOING AND FUTURE PROJECTS The company is investing in projects that will define SA’s digital trajectory: • SA Connect expansion – Extending broadband and Wi-Fi access to more

With over 220 transmission tower sites nationwide, the company offers extensive coverage and flexible leasing options for network infrastructure.

Sentech’s colocation services, meanwhile, allow other service providers to use its infrastructure to expand their reach.

“Mobile network operators and internet service providers use Sentech’s infrastructure for colocation and network expansion,” Leshope says.

Beyond telecoms providers and broadcasting companies, Sentech’s wide range of clients includes government and both the public and private sectors.

Various government departments and public institutions utilise the company’s services for communication and connectivity needs, whilst private businesses across different industries leverage its broadband and managed infrastructure services to enhance their operations.

municipalities.

• National cloud exchange hub – Connecting public and private cloud users to secure, low-latency infrastructure.

• Broadcast technology modernisation – Upgrading to IP-based broadcasting and satellite redundancy.

• Digital skills expansion – Launching new training in AI, the Internet of Things (IoT), cloud security, and 5G through SAETI. These initiatives underscore Sentech’s role as a strategic enabler of SA’s digital economy.

ENVIRONMENTAL STEWARDSHIP On top of its extensive digital infrastructure services, Sentech is recognised and respected in the marketplace for its stewardship of natural resources, empowerment of people through its mandate, and commitment to sound, mature, and effective governance and ethics.

These are the basis of its environmental, social, and governance (ESG) strategy; by collectively addressing material ESG matters, Sentech’s sustainability efforts serve as both a differentiator and a value creator.

The company strives to achieve its ESG goals in a way that fosters innovation – driving the development of new and creative products and services – whilst positioning it as a trusted platform and solutions provider that delivers comprehensive

SENTECH TECHNOLOGY

and impactful offerings to meet customer needs.

Sentech has therefore embarked on a journey to positively impact the environment and implemented various initiatives.

Forming part of its corporate key performance indicators (KPIs) and overall ESG strategy, these initiatives seek to reduce the company’s overall carbon footprint, which is affected by Scope 1, 2, and 3 emissions.

“We have implemented solar solutions on various sites to reduce reliance on the grid and the cost of electricity. This impacts Scope 2 emissions,” expands Leshope.

The solar plants will be further augmented to include battery back-up storage which, in turn, will result in a hybrid mains supply for the sites.

“This will further reduce the reliance on the grid and also reduce the impact of Scope 1 emissions as the battery back-up will keep sites operational for at least two to four hours during loadshedding periods,” he details.

“Over the Medium Term Expenditure Framework (MTEF) period, a corporate KPI for the implementation of 40 sites with green energy was to be completed. So far, 35 have been concluded.”

Sentech has consistently reduced its carbon footprint by five percent per annum on average since 2017. In FY23/24, it impressively surpassed this figure with a six percent reduction in carbon emissions from 83,648 tonnes of carbon dioxide equivalent (tCO2e) to 78,346 tCO2e.

This could have been higher, but due to loadshedding, the steam turbine generators ran more hours, increasing the Scope 1 emissions that carry the greatest weight in carbon footprint calculations.

Another ESG factor at Sentech is the procurement of energy-efficient lightbulbs and consumable materials, such as the implementation of LED lightbulbs.

Its hybrid working policy has likewise lowered electricity consumption, as well as minimised business travel, improved waste management, and reduced water usage, aided by a borehole-fed sprinkler system at the head office.

“Sentech has invested in a back-up water supply at Sender Technology Park (STP) to ensure a continuous water supply to the head office buildings during periods of water disruption from Johannesburg,” Leshope informs us.

“We have also invested in diesel bowsers for various operational centres, equipped with the necessary safety measures.”

LOCAL EMPHASIS Sentech equally ensures compliance with local regulations, whilst managing risks such as economic fluctuations and infrastructure challenges are critical for smooth operations.

Effective communication and coordination with all stakeholders are also vital as this helps in aligning

goals, optimising resource allocation, and resolving logistical challenges.

“To ensure timely and cost-effective procurement and delivery of goods and services, it’s always important to work with local suppliers,” adds Leshope.

This remains the case with several key projects in the pipeline, including the expansion of Sentech’s OTT streaming offering.

It is also engaging stakeholders about developing a platform dedicated to mission-critical communications for public safety and emergency services, and working on the National Communication Satellite Project, which will lead to the launch of a number of satellites.

“Emphasis is on local development to stimulate technological innovation,” Leshope concludes.

Tel: 0860 736 832 support@sentech.co.za

https://www.sentech.co.za/ Africa Outlook Issue 113 | 187

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I N N OVAT I O N

AT T H E C O R E O F O P E R AT I O N S With a long-standing legacy in electronic warfare, Saab Grintek Defence is developing advanced technologies to aid with detecting, deceiving, and countering threats. President and Managing Director, Jan Widerström, discusses recent developments as we reconnect with the company Writer: Rachel Carr | Project Manager: Josh Whiteside

A

s a subsidiary of Saab, known for its unique design and engineering innovations, Saab Grintek Defence (SGD) stands at the forefront of the South African defence industry, specialising in electronic warfare (EW) systems, sensor technology, and avionics.

Its expertise in technology design, development, and specialised manufacturing remains unmatched as SGD delivers innovative solutions and services across air, land, and sea domains.

The company offers a fully integrated, multispectral EW selfprotection suite and is a global leader in optical and laser sensors, digital processing, microwave components, and antenna technology.

SGD solutions are trusted to protect

190 | Africa Outlook Issue 113

aircraft, helicopters, land vehicles, naval vessels, and submarines, as well as provide signals intelligence systems for radar and communication interception.

Since we last spoke to SGD, the EW sector has been experiencing substantial development, fuelled by the demand for advanced capabilities and their integration into various defence platforms.

“We are experiencing strong and consistent growth in most of the global markets where we operate.

Currently, Europe is our largest market, and we are concentrating on expanding our capacity. This involves recruiting new personnel and optimising our production processes,” introduces Jan Widerström, President and Managing Director.

SAAB GRINTEK DEFENCE MANUFACTURING

“OUR S U S TA I N A B I L I T Y I N I T I AT I V E S E X T E N D TO O U R C O L L A B O R AT I O N S WITH LOCAL COMMUNITY SCHOOLS, AS WE A R E D E D I C AT E D T O E N S U R I N G ACC E SS TO K N OW L E D G E I N THE COUNTRY” – JAN WIDERSTRÖM, PRESIDENT A N D M A N AG I N G D I R E C TO R , SAAB GRINTEK DEFENCE

“Our main emphasis right now is on execution, which aligns with the priorities of our colleagues in Europe, but that’s where our key focus currently lies.”

CONFRONTING CHALLENGES South Africa (SA) faces capacity challenges due to a shortage of skilled labour, reductions in government funding for product development, and global demand that exceeds local capabilities, resulting in backlogs for companies trying to meet local and international needs effectively.

“The biggest challenge currently facing the industry is expanding capacity to meet growing demand, not only in Europe but worldwide. The current global situation puts us under significant pressure,” Widerström acknowledges.

“We export our systems to various regions, including Europe, Asia, and Latin America. Whilst restrictions exist on where we can export, we have a significant presence in the open market overall; currently, the local market represents a small portion of our total sales.”

192 | Africa Outlook Issue 113

SAAB GRINTEK DEFENCE MANUFACTURING

Africa Outlook Issue 113 | 193

SAAB GRINTEK DEFENCE MANUFACTURING

Therefore, SGD’s primary focus is on building capacity in product development and production to cope with this growth. Indeed, the company has entered into an agreement with Omnigo to expand production, in which the supplier will cover manufacturing for selfprotection systems across the air, land, and sea domains.

This strategic decision will significantly support SGD’s growth and help the company meet the increasing global demand.

Additionally, the contract will further commit Omingo to continue providing comprehensive electronic services to SGD, building on their long-standing and mutually beneficial partnership.

“We’ve seen a quadrupling of order backlogs, highlighting this challenge.

Finding people with the correct skills is crucial, and we need to create an environment that prevents us from overworking and exhausting our employees to retain them,” Widerström notes.

However, there is an urgent requirement for skilled engineers and technicians, with many companies competing to attract these resources.

194 | Africa Outlook Issue 113

ALLIANCES AND ASSURANCES SGD’s culture is built on its ‘#Ubuntu Together As One’ philosophy, reflecting a belief in collaboration and shared success.

Guided by the core values of drive, trust, expertise, and diversity, the company strives for excellence in

SGD PRODUCTS DEVELOPED AND PRODUCED IN SA • Integrated Defensive Aids Suite (IDAS) • Land Electronic Defence Systems (LEDS) • Naval Laser Warning Systems (NLWS) • Electronic Support Measures (ESM) • Electronic Intelligence (ELINT) for surface vessels and submarines • Radio frequency (RF) components and EW antennas • AviCom communications management system

everything it does, from advancing cutting-edge technology to fostering an inclusive, high-performance workplace.

This commitment is further demonstrated through the company’s partnerships. To navigate the recent surge in growth effectively and successfully, it is essential to foster collaboration with suppliers.

“On the one hand, we are focused on expanding our supply chain, which primarily consists of local partners.

This involves providing suppliers with more work and supporting them in their development. In doing so, we can assign greater responsibilities to our supply chain, allowing us to concentrate on the areas where we excel,” explains Widerström.

Additionally, SGD is exploring strategic partnerships in Europe and Asia to increase capacity and address the current political climate.

“The issues of security, cybersecurity, and supply chain integrity are becoming increasingly important. We recognise the need to be close to our customers to ensure they feel confident in our suppliers and the overall security of our operations.”

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ince 1986, Acu-Turn has been enabling manufacturing excellence across South Africa. What began as a small workshop producing mechanical components for the defence sector has evolved into a trusted manufacturing partner across a wide range of industries, including precision engineering and instrumentation.

This investment mindset is reflected in Acu-Turn’s modern CNC milling, turning, and EDM equipment, capable of handling a wide variety of materials and tolerances. The company’s largest milling capacity—1000 x 500 x 500mm—makes it well-suited for everything from delicate gold-plated tubes to large, high-precision components.

Guided by a clear vision “to be a leading force in enabling manufacturing excellence across diverse sectors in South Africa,” Acu-Turn focuses on delivering real-world value through precisionengineered components. Its mission is simple: “to exceed client specifications through a commitment to exceptional quality, cost-efficiency, and timely delivery—empowering clients to achieve operational excellence and maintain a competitive edge.”

The value Acu-Turn delivers extends beyond machining. Through a curated network of suppliers and subcontractors, the company offers turnkey solutions including surface treatments, electroplating, specialized painting, and heat treatments.

Based in Pretoria, Acu-Turn is led by Rupert Stander, alongside a team of skilled engineers and tradespeople who bring decades of technical expertise to every project. The company’s strength lies not only in its machines or materials—but in the way it partners with clients and continually reinvests in its own capabilities to meet their evolving needs.

“At Acu-Turn, we don’t just manufacture parts—we solve problems,” says Rupert. “We see ourselves as an extension of our clients’ operations. When their needs change, we invest to keep pace.”

This integrated approach ensures that even the most complex projects are delivered with consistency, quality, and efficiency.

The company’s culture is built around three pillars: meeting and exceeding customer quality standards, a commitment to cost-efficiency, and delivering on time. That focus, paired with a deeply relational approach to doing business, has made Acu-Turn a vital contributor to South Africa’s manufacturing landscape.

“Our commitment is long-term,” adds Rupert. “We don’t just serve a client—we grow with them. That’s why we continue to invest in our people, processes, and equipment: so we can help our clients stay competitive, agile, and successful.”

With nearly four decades of experience, Acu-Turn remains grounded in its purpose: enabling excellence.

Through partnership, precision, and a commitment to continuous improvement, the company continues to shape the future of manufacturing.

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Although these topics are a growing concern for SGD, as a subsidiary company, it has rigorous and centralised management of its tools and IT systems.

