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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 114th edition of Africa Outlook magazine.
From ovens and air fryers to fridges and freezers, discover unparalleled performance and reliability in every dish with this issue’s cover star, Defy Appliances.
A prominent manufacturer of domestic equipment in South Africa (SA), Defy Appliances aims to provide reliable and efficient solutions for everyday household needs.
It has become a trusted brand amongst consumers in the region since the company was acquired in 2011 by Arçelik, now rebranded as Beko Global.
As the sector in SA evolves to meet modern demands, Defy Appliances stands at the forefront of innovation and sustainability.
“We invest heavily in R&D to ensure our products are competitive, have the latest innovations and quality with the lowest possible consumption of natural resources, and are safe for our consumers,” acclaims Hugo Coetzer, Regional Director of Manufacturing and Technology.
Another company breaking new ground in innovation is Master Drilling, a global leader in providing innovative drilling solutions to the mining, civil engineering, and energy sectors.
Master Drilling’s core services include raise boring, exploration drilling, and the development of new technologies tailored to meet the diverse needs of these industries.
“Our founding principles revolve around challenging the status quo to provide specialised, adaptive, and integrated drilling solutions,” states Group Business Development Manager, Izak Bredenkamp.
Cimencam is a pioneer of Cameroon’s cement industry whose mission is to provide innovative, high-quality building solutions across the country and wider region.
The company’s greatest strength undoubtedly lies in its ability to combine operational excellence, product innovation, and social responsibility.
“At Cimencam, we don’t just produce cement – we support our clients with tailored solutions and a strong sense of local proximity,” affirms Xavier Legrand, CEO.
The likes of NamWater, Modi Mining, Rawson Developers, and many more also continue to defy the ordinary and push the boundaries of African industry.
We hope that you enjoy your read.
Jack Salter
Head of Editorial, Outlook Publishing
Enabling
CONSTRUCTION
Building
Transforming
Working
CONSTRUCTION
HOTEL CHAINS CHECK IN TO AFRICA
US HOTEL HEAVYWEIGHTS
Hilton and Marriott have announced ambitious plans for expansion in Africa to take advantage of the continent’s growing tourism industry.
Hilton aims to more than triple its portfolio on the continent to over 160 hotels, encompassing new openings in Angola, Ghana, and Benin, as well as a return to Madagascar and
Tanzania. Marriott, meanwhile, plans to add 50 properties by 2027, entering five new countries, including Cape Verde and Ivory Coast.
International arrivals to the continent increased by nine percent in Q1 2025, indicating a strong rebound in tourism, which is crucial for the economies of many African nations.
RESILIENT RISING STARS ON THE RUNWAY
RETAIL SOUTH SUDAN IS GAINING recognition in the fashion industry, which is highlighted by its increasing presence in major fashion magazines. Notably, Vogue featured four South Sudanese models in an article about the 11 best rising stars on the catwalk.
Model Arop Akol, along with well-known figures such as Alek Wek, Anok Yai, and Adut Akech, are celebrated for their beauty and impressive presence on global runways in cities like London and Paris.
Whilst South Sudanese models contribute to the industry with their undeniable beauty and resilience, their journeys often reflect the difficulties faced by their homeland. For example, many have fled conflict and poverty after the region’s independence and the subsequent civil war.
REFINED OPERATIONS MEET GLOBAL DEMAND OIL & GAS
CARGO COMPRISING 90,000 metric tons of gasoline from the Dangote refinery in Nigeria is set to be exported to Asia, marking the first instance of such a shipment leaving the region.
Since the start of its gasoline exports last year, leading energy
group Mercuria has been scheduled to handle the loading after primarily serving West African markets. According to a spokesperson for the Dangote refinery, Mercuria will sell the commodity to the highest bidder, allowing buyers the flexibility to choose their destinations. Analysts view this development as an indication of the refinery’s readiness to supply motor fuel on a global scale and its confidence in meeting domestic demand.
MINING
DEBSWANA DIAMOND COMPANY DIGS DEEP
DEBSWANA DIAMOND
COMPANY is seeking funding from international capital markets for its USD$6 billion Jwaneng underground project, as declining revenues have limited its ability to finance its capital ventures effectively.
Despite a downturn in the global diamond market since mid-2023, the Botswana company aims to extend the lifespan of the Jwaneng mine to 2054 by transitioning to an underground operation.
During a mining conference, the country’s Minister of Minerals and
CONSTRUCTION
DEMOLISHING GENDER BARRIERS
AFTER A PROLONGED CIVIL war, Somalia’s capital city is rebuilding its infrastructure, facilitating a thriving construction industry. Over the last five years, more than 6,000 structures have been erected, changing Mogadishu’s landscape significantly.
The increasing demand in the
ECONOMY
ASIAN ECONOMIC GIANT IMPLEMENTS AFRICAN INITIATIVE
CHINA IS SET TO NEGOTIATE and sign a new economic pact with Africa to eliminate all tariffs on the 53 nations with which it has diplomatic relations. This follows concerns about potential US tariff increases on African exports.
Made during a China-Africa cooperation meeting, the decision
Energy, Bogolo Joy Kenewendo, expressed optimism for a potential recovery in diamond sales starting in 2026, citing early signs of market improvement since January this year, fostering hope for a revitalised sector.
industry presents numerous opportunities for women, as demonstrated by two female engineers who are overseeing the building of a 10-floor apartment complex, after previously managing 30 multi-million-dollar projects.
Chairman of the Somali Engineers Association, Ibrahim Abdi Heyle, recognises that the need for skilled professionals is influencing positive change within this traditionally maledominated field.
ENERGY & UTILTIES
EGYPT REINFORCES THE POWER OF RENEWABLES
EGYPT HAS SIGNED two significant agreements with Norwegian renewable energy company Scatec ASA to develop large solar and wind energy projects valued at over USD$1.6 billion.
A financial closure deal was signed for a one-gigawatt solar plant, enabling the project to proceed to the construction phase with a USD$600 million investment. Additionally, the Egyptian government signed a power purchase agreement for a 900-megawatt wind project being developed in the Gulf of Suez, with an estimated investment of USD$1 billion.
The North African country aims for renewable energy to contribute 42 percent of its electricity generation mix by 2030. However, Egypt has relied heavily on natural gas in recent years, with solar, wind, and hydropower accounting for only 15 percent of its electricity generation.
extends a previous agreement to drop tariffs for 33 of the “least developed” countries and includes major partners such as South Africa and Nigeria. China has been the continent’s largest trading partner for the past 15 years.
The US, meanwhile, has imposed higher import tariffs, raising tensions around the continuity of the African Growth and Opportunity Act (AGOA).
Retail Infrastructure Transformation Across Africa: An Evolution and Revolution
In the dynamic and ever-changing retail landscape, ongoing transformation is a strategic necessity to cater to the primary reality that the customer is king, writes Henry Myburgh, Strategic Key Account Manager at Vertiv Africa
Writer: Henry Myburgh, Strategic Key Account Manager, Vertiv Africa
Retailers must be adaptive to change in order to meet new customer demands.
The intricate interplay of consumer behaviours, driven by the unstoppable surge of the digital revolution and accelerated by global events such as the COVID-19 pandemic, has highlighted the need for a comprehensive re-evaluation of IT infrastructure, including power sources.
However, this is a landscape characterised by intricacies and challenges.
Across Africa, retailers face unique
complications, in that they are required to deal with issues such as erratic power supplies and IT infrastructure levels that are often less developed than in other parts of the globe.
NAVIGATING THE DIGITAL REVOLUTION
The foundation of the retail sector is shifting as consumers continue to embrace digital platforms.
The impact of the pandemic significantly sped up this process, pushing retailers to adapt to online models to meet consumer demands
far more quickly than had been previously planned. However, this move is not just a reaction to events such as the pandemic; it reflects a broader trend in consumer behaviour as people enjoy the speed and convenience of online shopping.
Success in the retail environment hinges on retailers’ ability to blend short-term responsiveness with a visionary outlook, ensuring that whilst continuing to meet today’s needs, they also keep adapting to the digital trends shaping the future of retail.
The achievement of consistency across diverse channels is central to the success of businesses in the sector. The line between online and offline experiences continues to blur, necessitating a seamless transition between virtual and physical interactions with brands. In addition, the optimisation of systems, streamlined logistics, and the maintenance of consistent stock levels
all emerge as integral components of a positive and consistent customer experience.
THE DIGITALISATION OF RETAIL ACROSS AFRICA
Technology in the retail space provides a competitive advantage for successful business. However, it requires a robust infrastructure platform to enable resilience to failure, cost efficiency in operation, efficacy in delivery, and agility to adapt.
In African markets – from Lagos to Nairobi, Cairo, and Casablanca – the numerous traditional trade outlets remain the biggest segment in most markets across the continent. As a result of structural and infrastructure challenges such as the absence of modern malls, transportation issues, currency fluctuations, and unreliable electricity supply, traditional retailers
continue to be an integral part of the retail landscape. South Africa remains an exception, with a large and developed modern retail sector that contributes more than 65 percent of the country’s consumer goods sales.
According to market intelligence and advisory centre, 6Wresearch, the African retail and wholesale market size is expected to see significant growth between 2022 and 2028, whilst a report by the Boston Consulting Group (BCG) states that African consumers on average continue to buy more than 70 percent of their food, beverages, and personal care products from the continent’s 2.5 million+ small, independent shops.
It can thus be seen that the digitalisation of traditional markets across Africa suggests strong business and growth opportunities.
However, despite its popularity and resilience, traditional retail in Africa faces many challenges, including the expansion of modern retail, the rise of e-commerce, and changes in consumer behaviour. In response to such challenges, a growing portion of traditional shops are slowly adopting digital retail services.
According to BCG, the proportion of retailers in Kenya offering remote ordering rose from 27 percent in early 2019 to 39 percent in late 2021. As the informal retail sector adopts more technological solutions, technology can play a crucial role in digitalising traditional retailers with innovative solutions to resolve bottlenecks and accelerate transformation.
REGULATORY CHALLENGES AND ENVIRONMENTAL CONSIDERATIONS
Compliance with local and international environmental regulations further amplifies the intricacies of retail processes –retailers must navigate a complex landscape of rules and standards whilst striving to build efficient and resilient infrastructure.
African companies are also required to assess the regulatory impact on their systems and processes, including distribution regulations and transport bands. For example, in some countries on the continent, companies are not permitted to distribute products directly to their outlet base if they don’t have a manufacturing facility.
Ongoing success for retailers demands not only an acute understanding of the current regulatory landscape but also an ability to strategically position infrastructure in alignment with emerging environmental standards and the latest technology innovations.
This dual focus ensures compliance as well as a resilient and forwardlooking foundation capable of withstanding all regulatory changes that might lie ahead.
A MUST-HAVE FOR RETAILERS
According to the Associated Press, many of Africa’s cities have erratic electricity supplies, whilst large parts of the continent’s rural areas have no power at all.
As reported in 2021, 43 percent of Africans (about 600 million people) lacked access to electricity, with 590 million residing in sub-Saharan Africa, according to the International Energy Agency.
Energy experts warn that the electricity shortages that plague many of African countries are a serious drain on the continent’s economic growth. The Associated Press adds that in recent years, South Africa’s power generation has become inadequate to the point that the continent’s most developed economy has been forced to cope, at various times, with rolling power blackouts of up to eight to 10 hours per day, implemented to prevent the South African electricity grid from a total collapse.
As reported by the Daily Investor, load-shedding in South Africa affects retailers in many ways, such as lower foot traffic and increased
retailer operating costs as many businesses have had to spend millions monthly on diesel to power their generators. In addition, food retailers have been particularly affected by load-shedding, as unlike clothing or furniture retailers, they must keep fridges and freezers running during power cuts.
An uninterruptible power supply (UPS) is not only needed in the case of a power failure – it can help a retail business to be more efficient with the monitoring and predictive maintenance it offers. Additionally, the type of UPS and battery back-up required depends greatly on the devices and applications it is supporting.
STRATEGIC PLANNING FOR LONG-TERM RESILIENCE
At the core of future-proofing retail infrastructure lies strategic, long-term planning.
The evolving retail landscape demands not just adaptability to current challenges but a proactive stance towards emerging trends. Scalable solutions that flexibly accommodate future requirements, coupled with a comprehensive understanding of regional and global dynamics, are essential for resilience in the face of uncertainty and change.
Providers of critical infrastructure solutions play a pivotal role in empowering retailers for the digital age. Beyond being solution providers, they must also be strategic
partners committed to delivering the continuous availability, reliability, and efficiency of essential elements in evolving retail settings.
Partners with a comprehensive approach – from innovation and design to manufacturing and ongoing support – will provide a seamless and efficient experience throughout the infrastructure life cycle.
Close collaboration with retailers to craft bespoke strategies that align with their unique requirements, such as the meticulous creation of comprehensive data profiles for each customer type, will make a critical difference. This empowers retailers to gain invaluable insights and make informed, datadriven decisions to propel their businesses forward.
FIT FOR THE FUTURE
The retail landscape, characterised by perpetual change, demands a proactive approach from retailers. It’s not enough to react to current challenges; retailers must envision and enact infrastructure capable of navigating the uncertainties that lie ahead.
The journey towards implementing the right infrastructure is not a one-time event; it’s an enduring commitment which involves creating a resilient and adaptable IT infrastructure that can withstand disruptions whilst also leveraging emerging opportunities and harnessing the power of digital infrastructure partners.
Through this ongoing commit-
ment, retailers can position themselves as trusted partners in the present retail ecosystem as well as architects shaping a brighter, more sustainable future for the entire industry.
Therefore, to survive and thrive, retailers must embrace a continuous journey of evolution by ensuring that their infrastructure responds to current needs, while also anticipating the transformative trends shaping the retail industry of tomorrow.
Retail infrastructure should be more than a swift adaptation to immediate needs; retailers are also required to look ahead, consider formidable existing challenges, and navigate change armed with foresight and strategic acumen.
ABOUT THE EXPERT
Henry Myburgh is a skilled and dynamic individual with over 22 years of experience in the field of IT. Myburgh has extensive expertise in commercial, industrial, and enterprise markets, with specialised knowledge in hydrogen production, data centre infrastructure, modular datacentre environments, commercial, industrial and mining markets, and more.
PROPELLING PERFORMANCE THROUGH INTEGRATED PARTNERSHIPS
As a strategic partner for its clients, BT Industries serves a diverse range of industries. Strategic Growth Executive, Hilton Loring, provides insight into how the company helps streamline supply chains through a customised approach and core attributes
Writer: Rachel Carr
Boasting over 25 years of experience and branches across South Africa (SA), BT Industries’ (BTI) growth has brought together decades of deep-rooted expertise in fasteners and components.
“Since the merger, we’ve grown steadily and intentionally, evolving from a niche fastener distributor into a full value chain partner. Today, as an Integrated Distribution Partner (IDP), our model goes beyond logistics to encompass the entire supply cycle from technical support and sourcing to inventory management and strategic replenishment,” opens Hilton Loring, Strategic Growth Executive.
“Our national footprint and ongoing investment in infrastructure, systems, and people have enabled us to support a broad spectrum of industries, including high-volume manufacturing and more complex, high-specification sectors such as renewable energy, mining, and automotive.”
As a privately-owned South African enterprise with decades of operational heritage stemming from the merger, BTI has established itself as a trusted partner in the supply chain, providing tailored solutions that help reduce complexity and costs for clients.
“We have positioned ourselves as the partner of choice for integrated distribution solutions. We are strategically equipped to offer smart, efficient solutions for complex manufacturing sites and large assembly lines,” Loring affirms.
BTI’s tailored solutions help unlock value throughout the supply chain by simplifying processes and minimising expenses. Its customers include leading original equipment manufacturers (OEMs) and manufacturers in the automotive, appliance, solar, mining, and infrastructure sectors.
DRIVING INNOVATION AND COLLABORATION
Operating across SA with branches in Johannesburg, Durban, and Port Elizabeth, BTI is supported by a robust team of skilled professionals.
In addition to its national reach, it maintains a strong global footprint, partnering with trusted international suppliers, service providers, and manufacturers in Europe, Asia/China, North America, and Australia.
“This expansive worldwide network ensures that we’re able to deliver quality-assured, technically validated products that meet exacting
specifications with the flexibility and reliability our clients depend on. We go beyond supplying – we’re experts in ‘Solutioneering’,” specifies Loring.
What sets BTI apart is its ability to understand and resolve customers’ unique technical, operational, and commercial requirements.
“We combine deep technical experience, a strong quality culture, and a commitment to operational precision with a transparent, partnership-based approach. Our ability to manage complexity whilst optimising supply chain performance makes us strategic partners, not
just vendors.”
At BTI, the tailored and transparent approach begins with partnership. Through its Solutioneering methodology, it collaborates closely with clients to deeply understand their challenges and co-develop the most effective solution for each strategic project.