“We are undertaking significant work to strengthen all our security systems, which extends to considering big risks and increasingly incorporates cybersecurity within our products. This is particularly relevant as we develop more advanced airborne systems, amongst other products,” Widerström expands.

For political reasons, cyber and supply security are becoming increasingly critical as SGD must comply with such aspects and be close to its customers to ensure they are comfortable with the company’s suppliers.

“Sometimes, we need to be physically located where the customer is, especially for certain parts of our products and support services, as they often want full control over the location of their logistics and equipment,” he outlines.

COMBATTING CLIMATE CHANGE At SGD, sustainability is a core aspect of its business strategy. Indeed, the company intertwines safety and security with its mission to keep people safe, aligning with broader environmental and socioeconomic progress.

“Sustainability is increasingly important; we need to establish a robust framework for the future as we face significant challenges with power supplies, electricity, and water,” Widerström states.

“We have made a major investment in solar power, and whilst we are not entirely autonomous or independent, we are close to achieving that goal.

This step is vital for ensuring we can sustain operations, even during grid failures.”

In a significant stride towards a greener future, SGD completed the 196 | Africa Outlook Issue 113

TRAINING AND SKILLS DEVELOPMENT As continuous learning is crucial for employee growth and business success, SGD offers a variety of workshops and resources to equip its team with the skills needed to thrive in a dynamic and innovative workplace. This ongoing development helps the company stay competitive by enhancing talent attraction and retention.

Employees have access to e-learning platforms, including Pluralsight and LinkedIn Learning, with 40 dedicated learning hours per year available during working hours.

INVESTING IN FUTURE TALENT SGD is dedicated to nurturing young talent through collaborations with local universities and schools, promoting community engagement and leveraging academic resources for mutual benefits.

• Bursary Programme – Supports students in critical fields to cultivate future leaders whilst addressing the critical skills gap.

• Graduate Programme – Offers hands-on workplace experience and mentorship, with 60 percent of participants in 2024 securing permanent positions.

• Learnerships – Aims to provide essential skills to unemployed youth, including individuals with disabilities, by equipping them with job-ready skills for greater inclusion in the labour market.

CORPORATE SOCIAL INVESTMENT (CSI) SGD strives to positively impact its communities through CSI initiatives focused on poverty alleviation, education, and unemployment reduction.

These initiatives include: • Partnering with schools, like Ribane-Laka Secondary School, to empower high-performing students, some of whom have gone on to join SGD. This creates a full-circle approach; by investing in learners, the company not only uplifts communities but also strengthens its internal talent pipeline.

• Collaborating with the Department of Basic Education to celebrate excellence by recognising top-performing schools and districts at national awards across SA. • The Small, Medium, and Micro Enterprises (SMMEs) Programme supports local businesses, such as Solve Direct Electronics, Kutleng Engineering Technologies, and Sparcx, contributing to their technical skills and engineering growth.

SAAB GRINTEK DEFENCE MANUFACTURING

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Africa Outlook Issue 113 | 197

Left: Nivan Moodley, Vice President and Head of Business Development and Strategy, SGD at the 2025 Airbus Helicopters Supplier Conference

CELEBRATING ENVIRONMENTAL ACCOLADES SGD recently achieved second place in the Sustainable Future category at the 2025 Airbus Helicopters Supplier Conference, highlighting its commitment to sustainable business practices within Airbus Helicopters’ global supply chain.

The award reflects SGD’s alignment with the Airbus Supplier Code of Conduct, strong EcoVadis and Carbon Disclosure Project scores, and active initiatives such as substance substitution and local investment, with 87 percent of procurement spending directed to local businesses.

Moreover, sustainability is integrated into SGD’s products and, in collaboration with Airbus, the company received an accolade at the Sustainable Future Awards.

By embedding sustainability into operations and supporting local enterprises, SGD contributes to a safer and more responsible world.

installation of a one megawatt (MW) solar power plant at its Centurion office in SA. This project will enable the company to achieve 70 percent self-sufficiency from the national grid.

Aligned with the global Race to 198 | Africa Outlook Issue 113

Zero campaign and the company’s broader sustainability goals, the solar plant is complemented by a state-ofthe-art 1MW battery back-up system.

This advanced set-up utilises JA Solar 550-watt (W) modules

and cutting-edge battery storage technology, ensuring efficient and reliable on-site energy generation.

The installation embodies SDG’s vision of a sustainable future where innovation and environmental consciousness seamlessly merge, underscoring its commitment to reducing environmental impact whilst ensuring energy reliability for operations.

“Our sustainability initiatives extend to our collaborations with local community schools, as we are dedicated to ensuring access to knowledge in the country.

Furthermore, we continuously enhance our facilities and long-term capacity,” Widerström prides.

FORTIFYING THE FUTURE SGD invests significant effort and resources into its future. This includes focusing on its local product portfolio and contributing to the organisation’s broader vision, emphasising

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“ M U C H O F O U R R & D I S C O N D U C T E D L O C A L LY, A N D W E A R E C O M M I T T E D T O I N V E S T I N G H E AV I LY I N D E V E L O P I N G N E X TG E N E R AT I O N S Y S T E M S ” – JA N W I D E R ST R Ö M , P R E S I D E N T A N D M A N AG I N G D I R E C TO R , SA A B G R I N T E K D E F E N C E

tomorrow’s technologies.

“We are focused on capacity building and technological advancement by investing in machinery and resources to increase output and improve efficiency. We also prioritise funding R&D for future products to stay at the forefront of technology,” informs Widerström.

“In collaboration with our parent company, Saab, we are proud to be one of the centres of excellence in the EW domain. Much of our R&D is conducted locally, and we are committed to investing heavily in developing next-generation systems,” he sets out.

This will strengthen SGD’s position in the industry, whilst integrating cutting-edge technologies such as artificial intelligence (AI) into its systems will be crucial in maintaining a competitive edge.

“Our goal is to meet current demand whilst planning for the future and identifying where we need to be in the next five to 10 years. The challenge lies in balancing both objectives, but we are actively working to achieve this.”

“Our top priority is to increase capacity whilst recruiting the right candidates – we are actively working to identify new talent. This is essential

for effective project execution and everything that comes with it,” Widerström concludes.

The future of SGD is evidently one of innovation, growth, and a firm commitment to excellence in defence solutions.

www.saab.com

Africa Outlook Issue 113 | 199

SCHINDLER LIFTS MANUFACTURING

E L E VAT I N G AFRICA

Schindler Lifts’ products can be found in many wellknown buildings throughout Africa, including premium commercial offices, major airports, national shopping centre chains, exclusive residential apartments, and speciality structures. We get the full story from Managing Director of South Africa and Sub-Saharan Africa, Mayuir Bhairoparsad Writer: Ed Budds | Project Manager: Andrew Marjoram

200 | Africa Outlook Issue 113

T

he ever-expanding African construction industry continues to diversify and present fresh opportunities, driven by significant urbanisation and an increased demand for infrastructure, including the need for elevators and escalators.

Capitalising on this wave of industry growth, Schindler Lifts (Schindler) has established a strong presence in the continent’s key markets such as Morocco, Kenya, Zimbabwe, Botswana, Sudan, and South Africa.

Despite the sector’s economic challenges, Schindler continues to grow and invest in the market, capitalising on emerging trends such as urban expansion and technological

advancements.

“Recent innovations like building information modelling (BIM) and virtual reality (VR) are enhancing the planning process as well as the overall customer experience,” opens Mayuir Bhairoparsad, Managing Director of South Africa and Sub-Saharan Africa.

“Additionally, megatrends such as urbanisation and an ageing population are driving the industry forwards, despite challenges such as supply chain disruptions and material cost inflation,” he adds.

Overall, the industry in Africa shows promising growth and impressive levels of innovation, making it an exciting area for professionals and businesses alike.

Africa Outlook Issue 113 | 201

SCHINDLER LIFTS MANUFACTURING

COMPREHENSIVE SERVICE A winning combination of traditional core values, elite customer service, quality, and safety, alongside a lasersharp focus on smart, innovative, inclusive, and sustainable urban mobility is what helps Schindler stand out across this burgeoning sector.

“Today we are established as a leading global provider of elevators, escalators, and related services,” Bhairoparsad states.

The company’s main products and services include passenger elevators, which offer solutions for various market needs, from low-rise to highrise buildings measuring up to 500 metres.

Additionally, Schindler provides freight elevators designed to transport volumes of light or heavy loads effectively. The company also specialises in escalators and moving walks, which are ideal for shopping malls, offices, hotels, airports, subways, and railway stations.

“We now offer modernisation products aimed at upgrading existing elevators and escalators, ensuring they meet current standards and efficiency,” he expands.

Furthermore, Schindler provides comprehensive services that 202 | Africa Outlook Issue 113

cover every aspect of vertical transportation, from planning and installation to maintenance and upgrades, available 24/7 to ensure optimal performance and safety.

At present, the company employs over 300 individuals, collectively serving South Africa, Botswana, Namibia, and Kenya, and collaborates with 10 further business partners across the African continent.

A COMPETENT COMPETITOR Schindler sets itself apart from the competition through a strong global presence, coupled with a firm focus on core competencies.

By expanding its service network and strengthening its worldwide footprint, the company exploits various global growth cycles, mitigating currency risks, reducing response times due to customer proximity, and enhancing service productivity.

Additionally, Schindler’s clear focus on its core competencies in the elevators and escalators business enables it to achieve cost leadership in an increasingly price-sensitive market.

“The company continuously optimises processes, reduces manufacturing depth by focusing

SCHINDLER LIFTS MANUFACTURING

AFRICA OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO THE SUCCESS OF YOUR BUSINESS? MAYUIR BHAIROPARSAD, MANAGING DIRECTOR, DIRECTOR OF SOUTH AFRICA AND SUB-SAHARAN AFRICA: “Schindler’s supply chain operations are integral to the company’s success, as we rely on a global network of partnerships for production materials and services and place a strong emphasis on building mutually beneficial relations.

“Our company systematically evaluates prospective suppliers and frequently requalifies existing partners to ensure they meet the business’ high standards. Partner and supplier relationships are crucial for Schindler’s longterm success, as the company values suppliers with certified safety, quality, and environmental management systems.

“By fostering a culture of open communication and collaboration, Schindler drives sustainable business practices within its supply chain, enhancing competitiveness and reducing risks.

This approach helps maintain the level of trust we have earned with our customers over the years.”

on strategic core competencies, and limits the range of product families to a manageable number,” explains Bhairoparsad.

Furthermore, Schindler consistently develops leading products by incorporating the latest technology, ensuring it remains at the forefront of innovation and efficiency.

“These strategies collectively provide us with a competitive edge in the industry,” he reveals.

POWER TO THE PEOPLE Across all facets of the business, Schindler places a strong emphasis on empowering its staff and recognising their valued contributions.

“We are committed to providing

a friendly and transparent work environment where employees can grow to their full potential, regardless of their role,” Bhairoparsad affirms.

“The company respects its teammates as responsible professionals and takes care to recognise their individual contributions that foster collective success,” he follows up.

This includes considering flexible options around how and where jobs happen, accommodating different lifestyles and helping its employees strike the right work-life balance to ensure optimum health and maximum productivity.

Additionally, Schindler encourages diversity and inclusion, ensuring that

each staff member is validated whilst motivating everyone to participate in discussions.

This inclusive approach helps recognise and embrace the differences amongst employees, further empowering them to contribute effectively to the overall success of the business.

In this way, Schindler is deeply committed to corporate social responsibility (CSR) practices.

“Our vision of leadership is rooted in providing exceptional customer service and maintaining uncompromising integrity. Personally, I find it fulfilling to support the cultural and charitable commitments of our team members.

Africa Outlook Issue 113 | 203

SCHINDLER LIFTS MANUFACTURING

ADVANCING AFRICA Looking ahead, Schindler’s key priorities for the coming year include translating its global environmental, social, and governance (ESG) commitments into actionable practices across its local operations in Africa.

“We aim to replicate the successful cross-functional structures seen in markets such as China, Germany, and the US to maximise our impact on the continent.

“A significant focus will be placed on expanding the coverage of Environmental Product Declarations (EPD) to new geographical zones within Africa and increasing ESG disclosures in our annual report to meet the needs of our investors as well as ensure transparency in managing material risks and opportunities,” Bhairoparsad sets out.

Alongside this, Schindler is dedicated to advancing diversity and inclusion initiatives within its operations and continuing the company’s human rights due diligence project that was launched in 2020.

Another key priority is using the UN Sustainable Development Goals (SDGs) to guide its materiality

CHANNELLING THE SPIRIT OF MANDELA Nelson Mandela once emphasised the crucial role of education in achieving freedom and equality, viewing it as “the most powerful weapon which you can

“We’re dedicated to creating a healthy and safe workplace and believe in nurturing our employees’ skills through regular training and development opportunities. It’s incredibly rewarding to see how these efforts help us attract and retain the best talent,” Bhairoparsad prides.

“Being a part of Schindler means contributing to the well-being of the communities we serve, which is something I take great pride in.”

204 | Africa Outlook Issue 113

use to change the world”.

He believed education empowers individuals to break free from social and political constraints and actively shape a better future.

Channelling Mandela’s message, Schindler proudly promotes an upliftment programme where it pays for all previously disadvantaged employees and their kids’ education.

In this way, the company endeavours to elevate the communities it works in.

Schindler currently has nine apprentices from nearby areas that are being trained to enter the workforce as qualified lift technicians. The company is also helping 90 females with financial assistance towards their education.

SCHINDLER LIFTS MANUFACTURING

“ W E A R E CO M M I T T E D TO P R OV I D I N G A F R I E N D LY A N D T R A N S P A R E N T W O R K E N V I R O N M E N T W H E R E E M P LOY E E S C A N G R OW TO T H E I R F U L L P OT E N T I A L , REGARDLESS OF THEIR ROLE” – M AY U I R B H A I R O P A R S A D , M A N A G I N G D I R E C T O R O F S O U T H A F R I C A A N D SUB-SAHARAN AFRICA, SCHINDLER LIFTS

analysis, which will shape Schindler’s 2030 sustainability roadmap specifically to the continent.

“Our goals for the upcoming year include implementing sustainability practices across all African operations, enhancing transparency and accountability through

206 | Africa Outlook Issue 113

comprehensive ESG reporting, fostering a diverse and inclusive work culture, and advancing our human rights due diligence efforts,” Bhairoparsad confirms.

“Specifically, we plan to expand our EPD coverage, increase ESG disclosures, and replicate successful

sustainability structures in additional African markets,” he concludes.

These priorities will undoubtedly help Schindler strengthen its commitment to sustainability, diversity, and responsible governance, ensuring long-term positive impacts for both the company and the broader community across Africa.

Tel: +27 (0)860 102 513 sales@za.schindler.com

www.schindler.co.za

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TROTECH MANUFACTURING

Tailored to ensure efficiency, quality, and safety, underpinned by 30 years of established experience, Trotech engineers, procures, and constructs above-ground bulk storage tanks and auxiliaries. Lukas Brink, Managing Director, takes us on a journey through the company’s myriad offerings Writer: Lauren Kania | Project Manager: Josh Whiteside

E

stablished in 1993 in South Africa (SA), Trotech has made a reputable and reliable name for itself by offering specialist services in the field of engineering, design, manufacture, and installation with operations that extend across the country and abroad.

Boasting over three decades of experience delivering bulk storage tank solutions safely, on time, and with the highest quality standards, the company serves clients across the oil and gas, chemical, and mining sectors alongside other heavy industry entities.

“We build large storage tanks primarily on-site for a variety of customers,” introduces Lukas Brink, Managing Director.

“Approximately 95 percent of our business is local to SA. With many companies entering the market utilising international labour and materials, we are proud to be local and connected with our surrounding communities.”

Trotech’s main focus is on new build tanks; however, the company’s other core capabilities include rebuilding and repairs, geodesic dome roof tanks, cryogenic tanks, pressure tanks, and tank design, jacking, and semi-automatic welding.

In August 2024, the company began a new depot services division to expand its services, which it 208 | Africa Outlook Issue 113

anticipates will comprise 20 percent of its business going forth.

“In the first six months of starting the division, we’ve already secured enough work to make 20 percent of our turnover,” Brink excites.

This success can be seen directly in Trotech’s continued substantial growth. Specifically, the company doubled its turnover in 2024, and this trajectory is on track to continue for the coming financial year.

Brink began his career at a small business conducting sales before taking a role as a project mechanical specialist at a large oil company in SA. From there, he joined a consulting engineering firm where he oversaw as many as 18 fuel installation and field depot service projects at any one time.

With vast experience as a professional mechanical engineer involved in the design and project management of large-scale construction operations, he felt he needed a new challenge, thus joining Trotech in its vision to lead the way in construction excellence.

AT THE FOREFRONT OF INNOVATION Brink has observed the industry taking an interesting turn over the past few years, primarily due to the rapid advancement of technology and focus on commercial safety.

T H I N K TA N K S , T H I N K T R OT E C H Africa Outlook Issue 113 | 209

TROTECH MANUFACTURING

“The sector has gone from very straightforward to much more competitive and intricate,” he notes.

“Despite it being a tough environment at the moment with the SA market being very touch and go, Trotech is continuing to succeed in doing what it does best – providing unparalleled service.”

What serves to distinguish the company and allow it to remain an industry leader is its hands-on nature and flat organisational structure.

A wholly-owned subsidiary of the Murray and Dickson Construction Group (M&D), the company is not only able to be agile and make quick

210 | Africa Outlook Issue 113

decisions but is also afforded the ability to operate in a broad sphere of construction activities, many of which are specialist in nature.

Additionally, Trotech has adopted the international entrepreneurial operating system (EOS), which it has customised as its own management system, MDOS, aligning with M&D. This system is rigorously applied company-wide, enabling it to have clear strategic planning, ongoing performance monitoring, and immediate identification of issues necessitating urgent attention.

These procedures allow Trotech to work seamlessly between teams,

clients, and locations.

Specifically, construction projects are executed by various operational divisions. This structured approach not only creates an integrated network but also enhances performance management across all divisions.

Equally, the company’s core values and unwritten ground rules (UGRs) help to define how it functions with integrity on a daily basis.

“We prioritise growing the people within our organisation alongside our partners. It’s all about looking forwards together and seeing how we can all benefit from collective teamwork,” Brink dictates.

Trotech’s core values and UGRs •

Be safe – Safety begins with the individual.

•

Do it right – The right way is the only way.

•

Do what you say – Businesses can count on Trotech.

•

LU K AS B R I N K , M A N AG I N G D I R E C TO R , T R OT E C H

Find the best way –Trotech always finds the best way.

•

“ W E A LWAY S S T R I V E T O P R O V I D E O U R CLIENTS WITH THE BEST SERVICE. OUR M A I N D R I V E R , A N D W H AT W E S E E K T O C O N S I S T E N T LY A C H I E V E , I S B E I N G T H E B E S T C O N T R A C T O R AVA I L A B L E ”

Khula Nathi – An African phrase for ‘around here, we grow, you succeed’.

STREAMLINING TANKAGE NEEDS Currently, Trotech is working on a variety of projects across the African region, with one comprising the construction of four new tanks for Botswana Oil Limited and the national government – an operation that is ahead of schedule and running successfully.

Additionally, the company achieved a massive feat in 2024 when it completed a total of 18 tanks in just 10 months – aptly displaying its ability to not only construct high-quality tanks but also do so in a timely manner.

“We benefit the client substantially

by bringing their projects to life much more quickly and efficiently,” Brink expands.

“We always strive to provide our clients with the best service. Our main driver, and what we seek to consistently achieve, is being the best contractor available.”

One example of Trotech’s advanced technical capabilities is its specific method of building called tank jacking, which few companies in SA are able to do.

“Tank jacking is a much safer and faster method of construction,” he details.

This specialised method consists Africa Outlook Issue 113 | 211

TROTECH MANUFACTURING

of constructing a tank from the top down, using hydraulic jacks to lift and support plates as they are welded into place, as opposed to the traditional method of starting with the bottom plates and working upwards.

In addition to being much safer and more efficient, tank jacking is ideal for erecting steel tanks, repairing tank floors, and enlarging storage capacity.

Crucial to producing results such as these is Trotech’s relationships with its partners and suppliers. The company has a significant level of trust in these relationships and ensures both contributors find mutual benefit in the long term.

Trotech’s supply chain is mainly from SA, with all raw materials coming from inside the country.

“In Africa, a local mindset is monumental because it’s all about how you can grow your country and 212 | Africa Outlook Issue 113

“WE PRIORITISE GROWING THE PEOPLE W I T H I N O U R O R G A N I S AT I O N A L O N G S I D E O U R PA R T N E R S . I T ’ S A L L A B O U T LO O K I N G F O R WA R D S T O G E T H E R A N D S E E I N G H O W WE CAN ALL BENEFIT FROM COLLECTIVE TEAMWORK” LU K AS B R I N K , M A N AG I N G D I R E C TO R , T R OT E C H

Trotech’s track record • 250+ tanks constructed • 1,116,869 cubic metres of tankage • 11 countries • 31 years in the industry

uplift the communities around you, creating jobs and opportunities for everyone,” Brink insights.

CONSTRUCTING A SAFER FUTURE As Trotech continues to look towards the future of tank construction in the region, it is emphasising a few key initiatives, including securing another anchor project, continuing its upward growth, and ensuring its depot services and maintenance division

TROTECH MANUFACTURING

The Professional’s Choice Our mission is to build an empowered company that will be capable of ensuring quality and service excellence in everything we do.

Our vision is to establish and maintain a reputation of integrity, hard work, and professionalism.

By giving our best at all times, we can take pride as the trademark of Bay Tools and Industrial Supplies.

The company has experience in supplying the following services: •

Industrial Tools

•

Building Material

•

Pump Recon

•

Engieering Tools

•

Hardware

•

•

Abrasives

•

Cleaning Supplies

HDPE Piping – Steel/ Engineering

•

Safety Wear

•

•

Minor Fabrication

•

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Bolt, Nuts and Consumables

•

•

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•

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•

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•

Pump Impellers Casting

+27 41 365 7047 | tlb.co.za/company/bay-tool-plant-hire/

becomes stable and self-sustaining.

Equally, the company has a broader 10-year target of becoming the most significant bulk storage tank builder in Africa.

It is working to accomplish this by expanding its footprint into the Southern African Development Community (SADC) – a regional economic community comprising 16 member states.

“We want to expand further into Botswana, Namibia, Angola, and so forth to provide our cuttingedge services to more regions and communities who have the potential to benefit from it,” Brink explains.

Just as crucial to Trotech as it evaluates where it wants to be in the coming years is its work with corporate social responsibility (CSR) programmes.

The company engages with

the communities it works in by making considerable contributions, supporting local sports teams, and even donating some of its project containers to local schools to be used as additional classrooms.

“We also train artisans to help them gain skills for careers such as boiler making and welding. After two to three years of training, they become absorbed into the company and are able to improve their livelihoods,” Brink details.

Trotech is, therefore, determined to continue its impressive track record and commitment to safety.

Proudly, in March 2025, the company’s maintenance team for Astron Energy (Astron) – an industryleading fuel brand – achieved 1,000 days of injury-free performance at its state-of-the-art refinery in Cape Town. This impressive feat reaffirms

Trotech’s unwavering dedication to health and safety. This is a significant accomplishment for a construction company doing high-risk work,” proudly concludes Brink.

trotech.co.za

Africa Outlook Issue 113 | 213

CHAMPIONING ECONOMIC INTEGRITY AND SECURITY Established to ensure fair and transparent operations within Namibia’s non-bank financial institutions, NAMFISA plays a crucial role in maintaining the financial system’s stability and protecting consumers. CEO, Kenneth Matomola, discusses the significance of the association Writer: Rachel Carr | Project Manager: Joshua Mann

O

n Africa’s southwest coast, the Namibia Financial Institutions Supervisory Authority (NAMFISA) oversees the country’s non-bank financial institutions (NBFI) sector, which includes insurance, medical aid funds, friendly societies, pension funds, levies and fees, capital markets, and microlending.