“This consultative process is supported by clear communication, structured methodologies, and full transparency to ensure that every step is traceable, accountable, and aligned with client expectations. It’s how we build trust, deliver precision,
and consistently add value where it’s needed most,” Loring highlights.
EMBRACING A GREENER FUTURE
BTI is continuously investing in the evolution of its business, from strengthening technology and systems to refining its procurement approach. Every initiative is aimed at improving efficiency and value.
BTI’S CLIENT-CENTRIC SERVICES
• ENGINEERING AND TECHNICAL DESIGN – The BTI team optimises fastening solutions – from concept to production – in design, total cost, assembly-performance, and complexity.
• QUALITY ASSURANCE – Highly experienced experts are responsible for the entire quality process, ensuring all products are made exactly to specification as per the Production Part Approval Process (PPAP). At the production stage, precision is prioritised to meet the highest quality standards.
• TRACEABILITY – Based on real-time data, traceability solutions complement quality systems and are designed to drive supply chain-level efficiency and visibility, improving quality control and mitigating risks.
• STRATEGIC SOURCING AND PROCUREMENT – A wide range of global suppliers provide consistent access to the best possible supply chain solutions. By performing supplier audits, gap analyses, and follow-up audits, the supply base is designed around individual requirements.
• PLANNING AND FORECASTING – A full-service value chain focusing on driving supply chain security and risk management of suppliers, vendors, logistics, and transportation, identifying, analysing, and mitigating risks.
• LOGISTICS SOLUTIONS – Providing warehousing and distribution services in all major centres, allowing a tailored door-to-door solution.
• VALUE CHAIN SOLUTIONS – This includes, but is not limited to, raw material sourcing, manufacturing, finishing, and supply.
• SOLUTIONEERING – Investigating the problem and finding the best solution at the best price and turnaround time.
Furthermore, BTI is demonstrating its commitment to being a progressive, future-focused partner by growing sales and marketing capabilities whilst advancing sustainability.
“One of our most recent strategic developments has been activating a dedicated solar and renewable energy division. Recognising the rapid growth and critical importance of this sector in SA, we’ve made a deliberate investment in both resources and talent to support our expansion into this sphere,” shares Loring.
This includes recruiting senior professionals with deep expertise in the solar and engineering, procurement, and construction landscapes and expanding the BTI
leadership team to drive focused growth in this market.
“It’s a natural lateral move for us – leveraging decades’ worth of technical expertise, strong supplier relationships, and proven supply chain reliability to bring dependable, quality-driven solutions to the solar industry.
“We’re excited about the value we can unlock here and remain confident in our ability to serve as a trusted distribution partner in this evolving energy space,” he enthuses.
TRANSFORMING SUPPLY CHAINS
BTI has evolved from a full-service fastener and component provider
“WE COMBINE DEEP TECHNICAL EXPERIENCE, A STRONG QUALITY CULTURE, AND A COMMITMENT TO OPERATIONAL PRECISION WITH A TRANSPARENT, PARTNERSHIPBASED APPROACH”
– HILTON LORING,
INDUSTRIES
into a dynamic IDP, showcasing its commitment to delivering innovative solutions and exceptional value to clients.
“We collaborate closely with our clients to understand the value chain as a complete supply model, working to identify and remove inefficiencies across technical specification, sourcing, warehousing, packaging,
STRATEGIC
GROWTH EXECUTIVE,
logistics, and stock replenishment,” explains Loring.
This combination of value-added activities reduces complexity, enhances efficiency, and supports improved working capital throughout the value chain, especially in highvolume manufacturing environments.
“Our top priority remains delivering exceptional service to our clients,
strengthening our partnerships, maintaining high standards, and ensuring that we continue to meet and exceed expectations across every touchpoint. As we grow, this commitment remains unchanged,” he urges.
“Simultaneously, we’re strategically expanding our presence in highdemand sectors such as renewable energy, mining, and industrial manufacturing. We’re focused on reinforcing our position as a solutions-first IDP, enhancing efficiency, and driving value throughout the supply chain.”
Sustainability, transformation,
and talent development also remain key pillars of BTI’s long-term vision, always placing clients at the centre, as Loring believes the company’s true strength lies in its partnerships.
BTI enhances supply chains by bolstering their strength and efficiency in preparation for future challenges and opportunities.
“Whether the requirement is offthe-shelf, engineered-to-spec, or a fully IDP solution, we stand ready to deliver with the expertise, flexibility, and reliability that only decades of experience can provide,” Loring resolutely concludes.
FACILITATING HEALTHCARE EVOLUTION
Letsholathebe II Memorial Hospital was established in 2008 by the Government of Botswana and has been providing exceptional healthcare to local communities ever since. Hospital Superintendent, Dr Lebogang Mokotedi, gives us the full story of this game-changing facility
Writer: Lily Sawyer
As it grows rapidly, the healthcare industry in Botswana is committed to sustaining the needs of the nation.”
The opening words of Dr Lebogang Mokotedi, Hospital Superintendent at Letsholathebe II Memorial Hospital, emphasise the pace at which healthcare across the nation is evolving.
With the delivery of medical care in the public sector based on a decentralised hierarchy of regional referral pathways, the process begins with local health posts and clinics which can refer patients to one of 15 primary hospitals nationwide, each equipped to manage emergencies, whilst the majority of complex cases are referred to one of 17 district hospitals.
Dr Lebogang Mokotedi, Hospital Superintendent
Healthcare remains essentially free for Batswana thanks to a committed and supportive government allocating the largest portion of the yearly budget to the Ministry of Health.
As a result, plans are in place to formalise a National Health Insurance scheme, revitalise primary healthcare, and develop additional and existing health facilities.
Challenges persist, however, with the majority of local healthcare workers opting to work in the private sector or abroad, alongside inefficiencies within the supply chain, and an exponential increase of noncommunicable diseases (NCDs) of late.
“Although the Ministry of Health has been a beneficiary to a significant portion of the fiscal budget, admittedly, the budget is never enough,” Mokotedi explains.
This reinforces the need for a judicious utilisation of funds, a conscious effort to reduce inefficiencies, and the importance of strategic project prioritisation.
However, despite these challenges, Botswana continues to reach key milestones having been recently recognised by the World Health Organisation (WHO) for its efforts towards the elimination of motherto-child HIV transmission, earning the country coveted Gold Tier status.
“The support we receive from international bodies such as the UN, WHO, and the US Agency for International Development (USAID), amongst others, has ensured critical programmes are in place to support healthcare delivery,” she passions.
UPGRADING FACILITIES
Located in Maun, the second largest village in Botswana, Letsholathebe II Memorial Hospital is a 270-bed district hospital commissioned in 2008 to replace the 150-bed Maun General Hospital, which struggled to meet the healthcare needs of a rapidly growing population.
“Our hospital serves the population of the North-West district and as a referral institution for neighbouring districts – Okavango, Ghanzi, Boteti, and Tutume,” outlines Mokotedi.
Admitting between 350 and 400 patients per month with an average occupancy rate of 75 percent, the hospital also delivers an average of 55 babies per week.
Patient care is delivered through specialist-led outpatient and inpatient services, supported by 11 admitting wards, a 24-hour accident and emergency (A&E) department, and four recently renovated theatre rooms, with a new intensive care unit (ICU) currently being developed.
Offering round-the-clock access to laboratory and radiology services, Letsholathebe II Memorial Hospital’s radiology department boasts the only computed tomography (CT) machine in the region, offering plain radiography as well as sonographic modalities.
“Apart from the usual outpatient services we also have a newly renovated oral health unit, ophthalmology services, and
“OUR HOSPITAL SERVES THE POPULATION OF THE NORTH-WEST DISTRICT AND SERVES AS A REFERRAL INSTITUTION FOR NEIGHBOURING DISTRICTS”
DR
LEBOGANG MOKOTEDI, HOSPITAL SUPERINTENDENT, LETSHOLATHEBE II MEMORIAL HOSPITAL
oncology services,” she details.
The newly established haemodialysis unit, meanwhile, is operated by a private nephrologist, showcasing a successful privatepublic partnership model of service delivery.
The hospital is currently staffed by 575 dedicated healthcare workers, including 14 specialists, 14 medical officers, and 175 nurses.
“These numbers alone do not reflect the crippling shortages we’re facing with staffing or our reliance on temporary workers. For example, we have one audiologist, one physiotherapist, and only four radiographers to meet the needs of our catchment population.”
Elsewhere, the hospital supports
training though collaboration with institutions such as the University of Botswana, Institute of Health Sciences, Boitekanelo College, and others.
TRANSFORMATIVE CAPABILITIES
Having recently set up a haemodialysis unit at the hospital, Mokotedi reflects on the positive impact it’s had, particularly considering the growing prevalence of renal disease in the region.
The hospital was initially only able to support renal replacement therapy through peritoneal dialysis, which was a nurse-led service. As such, when patients needed haemodialysis, they would be referred to Francistown, a city 500 kilometres away.
“Often, this led to patients having to relocate there in order to access the thrice-weekly dialysis and therefore losing out on their social support systems,” she affirms.
The Ministry of Health supported the new haemodialysis unit by inviting private companies to bid for the service, resulting in a private-public partnership (PPP) with the Pholong Centre for Kidney Diseases and Dialysis (PCKD).
“The ward officially opened in November 2023 and was well received by community leadership and patients who could now receive this vital service locally.”
The centre currently has 12 beds and is set to increase by four more during the current financial year to cater for the growing need, with 65 patients currently receiving this service.
The collaboration has also ensured the nephrologist who runs PCKD, Dr Walter Moloi, supports the peritoneal dialysis team to ensure a comprehensive renal replacement service.
“To further strengthen the relationship, he is involved in skills transfer through the training of medical officers in catheter insertions during his monthly visits,” states Mokotedi.
The availability of this service in the region will also promote tourism.
CARE FOR THE COMMUNITY
As the only district hospital in the North-west of the country, Letsholathebe II Memorial Hospital’s geographical location sets it apart.
Responsible for servicing a huge population as well as supporting neighbouring districts as a referral institution, the hospital’s support is crucial.
As a facility which aims to become a centre of excellence in Maun, the hospital is currently undergoing accreditation from the Council for Health Services Accreditation of Southern Africa (COHSASA).
As such, management have been strategic in prioritising the maintenance and renovation of key operational areas, alongside acquiring key equipment.
Also known as the gateway to the Okavango Delta that is rich in wildlife, Maun has seen tourism in the area increase. The hospital therefore seeks
HOW DO YOU EMPOWER YOUR HARD-WORKING STAFF MEMBERS?
Dr Lebogang Mokotedi, Hospital Superintendent: “We take staff welfare very seriously. Maun is considered remote and is not a first choice for most employees; therefore, it is imperative that we maintain a healthy, motivated workforce.
“To reward staff and keep them engaged, we have recently conducted wellness activities which included excellence awards, safari trips, boat cruises, and spa dates in recognition of their contributions to our success.”
to leverage its burgeoning healthcare resources to become more appealing to international clients.
“We have a good stakeholder relationship with the tourism industry thanks to support from the Hospitality and Tourism Association of Botswana (HATAB), whose unwavering support of the health sector is exemplary,” Mokotedi tells us.
Thanks to the economic importance of tourism in the region, advocating for resources from the government becomes much easier.
The facility has therefore gained the support of key stakeholders who participate actively in the success of the hospital.
Its advisory committee, for example, is populated by leaders from the police services, political arenas, and local chieftains as well as a representation of people living with disabilities and traditional healers.
“Having key specialists in the hospital sets us apart from our neighbouring facilities and, as mentioned, we boast the only CT scan in the region as well as a recently established renal dialysis unit,” she finishes proudly.
With game-changing facilities such as these and cutting-edge technology at its disposal, Letsholathebe II Memorial Hospital looks forward to a bright future in healthcare delivery.
CROWNING THE BEST BEERS IN AFRICA
The African Beer Cup stands proudly as the largest beer competition across the entire continent. We grab a cold one and hear all the glorious, hoppy details from co-Founder and Competition Director, Lucy Corne
Writer: Ed Budds
Africa Outlook (AO): Firstly, please could you introduce us to the African Beer Cup?
Lucy Corne, co-Founder and Competition Director (LC): We are the biggest beer competition on the continent! The competition kicked off in 2019 as the brainchild of myself and my husband, Shawn Duthie.
We partner with Romina and Mario Delicio, who run a local company, Bevplus, which deals with the distribution of beer ingredients and equipment. It is unique in that all beers entered into the competition get judged twice, meaning that brewers receive detailed feedback on their beers and the most detailed and fairest possible scoring of their entries.
AO: Could you tell us more about the competition’s inception and its founding purpose?
LC: I had judged in a few international competitions and felt that we could bring back that knowledge and set up something similar here. There were several goals for us – to adhere to international beer judging standards,
with the aim of uplifting African beer culture and also improving the quality of beers across the continent.
The other goal was to help educate our judges and brewers. We have a number of qualified beer judges here, but many of them don’t get the opportunity to travel extensively and thus they don’t always get to taste world-class examples of beer styles, such as English bitter from the UK, witbier from Belgium and American IPAs from the US West Coast.
Lucy Corne, co-Founder and Competition Director
AO: What is your take on the beer industry across the continent, and how has it evolved since the African Beer Cup began?
LC: We have suffered setbacks, partly because of the economy and of course because of the COVID-19 pandemic. Many African countries had total alcohol bans, which of course isn’t great for the industry! Still, we are seeing growth again now. South Africa (SA) has the largest number of breweries – around 150, but there is noticeable growth in other countries too, both in terms of the number of breweries as well as the quality and variety of beers on offer.
AO: How would you say the African Beer Cup helps promote both large and small breweries across the continent?
LC: It’s important to us that the competition is not just about craft beer. The majority of people on the continent – and indeed the rest of the world – drink beer from microbreweries, and they compete against the smaller guys.
We work hard after the competition to promote the winning beers with tastings and events around the country.
AO: Moving on to this year’s competition, can you tell us more about 2025’s winner of the Best Beer in Africa category, Wild African Soul?
LC: It is a truly unique beer that celebrates African brewing. Brewed in the Cape Winelands in SA, the beer is a blend of Soul Barrel Brewing’s (SBB) Farmhouse Ale and traditional umqombothi, an ancient brew that uses sorghum and maize.
The beer was brewed in collaboration with Tolokazi Beer in Johannesburg. SBB’s owner, Nick Smith, is an expat American who has truly embraced his new home and
is the number one cheerleader for using all that is local, such as pinotage grapes, natural yeasts that float in on the breeze, South African hops, and even his own house-malted grains.
The beer was also entered in the Speciality African Beer category, which is unique to our competition and designed for beers that use traditional brewing ingredients such as sorghum, millet, and fonio, as well as local hops and botanicals.
AO: What elements does it take to win the accolade?
LC: First, the beer must wow the judges in rounds one and two, as only the gold medallists are eligible to win the title of Best Beer in Africa.
This year, we had 17 gold medals, which were retasted against each other by our most experienced judges. Wild African Soul is a deeply complex beer which wowed the judges in a very tough field.
AO: Could you also talk us through the decision to include a new category, Fruit Flavoured Beers, in this year’s competition?
LC: Many drinkers across the continent have something of a sweet tooth,
and sweetened, fruit-flavoured beers are a growing trend across Africa. These beers used to be entered in the Fruit Beer category but typically would not perform well against other beers.
Fruit-flavoured beers tend to use essences or flavourings as well as a sweetener – typically aimed at capturing non-beer drinkers. We thought it was important to recognise that whilst these beers aren’t popular the world over, they have a place in the African beer scene and deserve to be recognised in the competition.
We held panels earlier in the year to create tasting notes and then wrote guidelines for the style. We had quite a few entries and it was great to see these beers get recognition in the competition.
AO: Looking ahead, what can beer lovers expect from the African Beer Cup in 2026?
LC: We will likely be adding a few new categories next year – watch this space! We are also planning to hold some events around Africa to promote the competition and hopefully get more people around the continent interested in judging beer, as at the moment there are only qualified judges in SA, Zambia and Zimbabwe.
Another thing we would really love to do is to include traditional African beer (usually sorghum or millet-based) in the competition, but it does present some issues due to shelf life and a lack of judges who are knowledgeable about the style.
SOUTH AFRICA PRINTING AND PACKAGING SPOTLIGHT
RFrom an economic contribution perspective, the printing and packaging industry plays a vital role in South Africa, where technology and sustainability also present exciting opportunities
Writer: Jack Salter | Project Manager: Joseph Perfitt
ecent research published towards the end of 2024 confirms that two key elements of the packaging sector – plastic and paper packaging – have an estimated market value of ZAR65 billion in South Africa, whilst printing is worth an additional ZAR25 billion.
This combined market value of ZAR90 billion creates jobs for approximately 40,000 to 45,000 employees across the sector. Printing and packaging also feed into retail, food and beverage, pharmaceuticals, and logistics, creating additional jobs in these spaces.