With the goal of ensuring fair and transparent operations, the association regulates 987 financial institutions representing over 71 percent of total financial system

214 | Africa Outlook Issue 113

assets, amounting to over NAD$460 billion despite the economic challenges of 2024.

Led by CEO, Kenneth Matomola, who is passionate about economic development and consumer protection, NAMFISA employs 185 staff focused on regulatory supervision and risk management.

He believes in the transformative power of financial systems and is dedicated to fostering a stable and fair environment for financial institutions to operate ethically and

efficiently, contributing to Namibia’s economic growth.

As the supervisory body, its primary objective is ensuring NBFI operates fairly and transparently, thereby safeguarding consumers and maintaining the financial system’s stability.

Over the years, Matomola has been fortunate to work across various financial disciplines, gaining exposure to risk management, policy formulation, financial regulation, and strategic oversight.

NAMFISA FINANCE

Africa Outlook Issue 113 | 215

This journey led him to NAMFISA, where he is honoured to lead a dedicated team.

“My role allows me to combine my expertise in financial oversight with my commitment to strengthening regulatory and supervisory frameworks and fostering financial inclusion,” he impassions.

A CATALYST FOR CHANGE NAMFISA’s mission is to regulate and supervise NBFI and its intermediaries, fostering a stable and fair sector whilst promoting consumer protection and advising the Finance Minister.

Its vision, meanwhile, is to create a safe and equitable financial system for Namibia’s economic development.

“Both our mission and vision have evolved due to changes in the financial landscape, economic conditions, and technology. Key developments include collaborating with the Ministry of Finance; NAMFISA has updated financial laws and adopted risk-based supervision to enhance market stability,” Matomola notes.

“The focus has shifted to risk-based supervision, consumer education, complaint resolution, and fair treatment in lending by financial

216 | Africa Outlook Issue 113

service providers. With the rise of financial technology (FinTech), NAMFISA is using technology-driven supervisory methods and aligning regulations with global standards to enhance financial integrity and comply with anti-money laundering (AML) and counter-terrorist financing (CTF) regulations.”

In light of current financial trends in Namibia and the Southern African Development Community (SADC) region, regulators are adopting a more flexible approach to address technological advancements and emerging risks alongside ensuring consumer protection and economic stability.

This includes updating regulatory frameworks to tackle challenges in digital finance, such as mobile banking and cryptocurrency, whilst managing risks such as cyber threats.

“A key change is NAMFISA’s transition to a risk-based supervision model, which optimises resource allocation and improves stability.

As cyber threats rise, regulators are strengthening cybersecurity and AML frameworks, particularly for underserved populations and small and medium-sized enterprises (SMEs),” informs Matomola.

Harmonising regulations is crucial due to increasing crossborder financial activities in the SADC region, especially under the African Continental Free Trade Area (AfCFTA).

In this way, NAMFISA collaborates with regional and international regulators to align with global standards and promote economic integration.

AN INDUSTRY INSIGHT The non-bank financial sector is entering a transformative stage, presenting both challenges and opportunities.

“The financial industry in Namibia is undergoing dynamic changes, making it one of the most exciting industries to work in,” Matomola highlights.

“As of the latest reports, the sector has demonstrated resilience and growth, with last year’s regulated total assets signifying a steady expansion of financial services and an increasing demand for innovative and consumercentric financial products.”

The FinTech boom and focus on sustainable finance and environmental, social, and governance (ESG) principles have led to evolving regulatory frameworks that promote responsible investments and climate resilience, transforming the financial landscape.

Elsewhere, the upcoming Financial Institutions and Markets Act (FIMA) and the new NAMFISA Act are expected to enhance regulatory clarity, risk-based supervision, and consumer protection, fostering a resilient financial system.

“FIMA and the NAMFISA Act present compliance challenges for institutions. We seek to facilitate this transition through guidance and collaboration,” urges Matomola.

“Namibia’s integration into regional and international markets requires a coordinated regulatory approach, with cooperation from bodies including the International Organization of

NAMFISA FINANCE

institutions must adopt ESG principles to support sustainable finance.”

As financial institutions adopt FinTech, mobile banking, and digital lending, regulatory frameworks must adapt to protect consumers and secure data.

Equally, regulatory technology (RegTech) and supervisory technology (SupTech) solutions are vital for real-time monitoring, risk management, and data collection.

PARTNERSHIPS AND PRIORITIES

“ W E R E M A I N CO M M I T T E D TO A DA P T I N G TO C H A L L E N G E S , D R I V I N G I N N O VAT I O N , A N D E N H A N C I N G CO N S U M E R P R OT E C T I O N TO M E E T N A M I B I A’ S E C O N O M I C N E E D S ” – K E N N E T H M AT O M O L A , C E O , N A M F I S A

Securities Commissions (IOSCO) and the International Association of Insurance Supervisors (IAIS) to ensure financial stability and adherence to global standards.”

Additionally, increased financial literacy and consumer rights are changing interactions with financial institutions, whilst aligning with international standards promotes further investments and trade opportunities.

However, challenges remain, including economic volatility, inflation, rising interest rates affecting disposable income and savings, and a lack access to formal financial services, particularly in rural areas.

“The growth of digital services raises cybersecurity concerns, whilst new regulations can strain resources.

Climate change also presents risks in insurance and agriculture, increasing claims and affecting profitability, so

If NAMFISA is to continue fostering a stable and consumer-focused financial sector, regulatory initiatives and strategic investments to enhance market conduct and consumer protection are key to its mission.

“We prioritise establishing a robust supervisory framework to ensure financial institutions act with integrity and transparency. Implementing the NAMFISA Act, FIMA, Consumer Credit Bill, and Financial Adjudicator Bill is crucial for promoting fair practices,” Matomola expresses earnestly.

As the financial sector evolves, digital transformation will play a vital role in NAMFISA’s strategy as it invests in RegTech and SupTech solutions to improve supervision, automate compliance, and enhance its responsiveness to risks.

“Our partnerships with regional and global regulatory bodies such as IAIS and IOSCO help us align with international standards and bolster financial stability. We remain committed to adapting to challenges, driving innovation, and enhancing consumer protection to meet Namibia’s economic needs,” he outlines.

Partnerships and strategic alliances are crucial for NAMFISA’s regulatory effectiveness, aligning with international best practices, regional financial stability, and local economic initiatives.

Africa Outlook Issue 113 | 217

“OUR PRIMARY FOCUS WILL BE ON ENHANCING TECHNOLOGICAL C A PA B I L I T I E S , I M P R O V I N G D ATA M A N A G E M E N T, AND FOSTERING S TA K E H O L D E R E N G AG E M E N T ” – K E N N E T H M AT O M O L A , C E O , NAMFISA

ACTIONS AND APPROACHES TO ECONOMIC DEVELOPMENT NAMFISA is dedicated to strengthening the financial sector and enhancing consumer protection through various strategic initiatives aimed at creating a resilient and transparent financial system in Namibia.

• CONSUMER CREDIT BILL – This landmark legislation seeks to regulate consumer credit, ensure fair lending practices, and protect consumers from exploitative arrangements, promoting responsible borrowing and lending for households and businesses.

• NEW HEAD OFFICE – NAMFISA is constructing a modern head office to centralise operations, improve collaboration, and enhance service delivery, enabling more efficient regulatory oversight.

• DIGITAL TRANSFORMATION – Implementing an enterprise resource

These are structured across four levels – international, African, regional, and local engagements. The former involves collaborating with global regulatory bodies, including the International Organisation of Pension Supervision (IOPS) for pension fund regulation, IAIS for insurance oversight, and IOSCO for market stability and investor protection.

African partnerships involve engaging with organisations such as the Africa Pension Supervisors Association (APSA) and the Organisation of African Insurance Supervisory Authorities (OAISA) to enhance financial sector stability across the continent.

Meanwhile, regional partnerships include participating in the Committee of Insurance, Securities, and Non-Banking Financial Authorities (CISNA) to harmonise regulations in the SADC. Alongside this, NAMFISA has local partnerships with government ministries, the Bank of Namibia, regulated entities, consumers, and the media to ensure regulatory compliance, consumer protection, and financial literacy.

These collaborations enhance regulatory capacity, promote financial inclusion, and support sustainable economic growth in Namibia.

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planning (ERP) system aims to streamline operations, enhance regulatory reporting, and improve decision-making, ensuring accurate data management, process automation, and better financial oversight.

• NAMFISA ACT AND FIMA – These new regulations modernise financial sector oversight by providing a comprehensive governance, risk management, and consumer protection framework, aligning with global best practices.

Collectively, these initiatives underscore NAMFISA’s commitment to regulatory excellence and consumer protection in Namibia’s evolving financial landscape.

ADVANCEMENT, ENHANCEMENT, AND IMPROVEMENT As FinTech transforms NAMFISA’s operations and the regulatory landscape and promotes a more efficient, transparent, and inclusive financial system, it necessitates a

responsive regulatory framework that balances innovation with consumer protection and economic stability.

The NAMFISA Regulatory Sandbox has therefore been established to test innovative financial solutions under regulatory supervision.

AY-406/1

Allan Gray Namibia: Positioned for resilience amid ongoing uncertainty

A

s a privately-owned investment manager, which has been managing assets for Namibian clients since 1984, Allan Gray Namibia remains committed and well positioned to leverage the opportunities emerging from the ongoing uncertainty in global financial markets. We form part of the broader Allan Gray Group, which was established in South Africa in 1973, and is Southern Africa’s largest privately owned investment management firm. Through our offshore partner, Orbis, we offer a range of global investment products for African investors.

A valuation-orientated approach to investing

In situations of market volatility, our job as an investment manager is to remain disciplined and assess the impact on the fundamental value of businesses. While many investors use share prices and media reports to pick the companies they want to invest in, at Allan Gray Namibia, we work hard to establish the true value of a business as a whole, including its ability to make a sustainable profit over time and under different conditions.

Our focus on bottom-up research enables us to identify exceptional businesses that have a competitive edge and trade at a discount to our assessment of their intrinsic value. We buy these assets at a discount and sell them when they reach our estimate of their fair value.

We are a valuation-orientated investor, and our contrarian investment philosophy naturally leads us to out-of-favour areas of the market. We do not limit our research to fast or slow growth, high or low quality or big or small companies, and we do not avoid shares simply because they trade on high valuation multiples. We aim to identify shares that trade significantly below what we think they are truly worth today, factoring in the expected future growth potential. As such, we are opportunistic, and our flexible approach enables us to take advantage of whatever types of opportunities the market presents.

At Allan Gray Namibia, we are steadfastly committed to building wealth for our clients over the long term.

Our approach to responsible investing

Environmental, social and governance (ESG) issues have dominated headlines for the last few years and are front of mind for many investors as they start to think more critically about the environmental and social impacts of companies in which they invest and demand more purpose-driven, sustainable and stakeholder-centric behaviour.

Integrating ESG factors into our research has always been an intrinsic part of our investment philosophy and we continuously

© 2025 Allan Gray Namibia Proprietary Limited. All rights reserved.

The content and information may not be reproduced or distributed without the prior written consent of Allan Gray Namibia Proprietary Limited (“Allan Gray”).

work on improvements to our ESG approach, research and engagement processes year on year.

We focus our research and engagement efforts on ESG issues that are most material to each company, rather than applying a cookie-cutter approach. We may also limit the size of our holding in a company, or choose not to invest in it, if the ESG risks are significant.

At Allan Gray Namibia, we are steadfastly committed to building wealth for our clients over the long term.