Alongside its significant contributions to a developing economy, the industry is impactful on many different fronts. In education, for example, printing and packaging provide
PRINTING SPOTLIGHT
the vast majority of scholars with crucial learning materials.
In the consumer goods market, the industry plays a vital role in growing the brand equity of company owners. In the print packaging space, meanwhile, the industry profoundly impacts a wide gamut of safety, security, and product primary and enhancement features.
In the security segment, the industry is core to maintaining tactile security features that satisfy a plethora of commercial business requirements, including passports, ID cards, ballot papers, and more.
However, these fast-evolving product demands come with other exciting opportunities in terms of technology and sustainability.
In the dynamic landscape of South Africa’s commercial printing and packaging industry, the need for efficient, cost-effective, and sustainable solutions has never been more pressing.
The challenge for the sector is to implement eco-friendly practices and invest in printers and similar equipment to contribute meaningfully to a healthier planet.
There is also now a more concerted drive from the industry to adopt sustainable practices to improve South Africa’s export ability and reduce the country’s trade deficit.
This means dealing with the likes of Europe, North America, and Asia, where sustainability is at the forefront and subsequently being adopted in South Africa.
PRINTING SA INTERVIEW:
Printing SA is the official voice and representative body of the printing, packaging, signage, and visual communications industries in South Africa. Jermaine Naicker, Managing Director, goes to print with his perspective on the sector’s socioeconomic impact
Africa Outlook (AO): Firstly, please introduce us to Printing SA as the official voice of the South African printing and packaging industry.
Jermaine Naicker, Managing Director (JN): Printing SA’s vision is to support, preserve, and grow the printing, packaging, signage, and visual communications industry.
Those three words encapsulate why we exist – we’re here to fundamentally ensure we provide support, preservation, and growth opportunities for the industry through conferring, consulting, campaigning, and training.
Whilst you may have various speciality industry associations, Printing SA broadly covers the printing and packaging industry. This includes specialisations in print, whether it’s digital printing, graphic design, lithographic printing, gravure printing, or flexographic printing.
Then, the packaging element segues into components of our industry that do printing for packaged goods, so it’s not mainstream packaging per se, but the actual printing that goes onto it.
Our core objective is to ensure the industry is sustainable in the future, and we do that in several ways. The first pillar we focus on is the commercial and technical aspects, i.e. the policy and advocacy role that we play.
From an advocacy perspective, we liaise and deal with government institutions and organs of state to ensure that when policy is developed for our industry, it is much more favourable from a business environment point of view than it would originally be without our intervention.
We’ve recently been working on some of the Employment Equity Act amendments impacting South Africa that will put sectoral targets into place, which could adversely impact the industry.
Then there’s the Air Quality Act where, from a sustainability perspective, there’s been some legislation touted by government that we’ve represented the industry on. It could have had serious financial implications for the industry and lead to a large demise of smaller players in the market, so we operate heavily in that space.
On that front, we’re working on the establishment of an industry master plan which serves as a strategic blueprint to drive growth, sustainability, and competitiveness in an evolving landscape. It would involve collaboration between industry stakeholders, government, trade unions, and training institutions to address key challenges and unlock opportunities for industry.
We do both human resource and technical consulting for the industry, and one of the bigger things we do is training and development, which speaks to the industry sustainable growth agenda of Printing SA. At the moment, we offer in excess of 70 courses, ranging from accredited to short, administrative, and technical programmes.
The last thing we do as the voice of the industry is assume a thought leadership responsibility. We host a plethora of seminars and disseminate information to keep our members abreast of the latest movements in both the industry and peripheries of the economy impacting the sector.
AO: What is your current take on the printing and packaging industry in South Africa? Is it particularly exciting or challenging to work in?
JN: Our industry is both exciting and challenging to work in. There are different perceptions of what printing and packaging are about in the minds of people, which creates a challenge for us. In this way, we, as an industry association, also play a pivotal part in educating society about its various integrations and relevance.
“THE INTEGRATION OF SMART PACKAGING TECHNOLOGIES AND FAST-CHANGING CONSUMER PREFERENCES INTO THE DIFFERENT ADAPTATIONS AND APPLICATIONS OF PRINT HAS BECOME PHENOMENAL”
– JERMAINE NAICKER, MANAGING DIRECTOR, PRINTING SA
We’re seeing the greatest opportunities with the advent of technology and how we adopt all these technological changes to evolve as an industry.
Looking at the workforce coming in, nobody necessarily wants to operate manual machines, so the integration of technology gives us a new challenge in how we develop skills and change the perceptions of people coming in, which is exciting.
The integration of smart packaging technologies and fast-changing consumer preferences into the different adaptations and applications of print has become phenomenal.
AO: What socioeconomic role does the printing and packaging industry play in South Africa, and how do you promote awareness of this?
JN: Up top is the employment and skills development aspect. The unemployment rate in South Africa currently sits at about 32 percent, which is significantly higher than other emerging and developed economies across the world.
We, therefore, focus very heavily on skills development as a conduit to creating employment opportunities.
That also comes with a key partnership with the Fibre Processing and Manufacturing (FP&M) Sector, Education, and Training Authority (SETA), which works very closely with us to fund opportunities and interventions that we can use to narrow the skills gap and unemployment rate in South Africa. Through that funding, we provide unemployed people with upskilling, experiential learning, and internship opportunities.
Another programme that we still offer is the Foundational Learning Programme. Once this has been completed, we thrust learners into the industry and allow them the opportunity to gain first-hand experience of the wide gamut of complexities that the industry is comprised of, and how integrated this industry is in the daily lives of people.
Over the years, about 20 percent of learners have been absorbed by the sector and become qualified artisans, which is an impactful story to tell from a socioeconomic perspective.
Sustainability is another area we want to get heavily involved in to support the industry and provide information to centre operations and activities around eco-friendly business practices. That’s going to be our core focus over the next few years.
AO: How does Printing SA represent industry interests and ensure all stakeholders and members prosper?
JN: As an industry association, everything we do is fundamentally driven by our members’ needs and what they require us to do for them.
Take training and development, for example – they would come to us with a skills gap that is having a downstream economic impact as these skills become more expensive, and say we need to arrest the situation. Typically, we would come up with solutions for the
industry to ensure we can close the skills gap and make more skills available to the industry.
Another example is if there’s a huge evolution and proliferation of technology and artificial intelligence (AI) impacting the industry, we’re asked to integrate AI into our training courses and develop new ones that are more aligned with technological advancements.
Or, perhaps members come back to us and say there’s a piece of legislation touted by government and it’s going to be unfavourable for the industry based on plausible reasons. In the recent case with the Employment Equity
CSI initiative by FESPA
“THERE ARE DIFFERENT PERCEPTIONS OF WHAT PRINTING AND PACKAGING ARE ABOUT IN THE MINDS OF PEOPLE, WHICH CREATES A CHALLENGE FOR US. IN THIS WAY, WE, AS AN INDUSTRY ASSOCIATION, ALSO PLAY A PIVOTAL PART IN EDUCATING SOCIETY ABOUT ITS VARIOUS INTEGRATIONS AND RELEVANCE”
– JERMAINE NAICKER, MANAGING DIRECTOR, PRINTING SA
Act, there were sectoral targets put into place.
The government argued that because South Africa is such a diverse country, there are certain inclusion targets that need to be met in order to be compliant with operating a business. This came as a negative because the rationale behind the act and the practicality around it created significant complexities when operating a business in South Africa.
Printing SA had to take that, understand it, and spend money with attorneys and legal firms to fight this for our industry to represent its interests. Members drive what we do as an industry association, and those are just some of the ways in which we represent their interests.
AO: Equally, how does Printing SA act as the first port of call for government and other important local and international bodies wanting to engage the industry?
JN: As we are the collective voice for the printing and packaging industry, a lot of players around the globe
approach us to access our members and the market.
From a government perspective, if we look at policy development, we are approached to engage on whether initiatives that are being developed are realistic and in line with the industry’s needs. If we determine that a policy has merit, based on member consultation, we refine it with them so that it doesn’t adversely impact the industry.
That’s how we engage with government on various fronts; it could be from a labour, sustainability, training and development, or even financial perspective.
Not many international bodies engage the industry except the various ones that Printing SA belongs to. For example, we belong to the World Print and Communication Forum (WPCF), a global conferencing forum that convenes annually and talks about the printing and packaging trends in particular countries. It also positions and communicates on a global front what industries around the world are doing and creates a core message around that.
Rural project by FESPA
AO: How do you see the South African printing and packaging industry developing over the next five years?
JN: More than ever, we’re seeing significant momentum being created as far as sustainable and eco-friendly products are concerned.
If you look at global statistics, South Africa is an emerging market and we have a higher population of youth and educated young people. Their inclination to understand and procure sustainable and eco-friendly practices is a lot greater, so the market is adjusting to that.
In e-commerce and packaging solutions, with the advent of online shopping, there’s demand for durable, lightweight, and cost-effective packaging. Different packaging solutions around protective, tamper-proof, and sustainable shipping materials are also being driven by e-commerce.
Digital transformation and smart packaging are now starting to gain a lot of traction in South Africa, and I believe in the next five years we will realise an increased presence of this in the market with the integration of automation, AI, and robotics.
Localisation and industry growth opportunities speak to the industry master plan that I mentioned earlier. South Africa is looking to expand local production to reduce the reliance on imported materials and supply chain disruptions.
We’re also looking at growth in the export of packaging products, and government is now showing some interest in incentives for local manufacturers. There’s a drive towards the localisation of manufacturing capabilities in South Africa so that we can convert our raw materials into value-adding goods for the export market.
Lastly, skills development and job creation will be high up on the agenda for the industry and a core focus over the next five years. Technical and vocational education and training (TVET) colleges are being given targets to ensure their courses are aligned with industry demand and they are creating employment opportunities.
AO: Finally, what are Printing SA’s key priorities in order to continue representing the South African printing and packaging industry?
JN: Firstly, the establishment of an industry master plan to protect the local industry, inject spending into it, and close the skills gap.
A lot of R&D support will be available for the industry so it can make informed decisions, and sustainability is going to be a core focus of ours.
The last one is thought leadership and how we keep the industry abreast. This will come in many forms, including thought leadership events to bring international knowledge exchange to South Africa so we’re well aware of what’s going on in the industry and can make informed decisions.
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ELEVATING THE DOMESTIC EQUIPMENT EXPERIENCE
As the home appliances sector in South Africa evolves to meet modern demands, Defy Appliances stands at the forefront of innovation and sustainability. Hugo Coetzer, Regional Director of Manufacturing and Technology, discusses how the company spearheads efforts to enhance everyday living
The history of domestic appliance manufacturing in South Africa (SA) reflects both the technological advancements of the time and the evolving needs of households.
In the early 20th century, the local manufacturing sector was relatively nascent, with few companies engaged in the production of household appliances.
However, as electrification spread across the country, the demand for electric appliances increased significantly and manufacturers began to emerge, focusing on essential items such as refrigerators, stoves, and washing machines.
Towards the end of the 1900s, SA’s appliance manufacturing industry featured a combination of established local brands and international companies. The sector evolved as manufacturers embraced advanced technology and energy-efficient designs to meet the needs of ecoconscious consumers.
Recently, there has been a focus on the rise of sustainability and smart technology, with products that integrate into modern smart home systems. The arrival of multinational corporations has also increased competition, driving local companies to innovate and improve production standards.
Standing out as a key player in the industry is Defy Appliances (Defy), a prominent manufacturer of domestic equipment in SA. Established in 1905 as a producer of hollow building blocks and cast iron parts, the company has a long history and is well-known for producing a range of products, including refrigerators, washing machines, stoves, and other kitchen appliances, focusing on innovation and quality.
Aiming to provide reliable and efficient solutions for everyday household needs, Defy has become a trusted brand amongst consumers in the region since it was acquired
CAN YOU ELABORATE ON DEFY’S PARTNERSHIPS WITH UNIVERSITIES FOR TRAINING AND GRADUATE PROGRAMMES? HOW DO THESE CONTRIBUTE TO THE WORKFORCE?
Hugo Coetzer, Regional Director of Manufacturing and Technology:
“We’ve built strong partnerships with several tertiary institutes across SA to create a pipeline of future-ready talent through tailored training and graduate programmes.
“These collaborations aren’t just about recruitment – they’re co-designed initiatives that bridge academic theory with real-world application. Together, we shape curricula, offer hands-on industrial exposure, and host joint research or innovation projects that align with our future skills roadmap.
“For example, we host annual career fairs, offer student vacation programmes such as Fresh Start and WE-inTech, and engage in conversations with tertiary institutes about Industry 4.0 skills – whether that’s manufacturing, sustainability, or automation. These efforts not only help graduates transition smoothly into the workforce but also ensure our teams remain agile and innovative.
“Ultimately, this investment strengthens our talent pipeline, enriches our teams with fresh perspectives, and contributes to a more resilient, future-ready workforce.”
by Arçelik, now rebranded as Beko Global, in 2011.
“Thanks to this investment, which has gone into three factories and products, we have launched new pioneering innovations such as the Solar Off-Grid refrigerator, allowing us to solidify our leadership in the domestic appliances industry,” opens Hugo Coetzer, Regional Director of Manufacturing and Technology.
“We operate factories located in Jacobs, Durban and Ezakheni, Ladysmith, and employ more than 2,600 permanent staff members with a presence in 13 countries, where we export and sell our products.”
AN EVOLVING INDUSTRY
As the continent with the greatest potential for exponential growth, the manufacturing sector in Africa is currently experiencing significant transformation and substantial progress as various countries have invested in the industry in recent years.
“Our holding company has also opened a manufacturing plant in Egypt, which shows that Africa is currently a market where people can invest, and existing businesses will continue to invest further to see more growth,” Coetzer confidently states.
Many countries across the continent are currently witnessing economic developments which will boost demand for goods, especially household appliances. Furthermore, like elsewhere in the world, there is a need to adapt to new technologies such as automation and robotics.
“Remember that no one has closed borders anymore, and we all compete with other African nations that had a head start in automation,” affirms Coetzer.
The continent also has a large
and youthful population, which presents significant opportunities for a dynamic workforce. As this demographic offers a wealth of fresh ideas and energy, particularly in conjunction with the rapidly evolving manufacturing industry, Coetzer is optimistic about the future.
“Given the constant change in consumer trends and needs, the appliances industry is always an exciting space to work in.
“Having an accredited lab on site
allows us to develop new products that are not only improving people’s lives but also ensure we lead in energy efficiency and conform to our group’s sustainability targets,” he continues.
Coetzer opines that artificial intelligence (AI) is the future and, when implemented correctly, will not only reduce man-hours but also ensure quality improvements, especially when paired with robotics.
“Given our products and processes, there are many
opportunities to automate and use AI, so we are actively adapting it into manufacturing. Companies that don’t follow suit will not survive the next five to seven years.
“The challenge of a poor exchange rate means the local currency has less purchasing power when the technology you are after comes from countries with stronger currencies. So, it makes the financial calculations on payback much more difficult to justify.”
Maintaining these systems, obtaining spare parts, and receiving technical support can be difficult, whilst the continuous emigration of skilled professionals to developed countries results in a significant brain drain in Africa.
“However, this situation compels us to invest more in our own people and address these challenges.
A DEFIANT HISTORY OF EXCELLENCE
1905 – Defy was founded in Durban by John Skinner and Sir Benjamin Greenacre and originally named Hollow Block Syndicate.
1922 – Coal stove manufacturing commenced.
1955 – SA’s first gas stove was manufactured and branded as Defy.
1988 – Produced the first microwave oven at the Jacobs site, becoming the only company to do so in SA.
2007 – The company was acquired by Franke Holding AG.
2011 – Turkish company Arçelik, part of the Koç Group, acquired Defy.
2015 – The company celebrates 110 years in existence.
2019 – Defy opens the top loader plant in Jacobs.
PRESENT DAY – After pioneering the SA landscape with the firstever electric stove, winning the company awards for innovation and technology, Defy has evolved into the leading appliance brand with 80 percent of its product range sold in Africa and at least one dealer in each of the 34 subSaharan countries.
Unfortunately, developing these technicians is not a quick process; it takes time to equip them to support the business effectively,” Coetzer elaborates.
DYNAMIC DEVELOPMENT
As Defy’s parent company, Beko Global has manufacturing facilities in Africa, Turkey, Romania, Russia, Thailand, India, Pakistan, Egypt, and Bangladesh, creating a collaborative environment where innovation is fostered and shared amongst all.
“Our various internal R&D facilities help us to foster continuous learning and have a pool of mentors that shape the future of this company across the globe. These various departments working together also fosters a diverse perspective and innovative solutions,” Coetzer impassions.
Indeed, Defy offers a dynamic
space that cultivates and encourages creativity using brainstorming, hackathons, and innovation labs, with collaboration being the key.