Forging impactful partnerships

With a deep concern to alleviate poverty and unemployment in Namibia, we strive to make a positive contribution to our community through our empowerment structure and transformation initiatives. One of these initiatives is the Allan Gray Orbis Foundation (Namibia).

For two decades, the Foundation has contributed to long-term nation building and economic transformation by identifying prospective high-impact entrepreneurs at an early stage, nurturing their entrepreneurial spirit and funding their education. The Foundation has sent more than 100 Namibian youth to schools and universities on full scholarships. Furthermore, capital has been reserved to support the businesses founded by the beneficiaries of these programmes.

We are client focused

At Allan Gray Namibia, our business is built on our people. We believe that diversity of ideas and experiences breeds the best investment solutions, and we remain focused on developing and drawing on fresh talent. We have assembled a dedicated team with a depth of talent and experience.

The team is led by Birte Schneider, who is both managing director and portfolio manager, having joined the Group in 2011 as an investment analyst. Allan Gray Namibia is fully resourced and capable of meeting our clients’ needs in an ever-changing financial landscape.

If you have any questions, kindly visit www.allangray.com.na, email info@allangray.com.na or call +264 (61) 460 0000.

This initiative allows non-bank financial service providers to trial their products and services in a controlled environment, fostering innovation and financial inclusion whilst ensuring

consumer protection and regulatory oversight.

“As we look to the 2025/26 financial year, NAMFISA is dedicated to key strategic priorities that support

EMPOWERING EMPLOYEES At NAMFISA, the most significant investment is in its people, who drive regulatory excellence, financial stability, and consumer protection in Namibia’s financial sector. Therefore, maintaining a skilled and diverse workforce is a top priority.

• GENDER DIVERSITY – As an equal opportunities employer, with 58 percent female and 42 percent male employees, NAMFISA demonstrates its commitment to diversity.

• PERFORMANCE MANAGEMENT AND LEADERSHIP DEVELOPMENT – NAMFISA enhances performance through an effective management system, conducting leadership surveys to promote accountability, integrity, and continuous improvement.

• LEARNING AND DEVELOPMENT INITIATIVES – Employee development is prioritised by NAMFISA through ongoing training programmes to ensure its workforce is skilled and adaptable to regulatory changes, enhancing oversight and responsiveness to market challenges.

Investing in people promotes innovation, operational efficiency, and improved service delivery, benefitting stakeholders and the financial sector.

A diverse and inclusive team helps it to understand and regulate the evolving economic landscape, ensuring fairness and adaptability in oversight.

Investing in human capital is central to NAMFISA’s success. By fostering talent and continuous learning, it remains a progressive, high-performing regulator dedicated to safeguarding Namibia’s financial system.

a stable, consumer-protected non-banking financial sector. Our primary focus will be on enhancing technological capabilities, improving data management, and fostering stakeholder engagement,” specifies Matomola.

“A significant priority is adopting digital transformation to boost operational efficiency, including automation of regulatory processes for better data integration and faster turnaround times. We will also explore new revenue sources to enhance financial sustainability whilst ensuring institutions operate within a stable framework.”

NAMFISA’s regulatory initiatives will concentrate on consumer protection and market conduct by implementing FIMA and the Consumer Credit and Financial Adjudicator Bills, promoting fair financial services for both consumers and industry players.

“We also aim to improve transparency and stakeholder engagement with proactive communication and regular industry interactions. Finally, we will strengthen system stability by monitoring potential risks and conducting measures such as the national Crisis Simulation Exercise 2025 to prepare for future uncertainties,” Matomola concludes.

Overall, NAMFISA’s 2025/26 business plan is designed to enhance efficiency, regulatory oversight, and financial sector resilience, positioning Namibia’s non-bank financial sector for sustainable growth.

Tel: +264 (61) 290 5000 info@namfisa.com.na

www.namfisa.com.na

220 | Africa Outlook Issue 113

Deeply entrenched in Namibian hearts and minds.

At Sanlam we have a firmly rooted commitment to the people of Namibia. You can have confidence in us knowing that we are your reliable partner through the journey of life.

We celebrate with you, and also share your sad moments.

We are your cheerleader, and also your shoulder to cry on.

Whether you are starting a family, starting school, starting a new business venture, when you retire, or when you lose a loved one, we help you face all these moments with financial confidence.

Exclusive, appetising content, delivered straight to your inbox Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the food and beverage sector.

A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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AMARO FOODS FOOD & BEVERAGE

224 | Africa Outlook Issue 113

B R E A DW I N N E R S

CONTINUE TO R I S E Amaro Foods produces and supplies an exquisite selection of bakery products crafted by skilled artisans using high-quality ingredients.

Tony Amaro, Founder and CEO, discusses the company’s popular products, community responsibilities, and future focus Writer: Rachel Carr | Project Manager: Connell Privett

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AMARO FOODS FOOD & BEVERAGE

B

read has primitive origins as a staple food in early human societies.

It is, therefore, an integral part of many cultures worldwide and has a rich and diverse history, especially in Africa.

With a narrative spanning thousands of years, bread holds both social and nutritional significance.

For instance, ancient Egyptians on the prehistoric continent discovered leavening and fermentation techniques to create different types of bread and even used it as currency and in religious rituals.

Today, the rise of the health and wellness movement has spurred renewed interest in wholegrain and artisan bread whilst maintaining its hospitality element.

Breaking bread is one of the oldest family traditions, and when it comes to baking it, few companies are as esteemed as Amaro Foods (Amaro).

The company produces and supplies a variety of baked goods, including soft rolls, flatbreads, croissants, speciality bread, wraps, and hot cross buns across South Africa (SA) to its primary customer, Woolworths. As a regular winner of the Hot Cross Bun of the Year award, its tasty treats are unparalleled.

Established in 1991 by Founder and CEO, Tony Amaro, and his father, the company boasts a strong family heritage and legacy.

With four unique manufacturing facilities across the Western Cape province, it has experienced continuous growth ever since.

“We relocated to Killarney Gardens, and in 2010, we moved to a larger facility in Epping. Our expansion continued with the opening of the wrap factory in Killarney Gardens in 2012, a gluten-free factory in Epping in 2014 and, most recently, a fourth artisanal factory in Montague Gardens,” introduces Tony.

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AFRICA OUTLOOK: COULD YOU SHARE SOME INSIGHTS ABOUT THE COMPANY CULTURE AND HOW AMARO MOTIVATES ITS EMPLOYEES? Tony Amaro, Founder and CEO: “Our culture can be described as one that thrives on continuous improvement, agility, and a strong focus on achieving results. It encourages employees to adapt to change and innovate quickly, and there are constant opportunities for personal learning and growth through hands-on experience.

“However, as motivation differs for each individual, we provide various initiatives, learning programmes, development opportunities, and incentives. We always review our rewards strategy to ensure we align with market trends.”

TRENDS AND TECHNIQUES The food market in Africa is currently experiencing a shift towards healthier options such as wholegrain and gluten-free breads.

“It is an exciting space to work in as it is driven by evolving market trends, and we have seen phenomenal growth in sourdough, flatbread, and gluten-free items. We expect these

trends to continue alongside the focus on health-conscious products and convenience,” Tony delights.

Consumers are increasingly opting for organic and locally-sourced bread products in search of a more sustainable and transparent food supply chain, whilst there is also rising demand for artisanal and speciality options.

AMARO FOODS FOOD & BEVERAGE

flour made using the traditional method of grinding grains between two millstones, unlike mass-produced flour made using roller mills.

“Our processes include both manual and fully automated production lines, and we have stateof-the-art wrap equipment that can produce up to 50,000 units per hour.

We also utilise fermentation tanks which ensure that our sourdough starters are properly maintained,” outlines Tony.

BAKED WITH PURPOSE

Tony attributes the rising popularity of such products to the use of fewer ingredients compared to other types of bread.

“They are made over a longer period, which breaks down the gluten and allows them to be digested more easily. The whole process results in better flavour, making them more popular for the health-conscious consumer,” he states.

Sourdough bread is one of the preferred options as it is easier to absorb than typical white bread and beneficial for gut health.

“We’ve had our sourdough starter for a long time; we pride ourselves on the age-old task of bread baking and believe in using the fewest and healthiest ingredients available. The bulk of our wheat flour products are made with stoneground flour,” Tony maintains.

A sourdough starter is a living culture that contains wild yeast and lactic acid bacteria, which help the bread rise.

Stoneground flour is wholegrain 228 | Africa Outlook Issue 113

“WE PRIDE O U R S E LV E S O N T H E A G E - O L D TA S K OF BREAD BAKING AND BELIEVE IN USING THE FEWEST A N D H E A LT H I E S T INGREDIENTS AVA I L A B L E ” – TO N Y A M A R O, FO U N D E R A N D C E O, AMARO FOODS

Amaro has significantly enriched the communities it serves through strategic partnerships with various organisations dedicated to the fight against hunger.

By collaborating with these groups, the company not only addresses food security needs but also fosters a spirit of solidarity and resilience.

Since 2019, SA Harvest has been committed to ending hunger and reducing food waste through food rescues, education programmes, and sustainability initiatives.

Amaro is a generous donor, providing bread in many forms to beneficiaries in Cape Town every week.

“The internal corporate social investment (CSI) initiatives we partake in are also aligned to the communities we operate close to, such as Langa and Dunoon,” Tony impassions.

LEADERS IN

DOUGH RAISING TECHNOLOGY

YEAST | ENZYMES SPECIALTY PREMIXES PRODUCT DEVELOPMENT BAKERY TRAINING www.anchoryeast.co.za

AMARO’S STRATEGIC PRIORITIES 1. Develop its categories and channels.

“ W E O F F E R E M P LOY M E N T O P P O R T U N I T I E S , BAKING SKILLS PROGRAMMES, AND P R O D U C T I O N L E A D E R S H I P TO T H E P E O P L E NEEDING WORK IN THE COMMUNITIES W H E R E W E A R E L O C AT E D ” – TO N Y A M A R O, FO U N D E R A N D C E O, A M A R O FO O DS

2. Build a culture of excellence.

3. Enhance leadership capability and depth.

4. Eliminate all forms of waste.

5. Secure effective capital investment to ensure capacity to meet growing demand.

6. Implement strategies to reflect global best practices.

7. Integrate environmental, social, and governance (ESG) principles into its operations and value chains.

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Amaro proudly supports these underprivileged communities, as a significant number of its employees reside in these areas.

This commitment underscores the company’s belief in fostering positive change and providing opportunities for those who contribute to its success.

“We offer employment opportunities, baking skills programmes, and production leadership to the people needing work in communities where we are

located. Approximately 80 percent of our workforce is based in informal settlements and townships close to our facilities,” he expresses.

The company considers its employees to be its biggest asset and, as such, recognises that they are an integral part of Amaro’s success and growth.

Reinforcing their value and vital role in making a positive impact beyond the bakery encourages community spirit and demonstrates the team’s dedication to social responsibility.

AMARO FOODS FOOD & BEVERAGE

Maccallum has been supplying the South African food and beverage industry with first-class raw materials for over 30 years.

We source products from around the world, leveraging an extensive network of suppliers, many of whom are decades-long partners.

Throughout this time, service has stood at the very heart of our business. It is a value we strive to give life to every day. It embodies our commitment to customers and suppliers alike, and will remain the lifeblood of our business well into the future. +27-11-234-8470 gph@maccallum.co.za www.maccallum.co.za

INNOVATION AND DETERMINATION Amaro is looking at new investments such as product and employee development, corporate social responsibility (CSR), facility expansion, technology and automation, and sustainability initiatives.

There has been a significant investment in developing various product lines, including wholegrain, gluten-free, sourdough, and artisanal bread.

This investment not only caters to evolving consumer trends but also places a premium on healthconscious options.

“We are looking at a gluten-free wrap line, as it is a growing category, and we believe our customers deserve top-quality products. Moreover, to align with our priority of reducing our carbon footprint, we have installed solar power at our flatbread facility,” Tony shares.

Additionally, the company has integrated state-of-the-art equipment in its production lines, including fully automated systems that can produce a high volume of products efficiently.

The utilisation of fermentation tanks and advanced wrapping equipment, meanwhile, enhances product quality and consistency.

Flatbreads are amongst the oldest foods worldwide, providing the ideal canvas for innovation and new flavours, making their high versatility popular.

However, products are not Amaro’s only focus – people also feature high on this year’s agenda.

“A big emphasis is on the various talent management strategies we intend to roll out in 2025. Many shortterm projects are underway for the coming year, but our strategic longterm goal is to turnover ZAR1.2 billion by 2031,” Tony concludes.

These strategic investments reflect

Amaro’s commitment to growth and community engagement whilst producing high-quality baked goods that meet the changing needs of consumers.

Tel: 021 507-7500

Africa Outlook Issue 113 | 231

YALELO ZAMBIA FOOD & BEVERAGE

BREAMING WITH SUCCESS

232 | Africa Outlook Issue 113

Building a name for freshness and quality, Yalelo Zambia is passionate about putting a fish on every Zambian’s plate. Ulric Daniel, CEO, speaks to us about the company’s journey to success and work towards a sustainable and supportive future Writer: Lauren Kania | Project Manager: Ben Weaver

L

oosely translating to the phrase ‘today’s fish’ in the local language of Bemba, Yalelo Zambia (Yalelo) is the largest aquaculture business in sub-Saharan Africa, proudly producing the freshest and tastiest bream that families trust and love.

Founded in 2011 with the vision of becoming an aquaculture powerhouse by sustainably developing regionwide fish protein resources, the company grows its fish in the clear waters of Lake Kariba inside large cages that provide an open environment for the bream to swim far and deep against the lake’s natural currents.

“People buy our fish because of the freshness and taste, which is something we are extremely proud of,” introduces Ulric Daniel, CEO. Yalelo achieves this world-class palatability through a combination of its environment, which produces healthier and stronger fish, and a high-quality diet consisting of locallygrown soy and maize, that keeps the fish healthy with an unparalleled taste profile.

The company has been through myriad learning curves to get to where it proudly stands today, now harvesting more than 18,000 tonnes (t) of fish per annum.

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YALELO ZAMBIA FOOD & BEVERAGE

Meanwhile, Yalelo is actively entering untapped markets, launching new product lines, opening additional local fresh fish shops, and testing the quick service resturant waters with fish and chip shop investments.

Ulric has been interested in food production since childhood, having grown up on different poultry farms across South Africa (SA).

“I studied microbiology at university and wanted to look at food production from a safety point of view. However, I realised afterwards that I was not meant to be stuck in a lab all day, so I decided to change career and become a field officer for a company buying crops to be traded on the SA commodity market,” he expands.

This change in environment led Ulric to travel throughout Africa

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before landing in Zambia, where he found his passion in helping underdeveloped countries by providing reliable, healthy, and sustainable protein options.

“The impact you have when offering a top-quality protein source to those who may not have had access before is incredibly rewarding.”

A TASTE YOU CAN TRUST Currently, Ulric views the aquaculture industry as full of untapped potential.

“It is particularly exciting in an African context because it’s a relatively new sector and there are many lakes in the continent which can be used for aquaculture production,” he insights.

“However, it can be extremely difficult to get into, which means you must be especially disciplined to find success.”

The barrier to entry into the industry is caused by vast variables beyond anyone’s control and unique to aquaculture, such as storms, oxygen levels in the water, and other environmental factors that can have a major impact on stock.

Despite these challenges, the sector is continuing to expand and grow in popularity as countries such as Zambia, Malawi, Zimbabwe, Namibia, and others are enjoying fish to the point that consumption is, at times, higher than that of chicken.

This increased consumption is proving to be exponentially beneficial to the diets of local communities as it is a lean protein with omega-3 fatty acids that are otherwise not readily available to those who need it most.

“Fish can also be sustainably produced, so you can have a neutral carbon footprint as a commercial operator because aquaculture does not have the adverse effects on the environment that other large-scale livestock farming does,” details Ulric.

What further serves to differentiate Yalelo from other fisheries is the skills – both imported and local – the company has internally developed.

Operating within such a specialised sector, the company has rigorous training programmes to develop and

YALELO ZAMBIA FOOD & BEVERAGE

AFRICA OUTLOOK: LOOKING AHEAD, WHAT ARE YALELO’S KEY PRIORITIES AND INVESTMENTS FOR THE FUTURE? Ulric Daniel, CEO: “We are currently investing in an upgraded state-of-theart processing plant, which allows us to continue meeting premium product standards and also increase product range and efficiencies. Since we are growing so rapidly, we want to ensure

expanded facilities.

“ T H E I M P A C T Y O U H AV E W H E N O F F E R I N G A TO P - Q UA L I T Y P R OT E I N S O U R C E TO T H O S E W H O M AY N O T H AV E H A D A C C E S S B E F O R E I S I N C R E D I B LY R E WA R D I N G ”

“We’re growing to a size where we

– U L R I C D A N I E L , C E O , YA L E L O Z A M B I A

we maintain our continuous testing of the fish for safe consumption and keep them bacteria-free through improved processing procedures and

need to improve our infrastructure, which will allow us to greatly expand our frozen product capacities in-house and enhancing control of products before they reach the customer.

“This project will allow us to enter regional markets at a stronger rate and, if ever a route we want to follow, eligibility to export to Europe and the UK because we will meet more stringent quality standards.

“Equally, we are looking to continue our geographical footprint so our fish is accessible to all Zambians.”

promote staff from within and ensure industry-leading production.

Just as crucial to Yalelo’s ability to service regions far and wide across Africa is approach to its taste profile and high-standard shopfronts.

“Our taste profile comes from our feed, in which we have a 60 percent joint venture (JV) with the Aller Aqua group from Denmark, where the feed quality is the best on the continent,” explains Ulric.

Yalelo’s shopfronts, meanwhile, are kept clean, neat, and tidy to

ensure customers have an enjoyable shopping experience, even in the most rural locations.

“We respect every customer and feel they deserve to have a clean and positive shopping experience, no matter who they are or where they are located,” explains Ulric.

ZAMBIA’S NUMBER ONE FISH Yalelo proudly holds the title of producing Zambia’s number one fish through its dedication to consistent quality, high-end supplies, and a Africa Outlook Issue 113 | 235

YALELO ZAMBIA FOOD & BEVERAGE

rapidly expanding geographical footprint.

Equally, the company maintains open communication and honesty with its customers to show that its fish remains 100 percent free from antibiotics and growth hormones through the entire production process.

Just as important to maintaining its hard-earned reputation is Yalelo’s cold chain integrity, which is paramount to ensuring traceable and dependable quality.

“Our customers have faith that even if they’re buying fish in the middle of the Northern Province of Zambia, it’s always fresh because of our reliable cold chain,” confides Ulric.

Examples of Yalelo’s high-standard cold chain practices include its custom-made crates and temperature probes which accurately monitor the exact conditions fish is transported in throughout the journey.

Additionally, the consistent production of ice is crucial to Yalelo’s cold chain integrity. The company has large ice-producing machines in-house and is expanding these facilities in line with increased production.

“We have the ability to produce excess ice for the entire processing and harvesting journey. The availability of ice is a significant part of cold chain management,” informs Ulric.

STABILISING REGIONAL FOOD SECURITY Yalelo strives to stabilise regional food security by sustainably producing abundant and accessible protein for communities, and it seeks to continue doing so by expanding its geographical footprint even further to bolster local economies.

“The more accessible you make fish products, the more people will eat protein, which offers amino acids and other nutritional benefits,” indicates Ulric.

By offering a physical storefront in traditionally hard-to-reach locations, the company is not only making protein more accessible but also generating employment opportunities.

This ultimately creates disposable income for those who need it most, as a great percentage of customers are not just buying fish for their families but because they’ve set up their own small businesses, thus

taking distribution a step further and enabling a circular economy.

“You see shops open up outside our properties with people supplying different amenities like cell phone data or groceries. Whole microeconomies start up around the production facilities, which creates more disposable income and means people can buy protein,” informs Ulric.

Zambia is unique in that the majority of maise and soy in the country is produced by smallholder

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THE HEALTH BENEFITS OF FISH • HIGH IN NUTRIENTS – Fish is packed with nutrients such as iodine, vitamins D and B12, omega-3 fatty acids, and more, which promote optimal body and brain function.

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• SUSTAINABLE FORM OF AGRICULTURE – When harvested responsibly, fish has a lower environmental

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“PEOPLE BUY OUR FISH BECAUSE OF T H E F R E S H N E S S A N D TA S T E , W H I C H I S S O M E T H I N G W E A R E E X T R E M E LY P R O U D O F ” – U L R I C D A N I E L , C E O , YA L E L O Z A M B I A

farmers. Therefore, the feed mill raw material requirement also acts as a boost for employment and cash flow through the economy.

To contribute to local communities even further, Yalelo participates in many corporate social responsibility (CSR) practices, including clean-ups, fixing community roads, supplying

potable water systems, anti-malaria drives, and more.

One of its primary relationships is with the Liberi School in Siavonga, Zambia, through which Yalelo is in the process of donating land to the school and is in a privileged position to supply students with fish for lunch three days a week.

Close to Ulric’s heart is his work with the Explorers’ Preparatory School in Nkwashi, where he established an exposure programme to promote agricultural practices and their importance to school children.

“I invite corporate companies to talk to kids about how you rear chickens, plant crops, or milk cows, as it’s important in this day and age to help

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them understand where their food is coming from, regardless of diet.

“I’ve even seen parents get involved and end up asking more questions about the process than the kids sometimes do!” he passionately concludes.

Ultimately, as Yalelo continues to look to the future, it is working towards empowering individuals and communities whilst consistently producing safe, healthy, and delicious bream across Africa and beyond.

Tel: +260 211 246 060 Mob: +260 962 322 428 info@yalelo.com

www.yalelo.com Africa Outlook Issue 113 | 237

The global resource for supply chain professionals and organisations Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.

As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

SUBSCRIBE NOW TO THE DIGITAL MAGAZINE

www.supplychain-outlook.com

VECTOR LOGISTICS SUPPLY CHAIN

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HIFTING GEARS IN S U S TA I N A B I L I T Y As the competitive advantages afforded by carbon neutrality in South Africa’s logistics landscape continue to emerge, the freight industry is leveraging more and more innovative solutions. Annelie Govender, Chief Human Resources Officer and ESG Lead at prominent integrated cold chain logistics provider, Vector Logistics, outlines how the company is doing just this Writer: Annelie Govender, Chief Human Resources Officer and ESG Lead Project Manager: Ben Weaver

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VECTOR LOGISTICS SUPPLY CHAIN

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n an increasingly interconnected and environmentally conscious world, carbon neutrality has emerged as more than just a moral imperative – it is now considered a competitive advantage.

This is particularly true for the freight industry in South Africa (SA). Investors and stakeholders are placing significant emphasis on environmental, social, and governance (ESG) principles, with carbon neutrality acting as a litmus test for companies’ commitment to long-term sustainability and profitability.

The freight sector, a backbone of SA’s economy, is under intense scrutiny to align with global best practices in sustainability – not merely as a compliance exercise, but as a driver of innovation and growth.

Despite this clear direction, ESG and sustainability principles have faced their fair share of criticism, both locally and globally.

Some argue that ESG initiatives impose additional financial burdens on companies already struggling in a tough economic climate, whilst others question the tangible outcomes of sustainability strategies, dismissing them as mere box-ticking exercises.

Although these criticisms are not entirely unfounded, they overlook the transformative potential of ESG and carbon neutrality commitments.

Companies that embrace these principles are not only futureproofing their operations but also positioning themselves to attract investment and unlock new revenue streams.

As such, SA’s leading integrated cold chain logistics provider, Vector Logistics (Vector), is shifting gears in sustainability with the launch of its first fully electric net zero vehicles.

This roll-out marks a significant milestone in the company’s journey towards net zero, which it aims to achieve by 2050.