“The recent launch of our solar fridge shows our dynamic approach leads to a tangible result.”
Despite the company’s positive outlook, several challenges remain across Africa, including inadequate infrastructure, limited access to financing, and a shortage of foreign exchange in many countries. Additionally, there is often a lack of political will to support local manufacturing and recognise its benefits to reduce unemployment in the country.
“Addressing all relevant issues is critical for our sustainability and growth. Overall, however, I would say that manufacturing in Africa is a dynamic space full of opportunities for innovation,” Coetzer acknowledges.
C-PARTS MANAGEMENT - WE SELL SECURITY!
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Action Bolts C-Parts-Management System is a process management concept for:
• Procuring and Stock Control of the complete range of C-Category Parts.
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Bringing significant and quantifiable savings to our customers
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• Our inventory management system tracks stock levels, automates orders, and integrates with systems to maintain real-time accuracy.
Process simplification
Action Bolt is now trading as “Würth Industry South Africa (Pty) Ltd”, as part of our continued integration with the Würth Group.
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Since the acquisition of Defy in 2011, nearly ZAR2 billion has been invested in the company, with an additional commitment of ZAR500 million over the next five years. A significant portion of these investments has gone into manufacturing facilities and new product development.
“Our refrigeration factory has production lines equipped with the latest technology, matching that of our other global factories. Additionally, our cooking and laundry factory has received upgrades, bringing our equipment and technology in line with European standards,” he notes.
“These investments serve not only to modernise our factories but also reduce our environmental impact, addressing both our processes and the energy efficiency of our appliances.”
Investing is crucial for Defy’s future, and these enhancements will enable the company to withstand
“OUR VARIOUS INTERNAL R&D FACILITIES HELP US TO FOSTER CONTINUOUS LEARNING AND HAVE A POOL OF MENTORS THAT SHAPE THE FUTURE OF THIS COMPANY ACROSS THE GLOBE”
– HUGO COETZER, REGIONAL DIRECTOR OF MANUFACTURING AND TECHNOLOGY, DEFY APPLIANCES
the competition faced from imports and help mitigate the environmental effects of its products.
“Our strategic investments not only position us favourably in the market but also reinforce our commitment to sustainability, ensuring long-term success in a highly competitive landscape,” summarises Coetzer.
TRANSFORMING ENERGY ACCESS IN AFRICA
The new Defy Solar Off-Grid refrigerator marks the beginning of an important phase for the
company, reinforcing its position as an innovative market leader dedicated to sustainable development and social impact.
By harnessing solar energy, this cutting-edge appliance addresses the critical energy challenges faced in SA and across the continent, where limited or unreliable electricity access hinders food preservation and the safe storage of essential supplies.
“The Smart Control Box, which serves as the product’s brain, features USB ports that allow for phone charging or powering lights, providing
NES Electrical Services cc is a construction and maintenance services enterprise. Our company started and is based on passion, drive and an everlasting effort to strive for being the best. We boast offices in KZN, Gauteng and the Western Cape thus allowing us to have a national foot print. Each branch is utilised to send a wave throughout the industry.
We are a 100% black Owned Company that was developed in 1992, which started as purely a maintenance company but we realized that there was a demand for other specialized service such as:
• Hazardous Areas Installations
• Temporary Installations
• New Installations
• Maintenance of existing installations
• Transformer & Switchgear Installations
• Transformer & Switchgear Maintenance
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and Certification
“HAVING AN ACCREDITED LAB ON SITE ALLOWS US TO DEVELOP NEW PRODUCTS THAT ARE NOT ONLY IMPROVING PEOPLE’S LIVES BUT ALSO ENSURE WE LEAD IN ENERGY EFFICIENCY AND CONFORM TO OUR GROUP’S SUSTAINABILITY TARGETS”
– HUGO COETZER, REGIONAL DIRECTOR OF MANUFACTURING AND TECHNOLOGY, DEFY APPLIANCES
added flexibility for users. When fully charged, the product can operate for up to three days during periods of low sunlight or no sun,” explains Coetzer.
“Additionally, the refrigerator is equipped with phase change material, an advanced technology which helps maintain its temperature for extended periods. As climate change poses challenges to traditional energy systems and infrastructure, solutions like our Solar Off-Grid refrigerator offer a resilient and eco-friendly
alternative that supports both environmental goals and human development.”
Defy is also developing an off-grid cooker aimed at providing a transformative solution for communities lacking stable access to electricity or clean cooking energy. Designed to function independently from electricity, it seeks to provide a safe, affordable, and sustainable option.
“Amongst its key benefits, the offgrid cooker will significantly reduce
household air pollution, lower the risk of fires, and eliminate fuel costs over time. It also promotes sustainable living by decreasing deforestation and carbon emissions associated with traditional cooking fuels.
“Once completed, this innovative appliance will empower households with a cleaner, safer, and more efficient cooking method, enhancing everyday life whilst contributing to long-term environmental and economic sustainability,” he urges.
Industries we specialise in are:
• Small Appliances
• Houseware
• Engineering
• Medical
• Hardware
• Forestry
• Mining
• Farming
MANUFACTURING AT ITS BEST!
Specialists in plastic injection moulding, we have a team of experts focused on creating and manufacturing end-to-end solutions that help businesses to innovate and create maximum addition for its customers.
To keep our business competitive and marketable, we created value-added services to be able to offer a complete manufacturing solution of products:
What truly differentiates Defy from its competitors is its commitment to local manufacturing, innovation, and quality.
“As a company, we invest heavily in R&D to ensure our products are competitive, have the latest innovations and quality with the lowest possible consumption of natural resources, and are safe for our consumers,” Coetzer prides.
“We are also focused on environmentally-friendly practices. For example, we use solar energy to help power our factories and limit our water consumption through rainwater harvesting and water recycling plants that form part of our infrastructure.”
Additionally, Defy provides comprehensive after-sales service and support, offering peace of mind to customers with locally-sourced parts and service capabilities across
SA, as well as agents in the African countries it exports to.
As such, the company’s commitment to embracing modern technology and sustainable practices positions it well to meet the demands of an evolving market.
With a focus on fostering collaboration across its global manufacturing network, Defy is poised to continue leading the way in enhancing everyday living, ensuring its products meet consumer expectations and contribute positively to the environment.
This year is remarkable for Defy as it proudly celebrates its 120th anniversary – a significant milestone that highlights its enduring legacy.
“We are excited to celebrate this momentous occasion through a PR campaign, which will launch in June or July,” Coetzer emphatically concludes.
The future remains bright for Defy
as the industry navigates the rapid changes in consumer behaviour and technological advancements. The company’s adaptability and forwardthinking approach will undoubtedly sustain its legacy of excellence.
www.defy.co.za
ROCKETING TO SUCCESS
Headquartered in South Africa, NewSpace Systems is a trusted multinational manufacturer of spacecraft components and subsystems. CEO, Tanya Lerm, updates us on the burgeoning African space industry and what the company has been up to since we last spoke
Writer: Ed Budds | Project Manager: Josh Whiteside
For companies like NewSpace Systems (NSS), it is an incredibly exciting time to be part of the African space industry.
The continent is undergoing a remarkable transformation, with momentum accelerating in both the public and private sectors.
“We’re seeing increasing investment and collaboration across African nations, with more countries launching their own space programmes or establishing national space agencies,” introduces CEO, Tanya Lerm.
“This translates into rising demand for locally developed space capabilities, which is exactly where NSS fits in,” she elaborates.
The company is witnessing a key trend in the growing emphasis on sovereignty in space technology. Indeed, there’s a strong drive amongst African governments to develop local capability, not only for economic reasons but also to ensure independent access to critical services like climate monitoring and disaster response, as well as communications infrastructure.
“A further milestone for the industry this year was the launch of the African Space Agency in April 2025, set to play a pivotal role in coordinating space activities across the continent, followed by the NewSpace Africa Conference in Cairo, which I had the privilege of attending.
“This growing institutional support fosters a dynamic environment for innovation, partnerships, and longterm impact,” Lerm impassions.
DEDICATED TO RELIABILITY
Today, NSS is uniquely positioned as a high-reliability manufacturer of satellite subsystems, capable of supporting both customised missions and large-scale constellation programmes.
“Being headquartered in South Africa allows us to deliver spacegrade quality at a significantly more
HOW DID YOU ARRIVE AT YOUR CURRENT ROLE AT NSS?
Tanya Lerm, CEO: “I studied engineering at university before beginning my career in manufacturing, working across a range of industries. Over time, I became increasingly drawn to environments where quality, precision, and reliability were nonnegotiable, naturally leading me towards the aerospace sector.
“My first exposure to the industry came at a company specialising in composite manufacturing, where we designed and produced components for airline seating. It was a fascinating space that combined complex engineering with the highest safety and performance standards.
“Nearly seven years ago, I met James Barrington-Brown, the Founder and Chairman of NSS, when the company was still in its start-up phase.
He had a bold vision to build a business that could serve not just the local or continental space sector but become a respected global player. His passion deeply resonated with me, and I joined as COO.
“In August 2024, I stepped into the role of CEO. Leading a fast-scaling company comes with immense opportunities and challenges. My focus has been on maintaining momentum whilst ensuring we grow sustainably and strategically. We’re doubling revenue annually, building a new state-of-the-art cleanroom facility, and scaling our team to position us for the next phase of our global journey.”
“I’VE STAYED IN AEROSPACE BECAUSE OF THE DISCIPLINE IT DEMANDS, THE GLOBAL PERSPECTIVE IT OFFERS, AND THE SENSE OF PURPOSE THAT COMES FROM CONTRIBUTING TO MISSIONS THAT QUITE LITERALLY REACH BEYOND OUR PLANET”
– TANYA LERM, CEO, NEWSPACE SYSTEMS
competitive price point than many international players, but what truly sets us apart is our customer-centric approach,” explains Lerm.
“We treat our clients as long-term partners, providing exceptional support throughout the mission lifecycle, from engineering collaboration to post-launch support,” she expands.
The company’s growing global presence – with offices in the US, UK, and New Zealand – also enables it to
support customers across time zones and regulatory environments, further reinforcing NSS’s commitment to accessibility and responsiveness.
For Lerm, the journey has been both challenging and deeply rewarding.
“Since joining the business, I’ve witnessed the company grow from a small team of 20 to nearly 160 employees, and we’re still expanding!
“I’ve stayed in aerospace because of the discipline it demands, the
global perspective it offers, and the sense of purpose that comes from contributing to missions that quite literally reach beyond our planet,” she enthuses.
STRATEGIC EXPANSION
2025 has been a pivotal year for NSS, marked by strategic clarity as the company prepares for the next growth phase.
“We are investing heavily in the future – not only in terms of our people but also the infrastructure, systems, and products that will enable us to scale sustainably and lead with impact,” Lerm excites.
One of the most significant projects currently underway is the construction of NSS’s new 1,270-square-metre, state-of-the-art cleanroom facility, which will see the company’s operational space grow to more than 5,000 sqm.
“This exciting expansion will dramatically increase our manufacturing capacity, allowing us to meet rising global demand whilst continuing to deliver high-reliability space technology.
“It’s not just a physical upgrade –it’s a strategic enabler that will mean we can take on larger, more complex projects and higher production volumes without compromising on quality,” she predicts.
The company plans to move into the facility before the end of the year.
EXCITING INNOVATION
On the product front, NSS is developing the next generation of its existing flight-proven product lines, including an even more efficient sun sensor, a radiation-hardened magnetometer, a new GPS receiver, and an expanded reaction wheel range.
These redesigned systems will retain their trusted heritage but are being enhanced for easier manufacturability and higher-volume production, enabling the company to meet customer needs more efficiently
“WE ARE INVESTING HEAVILY IN THE FUTURE – NOT ONLY IN TERMS OF OUR PEOPLE BUT ALSO THE INFRASTRUCTURE, SYSTEMS, AND PRODUCTS THAT WILL ENABLE US TO SCALE SUSTAINABLY AND LEAD WITH IMPACT”
– TANYA LERM, CEO, NEWSPACE SYSTEMS
without compromising performance.
“Parallel to this, we’re expanding into the space radio frequency communications domain, representing an exciting growth area for us.
“This diversification allows us to support the rising demand for in-orbit connectivity and opens new markets and partnership opportunities,” details Lerm.
“Internally, we are upgrading our IT and digital systems, enhancing data visibility, integration, and operational efficiency. These upgrades are essential foundations for scaling and managing increasing complexity across the organisation.”
Collectively, these projects reflect NSS’s commitment to continuous innovation, operational excellence, and long-term relevance in the global space industry.
TO INFINITY AND BEYOND
Future facing, NSS’s key priorities are focused on scaling operations in a way that ensures long-term success whilst preserving the innovation, quality, and agility that continue to define the company.
“One of our most immediate goals is ramping up production to meet the growing demand from new constellation contracts,” Lerm sets out.
of
Executive Engineering is proud to celebrate over three decades as one of South Africa’s premier precision engineering companies.
We provide fully integrated, end-to-end component manufacturing solutions, specialising in highprecision machined components. Our commitment to accuracy, consistency, and innovation ensures we meet the most demanding engineering specifications across a wide range of industries. With a fleet of over 60+ CNC machines and the capability to work with a wide range of materials, we pride ourselves on our ability to adapt to evolving requirements and consistently deliver high-quality, reliable results. ISO 9001 certified, Executive Engineering continues to invest in cuttingedge equipment, software and expertise to deliver engineering solutions defined by accuracy, efficiency and excellence.
One aspect Lerm is keen to highlight is her role as a female CEO in an industry that has traditionally been largely male-dominated.
“The space industry is evolving rapidly, yet leadership positions, especially at the top, are still predominantly held by men. Being in this position is not just about leading a growing company – it’s also about challenging the norm and inspiring more women to take on leadership roles in technology and space.
“I believe that diversity – whether in gender, background, or perspective –is a catalyst for innovation. The more varied voices we have in decision-making and leadership, the stronger and more
dynamic our companies and industries become.
“Whilst the numbers are still low, it’s encouraging to see a gradual shift in the corporate world. As of 2025, there are 31 female CEOs leading S&P 500 companies, a sign that the corporate landscape is slowly becoming more inclusive.
“We’re not there yet, but I see my role as an opportunity to pave the way for more women to step into leadership positions within the space industry and beyond.
“I hope my journey will inspire other women to consider top roles in typically underrepresented sectors, showing that leadership is about skill, vision, and determination, not gender.”
- Tanya Lerm, CEO
This includes completing a facility expansion – most notably NSS’s new cleanroom, alongside optimising internal systems to support higher-volume, high-reliability manufacturing.
“We’re also strengthening our international footprint by deepening our presence in strategic markets such as Europe and Asia. Expanding our global partnerships will be key to unlocking new opportunities and serving customers in regions with strong growth potential,” she adds.
On the technology front, NSS is continuing to push the boundaries with its next generation of intelligent subsystems, introducing features like built-in diagnostics and artificial intelligence (AI)-driven capabilities to meet the evolving demands of the space sector.
Alongside this, the company is exploring complementary technologies that will allow it to diversify and stay ahead in an increasingly competitive landscape.
“Investing in our people remains a top priority. We’re focused on expanding our talent and leadership pipeline, developing skills at all levels, and growing our internship programme to build a strong foundation for the future.”
For NSS, maintaining its culture of excellence, efficient collaboration, and high performance will undoubtedly prove to be essential.
“Ultimately, our aim is smart, sustainable growth, achieved by balancing operational excellence, global expansion, and continuous innovation to ensure we remain a trusted leader in delivering cutting-edge space technology to a connected and informed world,” Lerm finishes proudly.
Tel: +27 21 300 0160 www.newspacesystems.com
POWERING PARTNERSHIPS BEYOND PUMPS
We revisit Sulzer South Africa and Managing Director, Henry Craukamp, who enlightens us about the company’s ability to maintain certainty through its partnerships with customers in an uncertain business environment
Established in 1922, Sulzer South Africa (Sulzer) quickly grew to become a highly established original equipment manufacturer (OEM) of pumps across the country. Since last featuring the company in 2023, Sulzer has continued to deepen its focus on developing maintenance and repair solutions around its customers’ rotating equipment needs, something which Managing Director, Henry Craukamp, has been passionate about since his appointment to the
role three years ago.
“By focusing on our customers’ needs, we started employing a preventative technology that transitioned our service orientation from reactive to proactive,” he opens.
Indeed, Sulzer supports customers across the entirety of their operations by providing cutting-edge maintenance and repair solutions for pumps, turbines, compressors, motors, generators, and high-speed gearboxes.
“The next phase of our support will target predictability using digital tools powered by machine learning (ML) technology. I believe this will enable us to unlock further potential in partnership with our customers,” Craukamp adds.
An additional key initiative for the company is the implementation of a track and trace platform that creates a digital footprint for every asset made, supporting customers with effective lifecycle management and leveraging real-time data to benchmark asset performance.
Sulzer is therefore able to maintain a complete record of its customers’ equipment from the moment it is added to the main database. The data can subsequently be accessed instantly by the field services team by simply scanning a QR code, enabling faster and more informed responses and decisions.
This capability significantly reduces downtime, minimising costs for customers and safeguarding their critical infrastructure.
“Real-time data is essential for digital tools to be effective, but this may not be feasible for some highsecurity industrial customers who could be at risk of malicious activity. In these cases, we deploy secure, on-site monitoring tools that operate independently of the customer’s control system,” he highlights.
This allows Sulzer to safely gather the data needed for its artificial intelligence (AI) platform to assess equipment risk accurately.
“Since every customer is at a different stage in their digital transformation, it’s vital that we work closely with them to offer tailored recommendations that suit their unique needs.”
END-TO-END SUPPORT
Sulzer serves a broad range of industries across South Africa (SA), such as oil and gas, chemical, water infrastructure, wastewater, power generation, and mining, with its Flow and Services divisions.
The former specialises in delivering engineered solutions, which includes the supply of pumps, mixers, compressors, and other fluid handling equipment.
The Services division, meanwhile, deploys a lifecycle approach to maximise equipment uptime, efficiency, and longevity for both Sulzer and its equipment. This is achieved through the company’s comprehensive maintenance, repair, and upgrade solutions for rotating equipment.
“We also operate several specialised facilities across SA to support our customers with localised expertise and service,” Craukamp states.
SULZER’S DIVISIONS –AT A GLANCE
FLOW – Wherever fluids are treated, pumped, or mixed, the company delivers highly innovative and reliable solutions for the most demanding applications.
SERVICES – Sulzer is the go-to partner for ensuring uptime and enhanced performance for a vast range of rotating equipment. The company’s committed services team provides unrivalled service and expertise to meet customers’ operational needs.
CHEMTECH – Sulzer recognises that superior chemical processing and separation technologies matter most. Therefore, the company enables its customers to operate world-class plants and produce high-value products.
“WE LIVE BY OUR PRINCIPLES EVERY DAY, AND AS A RESULT, WE’VE REMAINED A RELIABLE, LONG-TERM PARTNER TO OUR CUSTOMERS. IN A WORLD OF CONSTANT CHANGE, SULZER OFFERS SOMETHING INCREDIBLY RARE – STABILITY”
–
HENRY CRAUKAMP, MANAGING DIRECTOR, SULZER SOUTH AFRICA
In Johannesburg, for instance, Sulzer has its Advanced Manufacturing Centre (AMC), a dedicated Service Centre for pumps, and a separate facility for electromechanical equipment.
The AMC in particular utilises stateof-the-art machinery and tooling equipment combined with rigorous quality control processes to produce world-class parts.
Its Service Centre meanwhile, is able to repair, overhaul, and improve all types of rotating machinery, allowing the company to support the complete drivetrain system, whilst the
electromechanical centre is uniquely equipped for the refurbishment of high-speed, complex gearboxes.
Elsewhere in Durban, the company has another new Service Centre dedicated to the pulp and paper and industrial water sectors, whilst an additional facility in Welkom focuses on supporting gold mining operations, energy recovery systems, and large vertical turbine services.
“With sales offices in both Johannesburg and Durban, alongside our extensive footprint across the country, we effectively serve customers throughout SA and the broader sub-Saharan Africa region.”
ENACTING CHANGE
Operating nationwide, Sulzer strives to be a good corporate citizen and consistently makes a positive difference across SA.
For example, the company is proud to be a Level 2 Broad-Based Black Economic Empowerment (B-BBEE) contributor, reflecting its ongoing commitment to transformation, empowerment, and inclusive economic growth.
“This status not only strengthens our partnerships with customers and suppliers but also demonstrates our active role in supporting SA’s socioeconomic development goals,” Craukamp asserts.
Sulzer is likewise dedicated to developing critical skillsets that will benefit the country as a whole.
“In a recent conversation, someone asked me why it’s so difficult to fill positions when unemployment is so high. The reality is a persistent skills gap, and it is therefore our responsibility to engage with people across society to help close that gap,” he impassions.
This approach includes actively participating in industry initiatives and partnerships that promote skills development, as the company believes that it can have a far greater impact by collaborating across companies and communities rather than operating on its own.
In a similar vein, Sulzer also prioritises creating teams comprised of the local workforce, as evidenced by its regional engineering team that has been integrated into the company’s global R&D network.
As a result, Sulzer has access to a vast pool of international expertise, ensuring its capabilities remain
“SINCE EVERY CUSTOMER IS AT A DIFFERENT STAGE IN THEIR DIGITAL TRANSFORMATION, IT’S VITAL THAT WE WORK CLOSELY WITH THEM TO OFFER TAILORED RECOMMENDATIONS THAT SUIT THEIR UNIQUE NEEDS”
– HENRY CRAUKAMP, MANAGING DIRECTOR, SULZER SOUTH AFRICA
world-class.
A prime example is its HydroMining division, which specialises in underground drilling equipment for mining applications. Notably, all R&D for this division is conducted locally in SA.
“Our continued investment in R&D has positioned us as a leader in
several areas. For example, we are the only company offering both air drills for higher-level mining operations and pneumatic drills capable of functioning at depths greater than 1,000 metres – an essential capability given the depth of many South African mines,” Craukamp remarks. Beyond technical innovation,
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Sulzer’s R&D efforts have far-reaching and meaningful social impacts. For instance, its team recently developed a drill that is six kilogrammes lighter than the industry standard, reducing physical strain on users.
“This advancement not only promotes better health outcomes but also opens the door to greater gender inclusivity in mining roles – an industry traditionally dominated by men.”
CENTENARY CELEBRATION
Sulzer is proud to have recently celebrated its 100th anniversary, having grown alongside SA’s key sectors as an integral pillar in the development of infrastructure, energy, mining, water, and industry.
From humble beginnings to becoming a trusted leader in engineered solutions and services, the company’s journey has been marked by resilience, transformation, and a meaningful contribution.
“Our centenary is more than a
milestone – it’s a testament to the enduring strength of our brand, role as a responsible corporate citizen, and the positive impact we’ve made in local communities.
“It reflects a century of commitment to innovation, service excellence, and partnership across the industries we proudly serve,” Craukamp insights.
This achievement also speaks volumes about the people behind the company’s success. Indeed, with an average employee tenure exceeding 15 years, Sulzer’s team loyalty and dedication are well above the industry norm, underscoring the strength of its culture and shared purpose.
“We live by our principles every day, and as a result, we’ve remained a reliable, long-term partner to our customers. In a world of constant change, Sulzer offers something incredibly rare – stability,” he prides.
Going forwards, the company’s focus remains firmly on three core
priorities; namely customer centricity – truly understanding what keeps its customers up at night; an outcomebased mindset – ensuring its solutions are directly aligned with its customers’ needs; and its people – engaging a highly-skilled and committed team.
This will allow Sulzer to continue delivering cutting-edge technologies, developing local talent, and contributing to the sustainable progress of SA.
“Our approach is brought to life by continuously maintaining our principles – seize opportunities, own it, team up, and create value,” Craukamp concludes.
CEMENTING A PLACE IN HISTORY
Cimencam has been operating in the construction materials sector since 1963 and is now proud to be one of the largest cement and concrete companies in Cameroon. CEO, Xavier Legrand, gives us all the details of this impressive success story
Writer: Ed Budds | Project Manager: Josh Whiteside
The African manufacturing and construction industries are currently more strategic and exciting than ever.”
The opening words of Xavier Legrand, CEO of Cimencam, reflect the surging nature of these vast, everexpanding sectors.
He believes these closely linked industries sit at the intersection of enormous economic, technological, and environmental change for the entire continent.
“At Cimencam, we are actively engaged in this evolution firsthand – the digitisation of our processes, integration of circular economy principles, and increasing sustainability demands are
profoundly reshaping our operations,” he introduces.
“These immense challenges make our work even more stimulating as they push us to innovate, adapt, and anticipate the expectations of our clients and stakeholders.”
Across Africa, innovative and resilient companies such as Cimencam continue to thrive within this burgeoning industry transformation and rise valiantly to overcome the many obstacles that follow.
THE PRIDE OF THE NATION
At present, the increased demand for housing, infrastructure projects, and commercial developments continues to fuel the expansion of the African
cement market.
Cimencam is a pioneer of Cameroon’s cement industry, operating proudly across the nation since 1963.
As a subsidiary of the Holcim Group, the company is a part of what has become a global leader in construction solutions.
“Our mission is to provide innovative, high-quality building solutions across Cameroon and the wider region,” Legrand sets out.
Today, Cimencam’s production sites include the Bonaberi plant in Douala, its oldest site to date, the Nomayos plant near Yaoundé, and most recently, a new, state-of-the-art subsidiary in Figuil, located in the
“AT CIMENCAM, WE DON’T JUST PRODUCE CEMENT – WE SUPPORT OUR CLIENTS WITH TAILORED SOLUTIONS AND A STRONG SENSE OF LOCAL PROXIMITY”
– XAVIER LEGRAND, CEO, CIMENCAM
North Region of Cameroon.
“We produce and market a wide range of solutions, tailored for various uses, including individual houses, public works, buildings, and major infrastructures,” he lists.
SUSTAINABLE SUPPLY AND DEMAND
Undoubtedly, the company’s greatest strength lies in its ability to combine operational excellence, product innovation, and social responsibility.
“At Cimencam, we don’t just produce cement – we support our clients with tailored solutions and a strong sense of local proximity,” Legrand affirms.
Alongside this, the company’s connection to the Holcim Group allows it to benefit from global best practices whilst remaining deeply rooted in local realities.
Equally vital to Cimencam’s success is the smooth operation of its meticulously crafted supply chain, which stands as a key pillar of its exceptional performance.
CIMENCAM’S KEY PRIORITIES
• Strengthening market leadership, particularly with the support of the company’s new plant and expanded product range.
• Advancing its digitalisation strategy, particularly in logistics and commercial operations.
• Accelerating the environmental transition by increasing the use of alternative fuels.
• Focusing on building stakeholder relationships.
• Further developing staff skills through targeted, high-impact training programmes.
“I’M ALWAYS KEEN TO HIGHLIGHT A KEY DRIVER OF OUR SUCCESS - THE REMARKABLE COMMITMENT OF OUR EMPLOYEES”
– XAVIER LEGRAND, CEO, CIMENCAM
“We place strong emphasis on building long-term, ethical relationships with our partners, utilising regular meetings as opportunities to review progress and identify areas for improvement,” he says.
Furthermore, an impressive territorial footprint, committed human capital, and contribution to sustainable development truly set the business apart.
CIMENCAM FIGUIL PLANT
One of Cimencam’s most significant projects is its new Figuil plant, which was inaugurated on 12th June.
“The opening of this facility represents a major milestone that strengthens our presence in Cameroon’s North Region. The plant is fully aligned with our strategy of industrial proximity and reduced logistical costs,” Legrand prides.
Cimencam Figuil is the company’s newly created subsidiary, and its integrated plant has been established to meet the growing demand in Northern Cameroon and neighbouring Chad, with a production capacity of approximately 500,000 tonnes of cement per year.
CIMENCAM’S VALUES – AT A GLANCE
• The health and safety of its teams, subcontractors, and families is Cimencam’s top priority. In conducting its business, the company is committed to ensuring a safe and healthy working environment for all its employees, with an overarching goal of achieving zero accidents on its sites.
• Cimencam builds partnerships with its suppliers. This dedication to collaboration ensures the company can guarantee the highest and most consistent quality of its products and services. As part of its ongoing efforts to strengthen relationships with its subcontractors and service providers, Cimencam considers a multitude of criteria other than performance, price, and quality.
• Rigorous health and safety standards have been integrated into every action across each facet of the company’s operations. In addition, staff must have a deep understanding of Cimencam’s health and safety rules.
Impressively, the project has seen more than three million hours worked without a single major accident.
Legrand believes its impact on the region will be significant, creating an estimated 900 new sustainable jobs
both directly and indirectly.
“The plant will also facilitate new business opportunities for local entrepreneurs, improve socioeconomic and cultural conditions in the region, and grow
support for the completion of infrastructure projects,” he excites.
MAINTAINING SOCIAL RESPONSIBILITY
The overarching corporate social responsibility (CSR) strategy at Cimencam aims to balance economic performance with positive social impact by creating value for its stakeholders. To date, the company has consistently ranked amongst the top five socially responsible companies in Cameroon.
“Regarding our social aspect, we act across three key areas – education, health, and employability. One standout initiative is our road safety programme for motorcycle taxi drivers, designed to improve road behaviour and reduce the number of accidents,” Legrand voices.
“Environmentally, we are actively working on reducing our carbon footprint, managing dust emissions, and ensuring a positive impact on nature
through multiple initiatives such as replacing fossil fuels with biomass and recycled oils, reusing wastewater, and planting trees in communities near our sites,” he follows up.
Parallel to these initiatives, Cimencam proudly supports local wealth creation by collaborating with agricultural cooperatives, offering financial assistance for fertiliser purchases, and training in farming techniques.
“We have also launched a textile training programme to promote community empowerment through sewing and tailoring skills,” Legrand confirms.
Meanwhile, over the past three years, Cimencam’s staff have volunteered more than 2,000 hours to help local communities, raising awareness amongst young students and school children about the dangers of and ways to prevent HIV and AIDS, malaria, poor sanitation, cholera, and domestic accidents.
The wear phenomenon affects many industries. This is a progressive deterioration through loss of material due to prolonged or overly frequent use. For grinding equipment, wear degrades the condition of a part, leading to a loss of performance.
Due to its experience and solid know-how, Welding Solutions Cameroon is the central africa leading provider of advanced anti-wear products (hardfacing wire, electrode, overlay wear plate, ceramic, …) and in-situ hardfacing services (Refurbishment of grinding parts.)
Welding Solutions Cameroon’ mission is to improve quality of life of maintenance teams through high performance anti-wear materials.
THE HEART OF THE BUSINESS
At Cimencam, the employees are the driving force behind the company’s excellent performance and formidable track record.
“Through ambitious training programmes, ongoing social dialogue, and a strong recognition policy, we place people at the heart of our strategy,” Legrand tells us.
Furthermore, the company’s development programmes, such as its comprehensive talent review and commitment to diversity and inclusion, reflect a firm desire to create a fulfilling, fair, and empowering workplace for all.
“I’m always keen to highlight a key driver of our success – the remarkable commitment of our employees. Thanks to their dedication, professionalism, and team spirit, we achieved outstanding results in Q1 2025, both industrially and commercially,” he explains.
From meeting production targets and maintaining operational discipline to implementing strategic projects, each team within the company has played a vital role in achieving its shared success.
“This positive momentum stems from a healthy work environment, a culture of continuous improvement, and a shared sense of purpose. It’s a great source of pride and a powerful lever for driving us forward, together,” Legrand concludes proudly.
CEMENTING A SUSTAINABLE FUTURE
As it seeks to reshape West Africa’s cement sector, we reconnect with LafargeHolcim Côte d’Ivoire, who is on a mission to provide highquality, sustainable construction solutions whilst actively contributing to the socioeconomic progress of the region. Rachid Yousry, Country CEO, tells us more
Asubsidiary of the Holcim Group, LafargeHolcim Côte d’Ivoire (LafargeHolcim CI) has embodied excellence and innovation in the country’s cement industry since 1952.
Committed to sustainable development and research, the company has emerged as a key player in the sector, currently employing 150 staff members and over 200 subcontractors.
“Ciment Bélier, our flagship
product, has played a crucial role in the construction of major infrastructure and buildings across the country and continues to drive the growth of construction projects in Côte d’Ivoire and beyond,” introduces Rachid Yousry, Country CEO.
With an annual production capacity of two million tonnes (t), LafargeHolcim CI ensures continuous, efficient distribution and a marketresponsive supply.
Operating from its headquarters in Abidjan and with a manufacturing plant, quarry, and raw materials storage facility at its disposal, the company remains true to its mission.
“Demonstrating our expertise and industrial heritage, we are on a mission to provide high-quality, sustainable construction solutions and actively contribute to the socioeconomic progress of the region,” he confirms.
A SUSTAINABLE OPERATION
Standing out from the competition as the only company producing six different types of cement, LafargeHolcim CI considers itself a market transformer.
Its slag cement is highly praised for a low carbon footprint and its exceptional resistance to the most aggressive environments. As pioneers of white cement in West Africa, the company also supplies builders and architects with premium raw material that meets the highest standards.
“In an industry where the proliferation of products exposes users to major risks, we have maintained the trust of our customers through our unwavering quality and unmatched stability,” Yousry tells us.
As such, every bag of Ciment Bélier embodies LafargeHolcim CI’s absolute commitment to sustainability and reliability.