Having remained steadfastly committed to its ESG and carbon neutrality strategies, even in the face of pushback, Vector’s commitment is not about optics – it’s about seizing the opportunities that come with being a sustainability leader in the freight sector.

The company anticipates rolling out its first fully electric bumper-tobumper trucks as part of its fleet on South African roads later this year.

RESPONDING TO THE CLIMATE EMERGENCY As sustainability remains at the heart of Vector’s business strategy, the company is committed to creating an agile, resilient logistics network that adapts to market changes whilst maintaining service quality.

The latest climate science research confirms that the world must move from 51 billion tonnes of greenhouse gas (GHG) emissions to net zero by

VECTOR AT A GLANCE From its humble beginnings as an in-house distribution arm for Irvin & Johnson (l&J), SA’s premium supplier of top-quality Cape hake, Vector, has grown into an industry leader in multi-temperature logistics with a proven ability to service a wide range of needs.

Today, Vector is SA’s leading integrated cold chain logistics provider, specialising in temperature-controlled warehousing, distribution, and end-to-end supply chain solutions.

With a national footprint and commitment to operational excellence, the company partners with some of the country’s most recognised food brands to ensure the seamless movement of temperature-sensitive goods from production to retail shelves.

Backed by cutting-edge technology, sustainability-driven practices, and a team of industry experts, it delivers innovative logistics solutions that optimise efficiency, reduce environmental impact, and enhance customer satisfaction.

By combining its local expertise with an expansive network, Vector ensures that fresh, safe produce reaches customers across the region.

Keith Pienaar, CEO

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Annelie Govender, Chief Human Resources Officer and ESG Lead, delivering a speech for Vector Logistics

2050 to prevent global warming above 1.5 degrees Celsius (°C).

Vector’s goal is to respond to the current climate emergency by reducing its GHG emissions by at least 42 percent before the end of 2030. To do this, it needs to embrace technology and innovation to prove that the freight and logistics sectors are at the forefront of these developments.

The global shipping industry, for instance, provides a compelling example of how innovation can drive progress. The world’s first carbonneutral ship was launched this year and demonstrates how industry leaders are exploring groundbreaking solutions to decarbonise their operations.

Whilst the reliance on alternative fuels such as methanol has its criticisms, the project underscores the importance of taking bold steps towards sustainability.

These kinds of innovations represent a step change in how the logistics sector is approaching

decarbonisation, and reinforces its dedication to developing valuedriven, environmentally conscious operations.

A TRAILBLAZING SOLUTION Closer to home, SA’s road freight sector is also seeing significant strides in innovation.

According to the International Road Transport Union (IRU), a duplex approach to greening road transport is gaining traction. This strategy combines the use of cleaner fuels and advanced vehicle technologies with systemic changes such as optimised logistics and infrastructure upgrades.

These developments are particularly relevant for SA, where the freight industry’s carbon footprint is a growing concern.

However, as highlighted by McKinsey’s research on decarbonising logistics, many organisations still grapple with how to implement effective sustainability strategies.

This knowledge gap presents an opportunity for innovators to step in

and provide solutions. For instance, third-party providers with expertise in green logistics can help companies design and execute tailored decarbonisation plans.

These collaborations can bridge the gap between ambition and action, ensuring that South African freight companies remain competitive on the global stage.

Vector’s trailblazing solution goes beyond convention by pairing Volvo battery electric vehicle (BEV) truck tractors with innovative solarpowered e-axle trailers, creating SA’s first fully electric bumper-to-bumper logistics system.

Unlike traditional electric trucks that focus solely on the vehicle’s powertrain, this solution integrates solar-powered e-axle trailers.

However, there are no solar panels on the truck or trailer itself; instead, both the truck and trailer batteries are charged at solar-powered charging stations at Vector’s distribution centres.

Whilst the trucks are in motion, the e-axle generates kinetic energy as the wheels turn, which helps charge the batteries.

For added resilience, the refrigeration system also includes a diesel back-up, intended solely for emergency use to ensure operational continuity for extended pre-cooling at depots when the solar battery power is depleted.

These net zero vehicles will support deliveries across Johannesburg and Cape Town, aligning with the sustainability goals of Vector’s clients whilst reinforcing its commitment to collaboration in achieving shared environmental objectives.

DRIVING SUSTAINABILITY FORWARDS As part of its ambitious ESG strategy, Vector’s roll-out of net zero trucks aligns with its overarching goal of embedding sustainability into everything it does.

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VECTOR LOGISTICS SUPPLY CHAIN

VECTOR’S GUIDING PRINCIPLES As a socially responsible logistics provider, Vector’s robust mission, purpose, vision, and values ensure it continues to mindfully deliver seamless cold chain solutions and innovative supply chain expertise across SA. MISSION – Drive dependable, sustainable supply chain solutions that power food delivery.

PURPOSE – Deliver success, one kilometre at a time.

VISION – Be the leaders in delivering quality food across Africa.

VALUES • Care for and champion customers, colleagues, and communities.

• Remain trustworthy and deliver on promises.

• Exceed customer expectations.

• Listen to and look for opportunities to improve.

• Respect the planet and remain committed to sustainable solutions.

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From electrifying its fleet to adopting renewable energy solutions and championing sustainable practices across the value chain, the company’s actionable approach to sustainability is notable.

The launch of its net zero fleet showcases Vector’s commitment to making a tangible, positive impact on both its environment and the communities it serves.

It is also equipping staff with bestin-class equipment and empowering them with the knowledge and skills needed to drive the company’s sustainability agenda.

Key features of Vector’s sustainability roadmap going forwards include transitioning to electric vehicles (EVs), such as the new BEVs and e-axle trailers, and expanding solar photovoltaic (PV) installations at its facilities to reduce reliance on the grid.

Furthermore, it is also delivering baseline sustainability training to 100 percent of its workforce.

AT THE FOREFRONT OF CLEAN ENERGY For Vector, the push towards carbon neutrality is not just a local or regional trend – it is a global movement driven by stakeholders across the value chain.

European shareholders, in particular, have been vocal in their demands for best practices in sustainability. Their influence extends beyond mere compliance requirements as they shape the strategic priorities of companies operating in emerging markets such as SA. These shareholders understand that carbon neutrality is not only an environmental imperative but also a key driver of risk management and value creation, with the latter also extending to internal stakeholders.

Vector’s staff, for example, have rapidly embraced this new future, and the company has been particularly encouraged by their response.

Employees recognise that being involved in such developments can be a competitive advantage as they can be at the forefront of a clean energy transition.

THE FUTURE OF LOGISTICS IN SA By adopting green technologies and forming strategic partnerships with stakeholders, Vector is shaping the future of SA’s logistics industry.

The introduction of fully electric trucks not only reduces GHG and carbon emissions but also positions the company as a pioneer in sustainable logistics solutions.

Vector’s net zero trucks are a testament to the company’s vision of doing well whilst doing good.

As these vehicles hit the road, they pave the way for a more sustainable future, inspiring others in the industry to follow suit – delivering excellence whilst minimising environmental impact.

To remain competitive and continue to contribute meaningfully to the planet, Vector recognises it must lead with innovation and that its investments in EVs and renewable energy represent the future of logistics in SA. It’s clear, therefore, that the road transport sector in SA is uniquely positioned to lead the charge towards a more sustainable future.

With a vast network of logistics providers at its disposal, alongside robust infrastructure and strategic importance in regional trade, the industry is ripe for innovation.

From adopting cleaner fuels to leveraging digital technologies for optimised route planning, the possibilities are endless.

By embracing these opportunities, SA’s freight companies can enter an exciting new phase of growth that aligns profitability with purpose.

In conclusion, the journey to net zero is not without its challenges, but

the rewards far outweigh the costs.

Achieving carbon neutrality is not just a competitive advantage – it lays the foundation for a sustainable and resilient logistics industry.

For SA’s freight sector, the path forwards is clear – innovate, collaborate, and lead. By doing so, the sector will not only meet the expectations of investors and stakeholders but also contribute meaningfully to the global fight against climate change.

Tel: 031 275 4500 vectorcomms@vectorlog.com

www.vectorlog.com

Africa Outlook Issue 113 | 245

Brand new exclusive content, delivered safely to your inbox As organisations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Healthcare Outlook continues to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

SUBSCRIBE NOW TO THE DIGITAL MAGAZINE

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A L E G AC Y O F

CARE

Mount Meru Regional Referral Hospital is committed to continuous improvement and adheres to the best possible practices in healthcare. We speak to Hospital Director, Alex Ernest, about how the facility focuses on providing a comfortable and safe environment to meet the needs of its patients Writer: Ed Budds | Project Manager: Harry Thurlow 248 | Africa Outlook Issue 113

MOUNT MERU REGIONAL REFERRAL HOSPITAL HEALTHCARE

A

t present, Africa is facing a rapidly escalating demand for quality healthcare due to ongoing population growth and the high prevalence of both communicable and non-communicable diseases.

Consequently, many African nations are now prioritising improvements in healthcare access, affordability, and quality.

This governmental focus, coupled with the urgent need to combat disease, has transformed the continent’s ever-expanding

healthcare sector into a vital investment area.

As such, the African healthcare industry is experiencing significant advancements, with numerous countries fostering supportive environments for medical professionals.

Whilst a litany of challenges remains, positive trends in disease control are evident, suggesting substantial future growth and impact in the crucial areas of disease prevention and management.

Playing an influential role in a pivotal time for the continent’s healthcare industry, and under the strong leadership of Tanzanian President, Dr Samia Suluhu Hassan, facilities such as Mount Meru Regional Referral Hospital (Mount Meru) continue to go from strength to strength.

Dr Samia’s vision and unwavering commitment have ensured highquality healthcare services through the allocation of significant funds to improve infrastructure, equipment, and drug availability.

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MOUNT MERU REGIONAL REFERRAL HOSPITAL HEALTHCARE

“Her leadership has overseen a major transformation in healthcare provision nationwide, and Mount Meru is just one of the many beneficiaries,” shares Hospital Director, Alex Ernest.

A HISTORY OF HEALTH Mount Meru’s history dates back to 1915, when it was first opened as a treatment centre for World War I casualties.

The ground-breaking facility was originally divided into two sections, with the opposing halves later

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merging to form one hospital which was officially opened in 1926.

Adhering to the guiding principles of the Good Samaritan parable, it has consistently provided healthcare services ever since, persisting through the atrocities of World War II and emerging into independent ownership.

Subsequently, as a state-owned regional referral hospital, it serves a catchment population exceeding two million across seven districts of the Arusha region of Tanzania.

With a dedicated team of over 650 staff, Mount Meru offers extensive

healthcare services to both local and international communities, encompassing numerous specialties.

“Our services range from outpatient to inpatient care, with a particular focus on emergency and critical care, orthopaedic trauma and surgeries, as well as diagnostic imaging and laboratory services,” Ernest informs.

“We are lucky to have an extensive range of specialists and superspecialists who enable us to provide high-quality healthcare in a calm and comforting environment,” he continues.

AFRICA OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE HEALTHCARE INDUSTRY? Alex Ernest, Hospital Director: “My mother’s nursing career inspired a deep interest in healthcare, which led me to pursue a place at medical school and then eventually postgraduate studies in obstetrics and gynaecology.

“From 2009 to 2020, I served as a senior lecturer at the University of Dodoma’s College of Health Sciences, where I gained valuable teaching and leadership experience in the medical field.

“In the autumn of 2020,

Strategically located in a city rich with tourist attractions and home to a plethora of regional and international organisations, the hospital is ideally positioned to serve global communities in need of medical attention.

FIRST-CLASS SERVICE Equipped with state-of-the-art medical technologies, Mount Meru features a well-equipped VIP lounge and wards staffed by skilled professionals providing first-class medical attention and procedures.

It additionally boasts advanced ambulance services, enabling the hospital to offer both inpatient and outpatient care.