With environmental preservation and sustainable construction at its core, the company is also launching its own pozzolana cement quarry – a low-carbon cement product designed to combine performance and environmental responsibility by reducing carbon dioxide (CO2) emissions by 40 percent across the construction sector.
As an end-to-end managed site with an annual production capacity of 300,000t, LafargeHolcim CI’s pozzolana quarry in Sokouamékro has so far enabled a cumulative reduction of over 500,000t of carbon emissions since its commissioning.
“This breakthrough aligns perfectly with our goal of offering increasingly innovative and ecofriendly materials,” he prides.
LafargeHolcim CI also invested F. CFA 3.5 billion in 2018 to install a cement bag palletiser,
significantly reducing manual handling which is known to be a primary source of dust emissions during loading operations.
“In 2021, we also commissioned a new clinker silo, backed by an F. CFA18 billion investment,” Yousry adds.
COULD YOU PROVIDE US WITH SOME INSIGHT INTO YOUR CAREER TO DATE?
Rachid Yousry, Country CEO: “I am a trained computer science analyst and hold an MBA from École des Ponts Business School in Paris.
“With over 30 years of experience in commerce and logistics, I have held major leadership positions across various markets.
“In July 2011, I joined Holcim Group as Cement Supply Chain Director in Iraq, where I later took on commercial and logistics leadership roles.
“My career then expanded across the Middle Eastern region, where I served as Logistics Director for Africa and the Middle East, defining key strategies and standards to support regional operations in achieving their logistics objectives.
“I then transitioned to Jordan, where I held the position of Commercial and Supply Chain Director for three
“In June 2021, I was appointed CEO of LafargeHolcim CI, and since December 2023, have also served as President of the Cement Producers Association.”
This strategic infrastructure reduces truck unloading operations by 90 percent, which led to a significant drop in dust emissions from raw materials transport, and helped decongest the port area, eliminating the equivalent of 18,000 trucks per year.
POWERED BY PEOPLE
With strength that goes beyond its products, LafargeHolcim CI’s dedicated, innovative, and passionate teams are at the heart of its success, giving their best every day to build the future.
“Our employees are the driving force behind our success. We foster a culture of respect, inclusion, and wellbeing, where every team member is valued for their dedication and expertise,” Yousry outlines.
Celebrating loyalty and excellence through dedicated events, such as the recent Honorary Work Medal Ceremony which recognised the contributions and commitment of employees over the years, LafargeHolcim CI is dedicated to staff development.
“We invest in training and skillbuilding programmes, enabling our teams to acquire new expertise and advance their careers” he details.
The company seizes every opportunity to prioritise internal candidates who demonstrate strong engagement and a clear willingness to develop the organisation when it comes to recruitment.
“We also continuously strive to improve working conditions, integrating modern infrastructure and initiatives that enhance safety and well-being,” Yousry continues.
LafargeHolcim CI firmly believes that respect, recognition, and inclusion are essential to building a high-performing and sustainable company.
Through these commitments, it creates an environment where everyone has a place and can actively contribute to collective progress.
SOCIALLY RESPONSIBLE
Dedicated to transforming the construction industry by integrating innovative and sustainable solutions, LafargeHolcim CI’s initiatives reflect its ambition to build responsibly and contribute to community development.
Fuelled by the momentum of its pozzolana cement launch in 2024, the company took a decisive step forward with the launch of Bélier Blanc cement – the first white cement produced in West Africa that is fully compliant with international standards.
“This product provides construction professionals with a high-quality local alternative, reducing reliance on imports and ensuring consistent availability,” Yousry explains.
LafargeHolcim CI’s commitment to progress extends beyond industrial innovation and into education and community development.
“With a total of F.CFA200 million
“THESE INVESTMENTS GO BEYOND TECHNOLOGICAL AND FINANCIAL ADVANCEMENTS – THEY REFLECT A BROADER VISION OF AN INDUSTRY CAPABLE OF COMBINING PERFORMANCE WITH ENVIRONMENTAL RESPONSIBILITY”
– RACHID YOUSRY, COUNTRY CEO, LAFARGEHOLCIM CÔTE D’IVOIRE
invested in École Primaire Publique (EPP) Kouamekro , a local primary school, we are providing a modern and secure educational environment for the children of Sokouamékro,” he impassions.
Following the official handover of the classrooms in October 2023, the company is continuing its initiative with the construction of a school canteen, library, and six housing units for teachers.
“By delivering these essential infrastructures on a 1.5-hectare site, we are helping to create an optimal learning environment, whilst enhancing the school’s appeal for both teachers and students.”
LafargeHolcim CI is also investing in environmental measures to improve its processes and minimise its ecological footprint.
“Reducing dust emissions by utilising innovative equipment,
COMMITTED TO HEALTH AND SAFETY
LafargeHolcim CI places HSE at the core of its daily commitments, far beyond mere priorities. With a clear ambition to achieve zero incidents by 2030, the company has implemented a structured programme that is already delivering results.
This programme is built on six strategic pillars, developed in collaboration with subcontractors to ensure a comprehensive and sustainable approach:
• On-site safety – Implementation of the strictest HSE standards, including critical control management, ensure effective risk management for major hazards.
• Zero-risk culture – Deployment of the BootsOnGround (BOG) innovation, a mobile application that encourages managers and supervisors to increase their presence on-site and promote a proactive safety culture.
• Health – Upholding a preventive approach with rigorous monitoring of occupational risks, ensuring the well-being of employees.
• Road safety – A globally recognised programme, structured around three strategic pillars designed to protect employees and partners.
• Environmental excellence – Initiatives focused on preserving natural resources and reducing CO2 and dust emissions, contributing to a more sustainable future.
• Systems and processes – Use of cutting-edge tools certified by ISO 14001 and ISO 45001 standards, integrating digitalisation and artificial intelligence (AI) to optimise HSE performance.
optimising raw material transportation, and enhancing working conditions with safer and more sustainable infrastructure are just a few of the initiatives that demonstrate our commitment to responsible construction,” Yousry shares.
In July 2024, meanwhile, the company further strengthened its environmental initiatives with an F.CFA360 million investment in an innovative covering system for one of its plant’s shipping areas.
“This pioneering project underscores LafargeHolcim CI’s commitment to providing a healthier and more comfortable work environment, benefiting both employees and surrounding communities,” he adds.
Through these undertakings, the company reaffirms its ambition to build a sustainable and inclusive future, contributing to progress for both people and the planet.
A BRIGHT FUTURE
Through an ambitious and structured approach based on six strategic pillars, LafargeHolcim CI reaffirms its commitment to building a safer, healthier, and more environmentally responsible workplace.
“Health and safety are no longer seen as a set of rules to follow. Our employees increasingly understand and believe that processes and safety standards are there to protect them — not to constrain them,” Yousry reflects.
A testament to the company’s ongoing commitment and tangible progress in health, safety, and environment (HSE) protocols, LafargeHolcim CI is proud to announce its official status as part of Holcim Group’s Excellence Club for HSE, earning the distinguished silver status.
“This recognition reflects our continuous efforts to uphold the highest safety standards, foster
a proactive safety culture, and implement innovative solutions that protect our employees, partners, and communities,” he smiles.
The accolade also reinforces the company’s dedication to making workplace safety a priority and striving for excellence in every aspect of its operations.
Elsewhere, LafargeHolcim CI has recently reinforced its commitment to the circular economy by installing a cement recycling station on-site, representing an investment of F.CFA19.7 million.
“These investments go beyond technological and financial advancements – they reflect a broader vision of an industry capable of combining performance with environmental responsibility.”
Going forwards, LafargeHolcim CI has set a clear ambition to continue to significantly reduce the clinker factor in its cement formulations to increase the sustainability of its
products, having already achieved a 3.89 percent decrease between 2022 and 2024.
By 2030, the company’s goal is to achieve a global clinker factor of just 61 percent, aligning the African cement industry with a sustainable trajectory that promotes the circular economy and preservation of natural resources.
“This commitment reflects our dedication to innovation by integrating more responsible solutions whilst maintaining leading industrial performance,” Yousry passionately concludes.
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BREAKING NEW GROUND IN INNOVATION
Master Drilling, a leader in state-of-the-art solutions, has embraced transformative changes in the South African mining landscape. Group Business Development Manager, Izak Bredenkamp, reveals how leveraging cutting-edge technology and strategic partnerships can redefine operational excellence
Writer: Rachel Carr | Project Manager: Thomas Arnold
As a pioneering powerhouse providing state-of-the-art drilling techniques primarily for the mining, civil engineering, and energy sectors, Master Drilling operates in over 28 countries across five continents.
Since its inception in 1986, it has served major mining clients, including Anglo American, Glencore, and Gold Fields, and prides itself on its commitment to safety, innovation, and operational excellence.
The company was founded by Danie Pretorius in Fochville – a farming and mining town in the Gauteng province of South Africa (SA). This is where the journey began when the company won an important contract at the Elandsrand mine, known for its plentiful gold deposits.
Danie Pretorius, Founder
However, the Cullinan mine – an asset that has yielded some of the world’s most desirable and iconic diamonds, renowned for its rare Type IIb blue and Type IIa white gems – put Master Drilling firmly on the mining map.
“A significant breakthrough came with the in-house development of a cost-effective drilling solution for the Cullinan mine. This innovation propelled our early success and laid the foundation for expansion into South America and beyond,” introduces Izak Bredenkamp, Group Business Development Manager.
“In 2012, we were listed on the Johannesburg Stock Exchange, solidifying our position as a global leader in drilling technology. Our founding principles revolve around challenging the status quo to provide specialised, adaptive, and integrated drilling solutions,” he adds.
Committed to innovation, safety, and operational excellence, ensuring it meets clients’ evolving needs across various sectors, Master Drilling’s core services include raise boring, exploration drilling, and the development of new technologies tailored to meet the diverse needs of these industries.
With over 3,000 employees, the company’s client base includes leading mining companies worldwide.
A NEW LANDSCAPE
Radical change in the South African mining industry has made it almost unrecognisable from what it was a few decades ago.
Notable dynamic shifts include the push for sustainable operational practices, a multitude of groundbreaking
HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE CONTRIBUTIONS THEY MAKE?
Izak Bredenkamp, Group Business Development Manager: “Our employees are the backbone of our operations. We invest in their development through comprehensive training, including our accredited academy that
innovations, and the type of minerals being excavated, for example, rare earth minerals, which are used in electric vehicles (EVs) and phone screens.
“The South African mining industry has undergone significant transformation over the past four decades. Whilst it remains a vital part of the country’s economy, it has served as the foundation for Master Drilling projects across the continent,” Bredenkamp reports.
“However, as the company has expanded, SA’s overall contribution has become smaller. We have observed a shift towards deeper mining operations, lower-grade ore, and higher costs. There is also a growing emphasis on safety, efficiency, and environmental sustainability.”
The rapid pace of technological advancements has been a game-changer in this evolution, driving remarkable progress and transformation.
“We have embraced innovation to meet these challenges, developing solutions such as mechanical cutting and remote drilling to enhance both safety and productivity. Despite these advances, the industry continues to face hurdles, including regulatory complexities and infrastructure constraints, which require collaborative efforts to address,” explains Bredenkamp.
STRATEGIC INVESTMENTS IN INNOVATION
One of Master Drilling’s outstanding achievements is the successful completion of a 1,382-metre vertical shaftat Northam Platinum’s Zondereinde mine, setting a new world record for raisebore drilling.
This project serves as a shining example of the company’s unwavering dedication to advancing technological frontiers and exploring innovative possibilities.
“Recognising the importance of
digital transformation, we’ve made several key investments to futureproof our operations and offer added value to clients,” prides Bredenkamp.
The company acquired a stake in AVA Solutions, a data-driven mining fleet management specialist whose platform monitors over 1,800 vehicles across multiple sites, delivering realtime data to help clients optimise their operations through improved fleet
utilisation, maintenance planning, and productivity.
Additionally, controlling a stake in the A&R Group enhances its automation capabilities as Master Drilling focuses on providing innovative safety solutions in automation and control systems, which support its move towards fully remote and autonomous drilling operations.
“To add further innovation to our operations, we have acquired Konec, a Chilean technology company developing digital platforms for asset and performance management whose tools help mining clients and contractors access insights into machine health, site conditions, and operator efficiency – all in real time. This aligns closely with our goal of improving operational transparency and decision-making through data.
“Together, these investments reflect our commitment to diversifying our services, improving safety, and positioning Master Drilling as a leader in the digital mining era,” he states enthusiastically.
A COMPETITIVE EDGE
Numerous key factors distinguish Master Drilling from its competitors in the industry, including its innovative drilling technologies, commitment to safety, and extensive experience in diverse geological conditions.
Zondereinde mine’s world record-breaking team
COMMITTED TO COMMUNITIES AND SUSTAINABLE DEVELOPMENT
Environmental, social, and governance (ESG) is high on Master Drilling’s list of priorities, including sustainable water usage, implementing advanced water management strategies, and collaborating with industry leaders to create eco-friendly solutions.
“Our approach ensures that we not only meet regulatory requirements but also contribute positively to the communities and environments in which we operate,” Bredenkamp highlights.
Additionally, corporate social responsibility (CSR) is a core aspect of Master Drilling’s global operations, with various initiatives across the globe tailored to the unique needs of the communities in which it operates.
“Through our Sisonke – Better Together Community Upliftment Programme, we support 13 nongovernmental organisations, providing both financial aid and professional assistance to drive sustainable development. We also support the Karabo Dineo Home for Children, a foster care facility that offers vulnerable children a safe, nurturing environment.
“We also engage in a range of youth development initiatives, such as leadership programmes and career expos, to equip young people with skills and opportunities for the future. These initiatives reflect our long-term commitment to uplifting communities in all regions where Master Drilling is active,” he smiles optimistically.
“RECOGNISING THE IMPORTANCE OF DIGITAL TRANSFORMATION, WE’VE MADE SEVERAL KEY INVESTMENTS TO FUTUREPROOF OUR OPERATIONS AND OFFER ADDED VALUE TO CLIENTS”
– IZAK BREDENKAMP, GROUP BUSINESS DEVELOPMENT MANAGER, MASTER DRILLING
“The company’s differentiation lies in our commitment to innovation, efficiency, and adaptability. We operate the world’s largest raise bore fleet, enabling us to undertake complex projects with precision and speed. Our in-house development of advanced technologies – such as the RD8 machine and mechanical cutting systems – allows us to offer customised solutions that enhance safety and reduce operational costs,” specifies Bredenkamp.
Additionally, Master Drilling’s global
footprint and diverse expertise enable it to address unique challenges across various geographies and sectors.
“Our New Technologies division is focused on developing disruptive innovations that are transforming how mining is conducted. The goal is to make mining safer and faster through technology, eliminating the need for explosives in both horizontal and vertical development. These technologies significantly accelerate advancement rates and positively impact Net Present Value (NPV).”
“THE COMPANY’S DIFFERENTIATION LIES IN OUR COMMITMENT TO INNOVATION, EFFICIENCY, AND ADAPTABILITY. WE OPERATE THE WORLD’S LARGEST RAISE BORE FLEET, ENABLING US TO UNDERTAKE COMPLEX PROJECTS WITH PRECISION AND SPEED”
– IZAK BREDENKAMP, GROUP BUSINESS DEVELOPMENT MANAGER, MASTER DRILLING
Furthermore, Master Drilling’s supply chain operations are integral to its global success, and it maintains robust relationships with international partners and suppliers to ensure the timely delivery of equipment and services.
“These collaborations enable us to adapt to local market needs, comply with regional regulations, and leverage local expertise, all of which are crucial for the seamless
execution of our projects worldwide,” Bredenkamp emphasises.
These elements combine to create a reputation for reliability and efficiency that sets the company apart.
EXPLORING OPPORTUNITIES
Master Drilling’s growth strategy is centred on advanced drilling technologies, broadening its array of services, and significantly expanding its global presence.
By embracing innovation and diversification, Master Drilling aims to enhance its competitiveness in the marketplace whilst catering to the evolving needs of its clients across various regions.
“We’re actively exploring opportunities in regions such as Africa, Europe, and India, aiming to introduce our innovative solutions to new markets. Our recent joint venture in Saudi Arabia is a testament to our commitment to international expansion and collaboration,” Bredenkamp declares.
In the upcoming year, Master Drilling endeavours to solidify its position as a premier market leader in the realms of automated and digital mining. Moreover, it is committed to driving innovation and excellence, leveraging cutting-edge technologies whilst enhancing operational efficiency and sustainability.
“The company is focusing on extending our value chain across markets, optimising returns on investments (ROIs), and creating a safe and healthy working environment. Diversifying our business to generate sustainable revenue streams remains a key priority.
“We also want to land a contract for our Mobile Tunnel Borer (MTB) in 2025, in addition to embarking on a digital transformation process to enable the business to make accurate and digital-driven decisions,” Bredenkamp concludes excitedly.
Master Drilling brings in new technologies with its Shaft Boring System
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Global Reach, Unmatched Access Across Africa
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Holding itself to a higher standard and committed to its creed, ‘performing for impact’, Modi Mining is a catalyst of positive change, offering mining services and products of the highest quality whilst safeguarding the communities in which it operates. Sam Molefi, Managing Director, tells us more
Writer: Lily Sawyer | Project Manager: Thomas Arnold
As it undergoes a significant transformation, the African mining industry is witnessing an undeniable shift towards sustainable and socially conscious operations.
Demand is also increasing for contract miners who not only deliver on technical capabilities but on community impact initiatives and compliance to the prevailing laws.
A prime example of an awardwinning company successfully delivering on an emerging criterion for social responsibility is Modi Mining, who is on a mission to provide the best possible outcomes for all impacted by its work.
“It’s an exciting time to be involved in the sector, particularly for Africanowned businesses,” opens Sam Molefi, Managing Director.
As it continues to tap into the region’s vast mineral resources with the collective interests of local communities in mind, Modi Mining emerges as an ethical organisation that sets the bar for others to follow in its footsteps.
Elsewhere, digitisation, environmental, social, and governance (ESG) integration, and local ownership are also key trends shaping the future.
“Companies that can adapt to this new paradigm will thrive,” Molefi observes.
DISCIPLINED, AGILE, AND COMMITTED
A 100 percent black-owned contract mining company operating across South Africa (SA), Modi Mining emerges as a key player in the region’s mining and minerals landscape.
Its clients include respected industry names such as Exxaro Resources Limited (Exxaro), Impala Platinum, Glencore, and SibanyeStillwater, amongst others.
Currently employing over 1,000 staff across multiple sites,
WHAT INITIALLY DREW YOU TO WORKING IN THE MINING INDUSTRY?
Sam Molefi, Managing Director: “My journey in mining spans 29 years, beginning in the Gold Fields region, SA, and extending through technical and leadership roles at Valterra Platinum (formerly Anglo American Platinum), Sasol, and a Managerial role at JIC Mining Services.
“I was drawn to the industry because of its ability to transform economies and impact communities at scale.
“Over time, my interest evolved from technical expertise to strategic business development, driven by a desire to build a mining business rooted in operational excellence and inclusive growth.
“This led to the founding of Modi Mining in 2007, which today employs over 1,000 people and serves some of SA’s leading mining companies.”
“ONE OF OUR CORE VALUES, ‘WINNING WITH OUR PEOPLE’, NOT ONLY SPEAKS TO VALUING ALL STAKEHOLDERS BUT ENSURING THE COMMUNITIES WE ARE A PART OF SHARE IN OUR SUCCESS”
– SAM MOLEFI, MANAGING DIRECTOR, MODI MINING
Modi Mining’s operations span both underground and opencast environments.
“We are known for delivering under challenging conditions with a strong safety record and high operational standards,” Molefi tells us.
Providing specialised mining services, Modi Mining operates across several key areas such as underground and opencast mining,
alongside offering civil services.
Standing out from the competition, the company’s operational discipline, agility, and commitment to inclusive growth continue to differentiate it.
In short, Modi Mining’s capabilities have seen it deliver at scale, whilst the company is still agile enough to take on small projects, led by a team of experienced professionals.
“With outstanding levels of
expertise and industry knowledge, our care-driven leadership team leads and influences the organisation from all levels,” he prides.
Most importantly, as a transformation-driven business –not just in terms of ownership, but in terms of hiring, training, supplier development, and community partnerships – the company further differentiates itself.
A Legal Partner in Excellence
Over 30 Years of Combined Experience in Legal Practice
Distinguished by its commitment to excellence and client service, SGA Law Africa has established itself as a dynamic and forward-looking law firm in the South African and international legal, compliance, and corporate governance landscape. With a mission to deliver innovative, commercially sound legal solutions wherever its clients conduct business, SGA Law Africa has earned a reputation as a trusted, agile, and client-focused legal partner.
Founded in 2019, SGA Law embarked on a deliberate journey to become a premier African boutique commercial law firm, offering seamless access to global networks and delivering strategic legal counsel tailored to the evolving needs of its clients.
Over the past six years, SGA Law Africa has represented a diverse clientele across complex legal matters spanning corporate governance, company secretarial services, contract and compliance management, international trade, competition law, mining law, employment law, and general corporate and commercial law. The firm is defined by its core values—service, dedication, excellence, skill, and leadership, which continue to shape its client relationships
and its internal culture. Through its membership in the World Law Alliance and strong local partnerships, SGA Law Africa provides clients with integrated, high-quality legal services across jurisdictions.
Resolving Legal Challenges with Confidence
SGA Law Africa prides itself on its resultsoriented approach and commitment to solving legal challenges with precision and efficiency. The firm’s team of experienced attorneys brings technical expertise and commercial acumen to every mandate, ensuring outcomes that align with each client’s strategic objectives. While equipped to manage a broad spectrum of legal instructions, the firm’s particular strengths lie in corporate governance (including company secretarial services), contract and compliance management, international trade, mining, commercial law, and labour relations.
A hallmark of the firm is its ability to deliver timely and effective legal solutions which enable clients to navigate complexity with confidence.
Core Practice Areas
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• ARBITRATION AND MEDIATION
Leading efficient dispute resolution processes, enabling parties to resolve matters without resorting to protracted litigation.
• DISPUTE RESOLUTION AND LITIGATION
Delivering robust representation in highstakes disputes where commercial and reputational interests are on the line.
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Sector Focus
SGA Law Africa’s cross-disciplinary expertise spans the following key sectors:
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Since inception, SGA Law Africa has consistently delivered responsive, strategic, and high-quality legal services. Its team of skilled professionals remains committed to working closely with clients to navigate regulatory environments, resolve disputes, and meet compliance and governance requirements.
With values aligned to those of its clients and an unwavering commitment to legal excellence, SGA Law Africa stands as a trusted legal partner ready to support business growth, ensure legal certainty, and foster long-term success.
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“That’s what makes us more than just a contractor; we’re a strategic partner,” Molefi adds.
PROJECTS AND PARTNERS
Modi Mining is proud to have been appointed two years ago by Exxaro, an SA-based diversified resources company, to execute a contract mining project in one of its opencast coal mines.
“We successfully delivered an average of 550,000 tonnes per month of combined topsoil, subsoil stripping, and hard stockpile mining,” Molefi outlines.
This output resulted in an impressive 130 percent yield in year one, followed by 179 percent in year two, exceeding what the company set out to achieve in the initial business plan.
“Our excellent performance in this instance was accomplished due to zero lost time injury cases, whilst
MODI MINING’S SERVICES – AT A GLANCE
Operating across a range of mining sectors whilst offering a comprehensive portfolio of civil services, Modi Mining’s services in each are wide ranging. These include:
UNDERGROUND (HARD ROCK) MINING SECTOR – Stoping, developing, underground construction and equipping, and trackless/mechanised mining services.
OPENCAST MINING SECTOR –Load and haul, rollover mining, rehabilitation.
CIVIL SERVICES – Material handling and stockyard management, bulk earthworks, and construction of tailings storage facilities (TSF).
“FOR US, SUPPLIER RELATIONSHIPS ARE NOT TRANSACTIONAL. WE BUILD LONGTERM PARTNERSHIPS BASED ON TRUST, SHARED VALUES, AND MUTUAL GROWTH”
– SAM MOLEFI, MANAGING DIRECTOR, MODI MINING
we only recorded a single medical treatment case (MTC) over the twoyear period,” he details.
The company’s supply chain, meanwhile, has been a critical part of Modi Mining’s value chain, having worked closely with some of its original equipment manufacturers (OEMs) and local suppliers for many years.
By maintaining a close relationship with its partners and suppliers, the company ensures equipment availability is consistently at an all-time high, further supporting local suppliers with preferential commercial terms to ensure they provide high-quality
services and products in return.
Equally important to Modi Mining is its commitment to local procurement, prioritising partnerships with blackowned and community-based enterprises.
“For us, supplier relationships are not transactional. We build long-term partnerships based on trust, shared values, and mutual growth,” Molefi confirms.
SHARING SUCCESSES
With people at the heart of Modi Mining’s success, it focuses heavily on skills development, mentorship, and internal promotion.
“We run performance recognition programmes and regularly celebrate team milestones,” Molefi explains.
The company also believes in empowering its site leadership teams to make decisions, driving accountability and building a high-performance culture across all levels of the business.
Elsewhere, Modi Mining prioritises corporate social responsibility (CSR), viewing itself as at one with the communities in which it operates.
“One of our core values, ‘winning with our people’, not only speaks to valuing all stakeholders but ensuring the communities we are part of share in our success,” he impassions.
The company recognises that whilst its mining operations are essential to the economy, it is equally crucial to ensure that the benefits of the mines’ successes are shared with those who need it most.
“CSR is not just a box-ticking exercise for us, it’s part of our DNA,” Molefi shares.
Indeed, Modi Mining also supports youth development, sponsors local school initiatives, and contributes to health outreach programmes in the areas where it operates.
“Our goal is always to create shared value and leave a positive footprint in the communities we touch,” he adds.
EXPANDING HORIZONS
Looking ahead, Modi Mining intends to deepen the culture of interdependence amongst its employees, bolstering resilience and operational excellence in all it undertakes.
The company also intends to expand its horizons by adding new names to its existing client base, girded by internal transformations, involvement in various industry platforms, and direct solution selling.
Modi Mining also intends to strengthen its internal operations.
“We will reinforce ourselves internally by streamlining systems,
strengthening leadership, and driving a culture of high performance,” Molefi muses.
Reflecting on his leadership style, Molefi notes how leading by example and empowering those around him has helped the company to achieve its continued success.
“I value operational discipline, but I also value taking care of people and building a culture of accountability and performance.
“At the end of the day, leadership is about building others up, creating opportunities, and driving purpose with clarity,” he passionately concludes.
ENABLING A BETTER FUTURE
An industry leader in mining tin, tungsten, and tantalum in Rwanda, Trinity Metals is on a mission to produce high-quality metals through responsible, eco-conscious operations and business practices. We speak to Peter Geleta, CEO, to learn more about the company’s conception and grand plans for the future
Writer: Lauren Kania
Project Manager: Thomas Arnold
With a vision to make a difference in the world by responsibly and reliably sourcing essential metals for technology, Trinity Metals (Trinity) is an unparalleled leader in mining.
Producing tin, tungsten, and tantalum, the company proudly employs eco-conscious and ethical practices in every area of its business operations, setting the bar high by operating according to international industry standards and with continuous improvement in mind.
Trinity was officially formed in May 2022 when the shareholders of Trinity Musha Mines Ltd., Trinity Nyakabingo Mine Ltd., and Rutongo Mines Ltd. joined forces.
This three-way alliance builds upon each company’s strengths and achieves operational synergies to ensure Trinity remains a leading mining organisation.
“Over the past three years, approximately USD$35 million has been invested in mechanising, modernising, and professionalising our operations, and we have seen very good results,” introduces Peter Geleta, CEO.
“Although we consider ourselves a company still in development, we already have three operating mines that generate positive cash flow, all of which have significant opportunities to scale up.”
Specifically, in June 2024, Trinity became the first operational mining company in Africa to receive US International Development Finance Corporation (DFC) Technical Assistance funding of USD$3.85 million, further showcasing the company’s incredible progress since its inception.
Trinity’s three mines include the Nyakabingo Mine, the Rutongo Mine, and the Musha Mine.
The Nyakabingo Mine is the largest tungsten producer in Africa and the fourth largest globally, producing 110 tonnes (t) of wolfram concentrate monthly, with plans to increase to 200t in the next three to five years.
Meanwhile, as the largest tin producer in Rwanda, Rutongo Mine produces 65 to70t of cassiterite concentrate monthly, whilst Musha Mine produces 30-40t of cassiterite monthly as the second largest tin producer in the country.
“There are plans to expand production on all three mines alongside studies already underway for the design and construction of mineral processing plants at each location,” details Geleta.
HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE CONTRIBUTIONS THEY MAKE?
Peter Geleta, CEO: “Trinity is one of the largest private employers in Rwanda, employing approximately 6,500 employees, of whom 99 percent are Rwandan and 98 percent come from local communities surrounding our mines. The general managers from our three mines are all Rwandan nationals.
“Two of Trinity’s core values are ‘we empower and impact’ and ‘we hold ourselves accountable’, and we live by these.
“Through strong engagement, ongoing training and development, and a performance management system, our employees understand their roles and are given constant and transparent feedback. At Trinity, our people are proud of working for a company setting the standard for mining in the country.”
Operating in a stable, safe, and investor-friendly country with strong visionary leadership, Trinity’s future growth opportunities are not to be overlooked as all these minerals are critical for future technology and energy demand.
CHANGING MINING’S REPUTATION
Currently, Geleta notes that the mining industry has never been more exciting, especially given the focus on critical minerals in Africa.
“China has long dominated the market when it comes to the supply of critical minerals, but there is now renewed focus from the US and Europe to secure a stable supply. As such, the African continent has a major opportunity to attract international investment for the exploration, expansion, and development of new mines,” expands Geleta.
On a mission to produce highquality metals
“ALTHOUGH WE CONSIDER OURSELVES A COMPANY STILL IN DEVELOPMENT, WE ALREADY HAVE THREE OPERATING MINES THAT GENERATE POSITIVE CASH FLOW, ALL OF WHICH HAVE SIGNIFICANT OPPORTUNITIES TO SCALE UP”
– PETER GELETA, CEO, TRINITY METALS
through responsible, eco-conscious operations and business practices, Trinity has been able to expand its services and offerings even further thanks to this evolving market, cementing its position as an industry leader for decades to come.
Additionally, although a private company, Trinity’s business practices align with listed company standards, alongside being in the process of implementing an ISO standard and (SHEC) management system.
“The company also has a very strong safety culture. Our lost time injury frequency rate is comparable with the top mining companies globally,” insights Geleta.
The service provider for traceability and due diligence compliance for Trinity’s three mines is RCS Global, whose Better Mining Programme for upstream traceability assurance has been approved by the Responsible Minerals Initiative (RMI).
Working to ensure the ongoing, proactive, and reactive process is carried out properly throughout the mineral value chain, Trinity respects human rights and does not contribute to conflict – something it has always valued highly.
“A 2021 independent mineral supply chain audit found that all three of our operations were awarded Green Status, which confirms that
no significant issues were observed, especially those related to human rights abuse, risks on the mine operation from non-state armed groups, and the transparency in the company’s operations and chain of custody systems,” prides Geleta.
GROWING THE INDUSTRY
Currently, Trinity is working towards building national capacity in Rwanda, as the country is still relatively young when it comes to industrial-level mining.
“Although mining has taken place since the 1930s, the country has had limited investment in exploration and building large-scale mining,” informs Geleta.
“We have focused on selling our vision and building our brand in Rwanda, and a huge part of this is facilitating our employees’ transition from artisanal style mining to mechanised modern mining practices.”
Over the past year, having acquired the services of an international mining
and leadership training company, over 15,000 individuals have undertaken safety, leadership, operator, and professional training programmes, which has proven transformational. In this way, Trinity is preparing its employees to meet the demands of an international standard modern mechanised company.
“TWO OF TRINITY’S CORE VALUES ARE ‘WE EMPOWER AND IMPACT’ AND ‘WE HOLD OURSELVES ACCOUNTABLE’ AND WE LIVE BY THESE”
– PETER GELETA, CEO, TRINITY METALS
In parallel, the company is working towards various industry initiatives, including the integration of informal artisan miners, owner mining, decline development, and formal training.
For the integration of informal artisan miners, it developed a holistic system-based unauthorised strategy in 2024.
MINERAL PROCESS ENGINEERING AND PLANT CONSTRUCTION
We’re proud to collaborate with Trinity Metals on the feasibility study for the Nyakabingo Tungsten project. This partnership reflects our shared commitment to innovation, quality, and delivering real value.
Consulting
We support change journeys using modernised methodologies, including culture and skills surveys, supervisory & leadership development, and Gallup CliftonStrengths to drive meaningful transformation at each
“One aspect of this strategy was to engage with the informal miners and relevant authorities and integrate a number of them into our workforce. To date, we have successfully integrated over 350 of these miners, and they are performing with distinction,” specifies Geleta.
To address decline development, in 2023, the company made the decision to develop declines on all three mines to expose previously untouched ground, expanding its production base.
6,500+ EMPLOYEES
THREE MINE SITES
Regarding owner mining, Trinity has successfully transitioned one of its mines from a sub-contractor to owner model after a significant change in management and a cultural shift, with the remaining two expected to shift in 2025.
This transition allows the company to avoid the drawbacks of subcontractor mining, such as short-term thinking, poor safety standards, inefficient mining standards, and ineffective labour practices.