“We also provide outreach services to local communities far from the hospital, including

community medical education, mentorship, and direct medical care. Our well-equipped van allows us to reach even the most remote areas, ensuring equitable medical care throughout the region,” Ernest outlines.

“Moreover, our hospital addresses the needs of the geriatric population by providing clinic services, palliative care, physiotherapy, mental health clinics, and psychological support.”

Undoubtedly, Mount Meru’s competitive advantage lies in the exceptional customer service provided by its dedicated, skilled healthcare professionals, who utilise robust treatment approaches supported by advanced, internationally accredited laboratory tests and comprehensive imaging services.

I accepted a position at Mount Meru, appointed by the Ministry of Health. I’m extremely passionate about building a strong, inclusive healthcare system that serves both our local and global communities.”

“ W E A R E L U C K Y T O H AV E AN EXTENSIVE RANGE OF SPECIALISTS AND SUPERSPECIALISTS WHO ENABLE U S TO P R OV I D E H I G H - Q UA L I T Y H E A LT H C A R E I N A C A L M A N D COMFORTING ENVIRONMENT” – A L E X E R N E S T, H O S P I TA L D I R E C T O R , M O U N T M E R U R E G I O N A L R E F E R R A L H O S P I TA L

Africa Outlook Issue 113 | 251

The community is offered health education on the primary prevention of non-communicable diseases as part of Mount Meru’s social responsibility activities.

“As a public hospital, we offer affordable services and generous exemption policies compliant with Ministry of Health guidelines, and our serene environment contributes to a positive patient experience,” he prides.

Across the entire spectrum of its operations, Mount Meru cultivates a secure and supportive work culture that promotes career advancement and development.

To achieve this, the hospital provides continuous weekly medical education and on-the-job training for employees, complemented by long-term mentorship and positive reinforcement through monthly awards and certificates presented to its top performers.

“Our incentive programmes, including departmental vacation trips and annual events, are designed to foster intrinsic motivation amongst our people,” he tells us.

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MOUNT MERU MISSION, VISION, AND CORE VALUES MISSION – To offer specialised, quality, and affordable health services to the national and international community.

VISION – To be the leading facility in the provision of affordable and quality specialised healthcare and teaching services.

CORE VALUES • Pursuit of excellence – Mount Meru strives to achieve the highest standards in health service provision and actively looks for opportunities to improve.

• Loyalty to government – The hospital continues to loyally serve the Tanzanian government and complies with lawful instructions given by its leaders.

• Diligence to duty – Staff devote themselves wholly to their work.

• Integrity and impartiality – Employees don’t engage in political or religious activities or allow personal political views to influence their duties.

• Courtesy to all – Mount Meru’s staff treat clients with courtesy, regard themselves as public servants, and are particularly considerate when dealing with vulnerable members of the public or disadvantaged groups.

• Professionalism – Mount Meru provides services to the highest professional standards.

MOUNT MERU REGIONAL REFERRAL HOSPITAL HEALTHCARE

Our consultation room is well-equipped with all necessary medical equipment and supplies

The availability of CT scans ensures accurate diagnosis and treatment.

ADVANCING TREATMENT AND PROCEDURES With a new continuum of care on the horizon for Africa, Mount Meru is aiming to concentrate its efforts on mitigating the alarming rise of noncommunicable diseases.

“A comprehensive approach is necessary to address current trends, prioritising initial prevention.

Although our primary function is treatment, community awareness programmes, screenings, and

Mount Meru’s VIP lounge offers superior comfort to valued clients and fosters a positive atmosphere.

health education will also help to substantially reduce the disease burden,” Ernest reveals.

“We will continue to strengthen our outreach initiatives and allocate resources strategically towards preventive measures,” he affirms.

On the other hand, Mount Meru plans to transition from performing open surgeries to minimally invasive procedures within the next few years.

The hospital has completed construction of a new building that will serve as a dedicated theatre for these specific surgeries and is currently being fitted with the necessary equipment.

“We also aim to provide comprehensive cancer treatment services to optimise patient outcomes. Construction of our chemotherapy clinic is underway, and staff are currently undergoing training, as we plan to launch this service by the end of May 2025.”

Meanwhile, Mount Meru is prioritising the enhancement of its operational research capabilities in order to optimise treatment efficacy in the face of increasing drug resistance.

Ernest hopes this will be achieved through collaborative efforts with domestic and international research institutions.

“We invite collaboration with international institutions interested in joint research endeavours and are confident that this approach will yield superior results,” he concludes.

Tel: +255 748 535 480 admin@mtmerurrh.go.tz

www.mtmerurrh.go.tz

Africa Outlook Issue 113 | 253

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question “At Debswana, we don’t just mine diamonds – we empower our employees, invest in our communities, and contribute to the national economy of Botswana.

“This instils a profound sense of pride and purpose, making it incredibly rewarding to lead an organisation where our efforts truly contribute to the greater good of our country.”

Ashish Malhotra Managing Director, Airtel Kenya

WHAT IS YOUR FAVOURITE THING ABOUT YOUR WORKPLACE AND WHY? François Bacci Managing Director, Ponticelli Angoil “My favourite thing about working at Ponticelli Angoil is the strong sense of teamwork and collaboration. The environment here fosters a culture of shared knowledge and mutual support where every individual, from field operators to management, plays a vital role in achieving our goals.

“The commitment to safety, quality, and innovation also stands out, especially in our drive to push the boundaries in subsea and offshore projects.

“It’s rewarding to be part of a company that not only values its people but also encourages continuous learning and growth, which makes each day challenging and fulfilling.”

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Manie De Waal CEO, Energy Partners “The sense of purpose across our business.

We’re not just solving technical problems – we’re helping reshape the future of energy in South Africa.

“Every person here knows they’re part of something bigger – it’s a collective drive that’s incredibly powerful. There’s also a real sense of ownership, camaraderie, and commitment to doing things the right way for the right reasons.”

Andrew Maatla Motsomi CEO, Debswana Diamond Company “What I love most about our workplace is our dedication to uplifting our host communities and empowering our employees.

“Kenya is made up of very talented and skilful individuals. Getting to interact and collaborate with my team is such a fulfilling experience as they are insightful, innovative, and pragmatic in offering solutions to Kenyans.

“Together with this team, we are not only enhancing the lives of Kenyans but also bringing about an evolution in the telecommunications and mobile money spheres in the country.”

Kenneth Matomola CEO, NAMFISA “My favourite aspect is our dedicated team, which tirelessly works to uphold financial stability and consumer protection in Namibia's non-bank financial sector.

“Their commitment and passion inspire me daily. We promote a culture of integrity and continuous learning, empowering our employees to navigate the evolving financial landscape.

“Ultimately, it's our shared vision for a fair, stable, and consumerfocused financial sector that makes NAMFISA a rewarding place to lead and serve.”

Contact Africa Outlook with your story

Angola’s trusted full-service oil and gas provider...

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68 56 PONTICELLI ANGOIL OIL & GAS

A

frica has developed a longstanding reputation for being one of the world’s primary oil and gas providers, with a reported 10 million barrels of crude oil generated per day, contributing to approximately 10 percent of global production.

Moreover, around 75 percent of the continent’s crude oil is exported across the world, whilst a vast majority of its petroleum products are imported, placing Africa in a highly unique position compared to other regional oil producers.

The continent’s unparalleled position can be attributed to its extensive list of oil and gas producers, including Nigeria, Algeria, and Angola, which stand as key players in Africa’s liquefied natural gas (LNG) production.

For the latter, the oil and gas sector

OILING UP

remains a cornerstone of the country’s economy and a primary pillar in its wider energy landscape, offering numerous opportunities for growth, investment, and innovation.

In recent years, however, the Angolan oil and gas industry has faced significant disruption and turbulence, as a surge in global oil demand coincided with plummeting prices following the COVID-19 pandemic.

This is evidenced by the fact that the nation produced 1.3 million tonnes of oil per day in 2020, which was its lowest production level in a decade.

Limited public and private investment from both domestic and international sources further compounded this, resulting in a major impact on the sector’s growth.

Despite these historical challenges, Angola’s oil and gas industry continues to offer a vibrant and

opportunistic environment.

The sector’s revitalisation is, in part, due to numerous legislations that have driven major industry innovations and increased investment into the country’s mature gas fields, which has helped stabilise production and create a more robust industry landscape.

For example, the Angolan government launched the Hydrocarbon Exploration Strategy in 2020 to incentivise the replacement of ageing oil reserves over a five-year period and combat the country’s decline in hydrocarbon production, paving the way for greater exploration activity.

The industry has also experienced myriad technological enhancements to help make exploration and production more sustainable whilst enhancing existing energy infrastructure.

ANGOLA

“ T O D AY, W E A R E P R O U D T O S AY T H AT P O N T I C E L L I A N G O I L C A N COV E R T H E F U L L R A N G E O F S U B S E A FA B R I C AT I O N SCOPES, INCLUDING MANIFOLDS AND SUCTION PIPES” – F R A N ÇO I S B ACC I , M A N AG I N G D I R E C TO R , P O N T I C E L L I A N G O I L

A key contributor to the oil and gas industry’s recovery in Angola, Ponticelli Angoil operates as a trusted full-service provider to the country’s petrochemical and industrial sectors. François Bacci, Managing Director, tells us more Writer: Lucy Pilgrim | Project Manager: Nicholas Kernan

OUR EXTENSIVE PRODUCT RANGE INCLUDES: Tall-Miniʼs Dry Goods Storage Containers Office Cabins Container World, a South African-based company, has been a leader in the supply of marine shipping containers since 1983. In 2008, the company expanded its expertise with the launch of Container World Offshore, a dedicated division providing a comprehensive range of Offshore containers, baskets, skips, reefers, and accommodation modules. All units are certified to DNV 2.7-1 and EN12079 standards, ensuring compliance with international safety and quality regulations.

Strategically located in Cape Town, Container World Offshore efficiently meets local and international demand with short lead times and competitive pricing.

Our dynamic and technically astute team delivers a full turnkey service, from engineering and customization to final delivery at the destination. With a commitment to quality assurance and seamless service delivery, we ensure continuous communication, rapid response times, and peace of mind for our clients.

Container World Offshore excels in designing custom, high-quality Offshore products, tailored to customer specifications. Manufactured to international standards, our Offshore containers are recognized by leading certifying authorities such as Det Norske Veritas (DNV) and Lloydʼs Register (LR)—guaranteeing durability, reliability, and safety in extreme environments.

Accommodation Cabins Half-Height Baskets Open Topʼs Boat Shape Waste Skips Vacuum Mud-Cutting Skips Gas Bottle Racks Cargo Baskets Mini Toolboxes

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Africa Outlook Issue 113 | 3

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These advancements offer promising potential for technological innovation, opening the door to new projects in both subsea and topside operations across Angola.

“It is a dynamic and evolving space, balancing stable output from mature fields with exciting new prospects as the industry adapts to global energy trends,” introduces François Bacci, Managing Director of Ponticelli

Angoil, a leading provider of industrial oil and gas services in Angola.

LEVERAGING VAST INDUSTRY KNOWLEDGE Ponticelli Angoil was established as a result of Ponticelli Frères Group’s (Ponticelli Group) international expansion into the Angolan oil and gas market. Leveraging The parent company has

experienced substantial growth over the past century, as it now stands as one of Europe’s main service suppliers, providing cutting-edge solutions and infrastructure for a vast range of energy sectors, namely oil and gas, nuclear, conventional, and renewable power, and life sciences.

Ponticelli Group’s unmatched energy expertise began in 1921 when the group was born from steadfast determination.

Bespoke Customised Units

CONTACT:

Darren Singh - Director, Oil and Gas Email: darrens@containerworld.co.za Esha Munsamy Tel: +27 21 511 2598 Cell: +27 83 625 3067 Email: esha@containerworld.co.za

Africa Outlook Issue 113 | 5

WWW.CONTAINERWORLDOFFSHORE.COM

Ponticelli Angoil has told its story.

Now, why not tell yours? Our bi-monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

Reaching an audience of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

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