“The declines are being developed to accommodate larger-scale mining and material movement, and in the future, mining will be fully mechanised with higher volume material movement using trucks,” expands Geleta.
In terms of formal training, Trinity recognised that as it introduced modern mining practices and mechanisation, it needed a higher skill base to ensure an effective transition.
Working with SML 4 Change, an international, experienced mining training company, Trinity has now set up formal training systems and is
seeing a huge improvement in its skill base and culture.
LONG-TERM PLANS FOR A BETTER FUTURE
As Trinity continues to look towards further expansion and growth, it is not glossing over the immense importance its local community and workforce have had on its success.
“98 percent of our workforce comes from the local communities surrounding our mines; the community and the mine cannot be separated,” emphasises Geleta.
“The employment of 6,500 people has a direct downstream impact on more than 70,000 lives. We have a strong focus on local content, and since our inception, we have spent over USD$45 million on it.”
At all three mines, Trinity has worked with local and district government to develop three-year community development plans aligned with the government priorities for the local area. The company’s main focus is on education, youth development, sustainable livelihood projects, and basic infrastructure.
Key projects include the construction of early childhood development centres in local communities and a bus terminal near the Nyakabingo Mine to accommodate heavy bus traffic, alongside supporting education for local children, the development of women’s associations, and various farming projects.
For Trinity, 2022 to 2024 was all about embedding the foundational
systems and processes, building a professional mining culture, developing long-term plans, securing its license to operate, and putting the right people in the right roles.
“We have made great progress, and now 2025 and 2026 are critical years for Trinity to take the next step in our journey,” Geleta confidently concludes.
Tel: +250 791 959 034
info.rw@trinity-metals.com
www.trinity-metals.com
INTEGRATED OPERATIONS THAT EMPOWER COHESIVENESS
Utilising two decades of specialised expertise to transform the mining industry, Ukwazi offers customised services that drive technical excellence and promote sustainable business practices. Spencer Eckstein, Director of Business Development, highlights the success of the company’s unique organisational design
Writer: Rachel Carr | Project Manager: Thomas Arnold
With 20 years of extensive industry experience, Ukwazi stands out as a comprehensive one-stop shop for mining services that prides itself on providing unparalleled and independent advisory services across a diverse range of markets and geographies, ensuring tailored solutions that meet the needs of its clients.
Based in the vibrant landscape of South Africa (SA), Ukwazi, which translates as ‘to know’ in Zulu, embodies its name through a
deep commitment to knowledge and excellence, consistently demonstrating deep insight in its field.
As a specialised entity in the mining sector, Ukwazi caters to both major and mid-tier surface and underground mining companies, offering an extensive array of services. Its expertise encompasses geology, advanced mining engineering, underground and surface infrastructure design, mine valuation and environmental, social, and governance (ESG) solutions, ensuring operations align with sustainable practices.
The company’s specialised teams and industry experts collaborate to integrate activities across the mining value chain.
“We select the appropriate teams for each project according to the mining method, commodity, and style of mineralisation involved. We match skill sets with project requirements, ensuring the right people are assigned the right tasks. Additionally, we emphasise project controls and management,” introduces Spencer Eckstein, Director of Business Development.
WHAT STRATEGIES DOES UKWAZI IMPLEMENT TO DRIVE INNOVATION AND IMPROVEMENT WITHIN THE MINING INDUSTRY?
Spencer Eckstein, Director of Business Development: “Recently, Ukwazi finalised an agreement with the Canadian company K-Tec. Through this partnership, Ukwazi is importing scrapers into SA for use in the sub-Saharan African market.
“These scrapers are designed explicitly for earth removal and offer several advantages. They are more than 30 percent lower cost to operate, have significant advantages in terms of safety, and have a reduced emissions profile compared to conventional mining equipment.
“We have recently completed a feasibility study for a client listed on the Canadian Stock Exchange. We take pride in this project due to our innovations, which have enhanced the design, reduced client costs, and improved overall feasibility of the project.
“Additionally, we have focused on enhancing underground mining techniques for various projects involving diamonds and gold. The mining methods and solutions we developed for our clients were significantly innovative, particularly in regards to ventilation, underground infrastructure configuration, and caving mining methods.”
Furthermore, the company offers detailed technical and economic assessments that enable compliant project valuations and public reports, providing clients with the insights necessary for informed decisionmaking. By building strong client partnerships, the organisation enhances efficiency, propels operational success, and advocates sustainable solutions, thereby fostering sector growth and creating employment opportunities.
CLIENT-CENTRIC SUPER SOLUTIONS
Ukwazi inspires strong client relationships through a commitment to seamless interactions, transforming the process into an effortless operation of collaboration and trust.
“The fundamental element that differentiates us is our organisational design. We have ‘superteams’ which, over the past 20 years, have focused on mining methods and commodity experience, acting as experts in their fields. We have specific, specialised teams for strip mining, underground coal mining, narrow tabular conventional, mechanised, and semimechanised mining, caving, massive mining, and open pit mining,” Eckstein outlines.
“We are software agnostic, meaning we will use whatever the client prefers. Our mining engineers are familiar with all industry software packages and are superusers.”
As timing and cost are critical for clients, Ukwazi does its utmost to prioritise critical requirements whilst remaining uncompromising on quality. Technical excellence and client relationships are essential to how it operates.
“We listen, but we also maintain our independence to be a strategic advisor to our clients. Ultimately, the key is to not only design the mine right, but also design the right mine. We must focus on integrated mining solutions that deliver the appropriate
mine for our clients, aligning with their objectives regarding cost, safety, and ESG considerations.”
Ukwazi’s goal is to avoid strictly adhering to rigid project management styles and delivery methods. Instead, it aims to incorporate client feedback into its fit-for-purpose designs as much as possible within each discipline.
“We have maintained long-term relationships with many of our clients and intend to foster partnerships throughout the project delivery process.
“The importance we place on integration means we view projects from a multidisciplinary perspective and ensure that every project team observes a ‘golden thread’ from beginning to end, which means we are continuously focusing on designing the right mine,” elaborates Eckstein.
TRENDS IN TECHNOLOGICAL INTEGRATION
The mining industry is experiencing several shifts which are shaping its future. For example, renewable energy and electric vehicles (EVs) are increasing the demand for battery metals such as lithium, cobalt, and nickel.
This emphasises the need for sustainable mining practices and exploring new deposits to meet rising demands. As easily accessible deposits become scarce, companies are exploring more remote and challenging settings.
“Looking ahead, a significant trend that will affect the industry is the energy transition associated with battery metals. However, one challenge is the level of funding available for the exploration of new mining opportunities. Companies may need to seek out more isolated locations to discover new deposits,” observes Eckstein.
Concurrently, countries are increasingly prioritising their mineral resources, leading to policies
favouring local ownership and control of mining operations, which can affect international investments and operations as nations strive to enhance their economic benefits from natural resources.
“There is an increasing need to optimise mining strategies to maximise value. However, challenges will always arise concerning recycling stocks and materials, especially in sectors like iron ore, steel, and platinum.”
Another trend that can impact the industry is the implementation of critical mineral policies by various countries.
“As a result, we may witness a phenomenon known as resource nationalism to some degree,” he warns.
Aware of industry shifts and market trends, Ukwazi closely follows its clients as part of its strategy to
“THE IMPORTANCE WE PLACE ON INTEGRATION MEANS WE VIEW PROJECTS FROM A MULTIDISCIPLINARY PERSPECTIVE AND ENSURE THAT EVERY PROJECT OBSERVES A ‘GOLDEN THREAD’ FROM BEGINNING TO END, WHICH MEANS WE ARE CONTINUOUSLY FOCUSING ON DESIGNING THE MINE RIGHT”
– SPENCER ECKSTEIN, DIRECTOR OF BUSINESS DEVELOPMENT, UKWAZI
strengthen relationships and achieve diverse objectives, enabling it to deliver services wherever needed.
Indeed, the mining industry is undergoing a transformative shift with the integration of artificial intelligence (AI). With the need for increased efficiency, safety, and sustainability, AI technologies are proving invaluable in
various aspects of mining operations. This advancement goes beyond a trend; it is crucial for the industry’s continued progress.
“AI is becoming increasingly prevalent, but the mining industry hasn’t fully adopted it yet. It remains uncertain how this technology will be utilised and implemented. Some
companies have begun to use it in exploration projects to varying degrees of success. However, how we use it needs to be understood and suitable applications identified within the industry,” Eckstein opines.
“At a technical level, particularly in the reprocessing of tailings and residue facilities. Another but different trend is expected to continue, as certain mining operations reach the end of their productive life, there will likely be a shift from open pit mining to underground methods.”
A DYNAMIC LANDSCAPE OF OPPORTUNITIES
Ukwazi has expanded its global presence by opening an office in Dubai. This new office will focus on the international market, particularly in the Middle East, which is expected to be a key area for future mining activities.
“We are focusing on major projects in the United Arab Emirates (UAE)
TRAILBLAZING TSEBOKGADI
TseboKgadi is a Black female-led mining services company specialising in contract mining activities. By partnering with Ukwazi, the company can access specialised skills and capabilities in mining, engineering, and environmental services. This initiative, supported by Ukwazi, aims to improve the representation of women in the mining industry.
“Through our contribution, we have identified several Black female engineers within our organisation who are now part of TseboKgadi, with the intention of transforming it into a sustainable and independent company in the future,” Eckstein enthuses.
“We are currently nurturing the company’s development within Ukwazi, and the plan is that once it achieves sufficient critical mass, TseboKgadi will operate as a fully-fledged and standalone company.”
and Saudi Arabia, initiated by the governments of both countries to decrease reliance on oil and gas. The target is to boost mining revenue to approximately five percent of GDP in these areas,” explains Eckstein. Moreover, with Ukwazi’s recent
expansion in Dubai and its overall growth strategy, the company aims to maintain regional diversification by employing specific techniques.
“Due to political uncertainty, fluctuations in commodity prices, the evolving landscape following
“THE FUNDAMENTAL ELEMENT THAT DIFFERENTIATES US IS OUR ORGANISATIONAL DESIGN. WE HAVE ‘SUPERTEAMS’ WHICH, OVER THE PAST 20 YEARS, HAVE FOCUSED ON MINING METHODS AND COMMODITY EXPERIENCE, ACTING AS EXPERTS IN THEIR FIELDS”
– SPENCER ECKSTEIN, DIRECTOR OF BUSINESS DEVELOPMENT, UKWAZI
the COVID-19 pandemic, and various other factors, we have made a strategic decision to concentrate on growth opportunities in Southern, Central, East, and West Africa, in addition to the Middle East.
“We are also exploring potential opportunities in South America in response to the growing interest in copper, nickel, and gold,” he reports.
Furthermore, ESG is a critical component of every project; therefore, Ukwazi ensures
from inception that all relevant environmental considerations are addressed, from planning execution and ultimately completion.
“Our dedicated ESG team is led by experienced practitioners, with a particular emphasis on water management and integrating closure strategies.”
Ukwazi has established a set of key priorities for the coming year, focusing on strategic growth and innovation.
“Firstly, we aim to remain
consistently relevant to the industry and its requirements around delivering independent mining advisory services whilst meeting clients’ expectations regarding cost and sustainability.
“Beyond that, we will continue to strive to cultivate a diverse portfolio of clients that spans various geographic regions. Our ultimate objective is to provide exceptional value to our clients whilst ensuring we successfully complete each project with the highest standards of excellence,” Eckstein concludes earnestly.
A DESIGN VISION –FROM CONCEPT TO CREATION
As Ghana’s real estate market flourishes, Denya Developers has emerged as a leader in vertically integrated residential development, emphasising quality and innovation. Managing Director, Scot Murray, discusses designing and building homes that exceed expectations
Writer: Rachel Carr | Project Manager: Andrew Marjoram
Nestled in West Africa (WA) along the beautiful Gulf of Guinea coastline, Ghana is a vibrant country with approximately 35 million inhabitants, making it one of the more populous nations on the continent, driving demand for modern living spaces.
The Ghanaian real estate market is experiencing considerable growth, driven by factors such as population increases, urbanisation, and foreign investment. As a result, the conditions for dynamic opportunities are abundant, with buyers increasingly prioritising quality construction.
“Market dynamics vary across WA and Ghana significantly benefits from its affluent diaspora, driving
a substantial share of in-city sales and rental properties, whilst markets like Ivory Coast and Nigeria are more locally driven,” opens Scot Murray, Managing Director of Denya Developers (Denya), Ghana’s premier real estate company.
“Considering that commercial office and retail developments face higher risks due to their capitalintensive nature and sensitivity to economic conditions, we decided to focus primarily on residential properties. We then integrate commercial spaces as an amenity and hold these assets long-term,” he adds.
Denya, founded in 2013 as a subsidiary of the Mauritius-based Pragnya Group (Pragnya), was established to capitalise on the anticipated growth of African real estate markets, drawing parallels with India’s evolution in the early 2000s. The goal was to develop deep regional expertise ahead of market maturity.
“Given my family’s long-standing relationship with Pragnya and my experience in management consultancy specialising in frontier markets, I was trusted to found and lead Denya’s operations. From the outset, we focused on affordable luxury residential developments, but we have increasingly gone upscale with each new development,” Murray mentions.
BUILDING TRUST THROUGH QUALITY
Since breaking ground on its first project in 2016, Denya has completed five residential developments in Accra, scaling up to create some of the Ghanaian capital’s largest and most prestigious properties.
CAN YOU PROVIDE DETAILS ON DENYA’S COMMITMENT TO SUSTAINABILITY AND ANY INITIATIVES YOU HAVE IN PLACE TO ENHANCE ENERGY EFFICIENCY?
Scot Murray, Managing Director:
“Sustainability is integral to our approach, encompassing thoughtful designs to minimise waste, material choices to reduce environmental impact, and energy-efficient solutions. We avoid substances like gypsum and plaster of Paris, which generate air pollution during processing, by prioritising safer alternatives.
“Our energy-saving measures include solar panels, water heaters, and strategic glazing orientations to reduce thermal loading. These initiatives benefit the environment and lower homeowners’ costs, delivering a dual bottom line of sustainability and affordability.”
These include The Pavilion and Tribute House, with 144 residences and 52 residences, respectively. International projects under the Pragnya brand, meanwhile, include HSBC offices in India and Sri Lanka as well as commercial and large-scale residential developments in India.
“Our offerings in Ghana have evolved to include premium, large-scale residential projects, and our team has grown to over 90 professionals, reflecting our commitment to excellence and innovation in Ghana’s real estate sector,” informs Murray.
Denya distinguishes itself through a commitment to quality and customer assurance as the only developer in Ghana to offer a 10-year structural warranty and a five-year warranty on waterproofing and leakages, significantly surpassing the national standard of a one-year defect liability period.
“We have invested heavily in robust construction, using customised formwork for both exterior and interior walls, and eliminating lowgrade blockwork. As a result, our walls are laser-straight and four times harder than the competition – a decision informed by market surveys revealing underinvestment in structural quality,” Murray reports.
This approach leads to more durable buildings which, in turn, cultivates a stronger sense of trust amongst consumers.
“The most unexpected aspect of our growth story was how little we relied on marketing. In a landscape filled with questionable promises, we
chose to build solid homes and strong relationships, which then scaled via word-of-mouth. That approach has led to over 80 percent of our buyers either being repeat purchasers or their friends and family.
“We’ve also recently established an in-house architecture and design team as well as our own construction finishes team. That enables us to provide a wide range of customisation options and premium material choices so that our clients can personalise the appearance and ambience of their homes. The story is advancing from our structures to every ingredient we use,” he provides.
INNOVATION AND COLLABORATION
Innovation is essential for successfully elevating the living experience. As such, research into smart technology revealed strong demand for features like smart door locks, curtains, and customisable mood lighting, which Denya has thoughtfully integrated.
“Beyond smart technology in our interiors, we focus on lavish communal amenities, such as Ghana’s largest elevated swimming pool at 450 square metres (sqm) and an in-house hospitality team to deliver premium services. These enhancements create a resort-like lifestyle at home, setting our high-rise developments apart,” Murray prides.
In addition, Denya’s beautiful homes serve as excellent investment opportunities, including buy-tolet options, providing end-to-end support with furnishing and on-site rental management. Invest-to-own,
“CREATIVITY AND INNOVATION THRIVE WHEN WE ALLOW AMPLE TIME FOR IDEATION, ITERATION, AND REFINEMENT DURING THE DESIGN PHASE”
meanwhile, is a unique payment plan Denya recently unveiled that allows buyers to pay much less over the construction period and avoid traditional mortgages thanks to exclusive arrangements with the finance sector.
Although recent years have presented macroeconomic
challenges, particularly the global disruptions caused by the COVID19 pandemic that have impacted construction and real estate worldwide, Denya’s conservative approach of eschewing debt has been a cornerstone of its resilience, allowing the company to navigate fluctuations without existential risk.
“Many clients worry about construction risk. By prioritising open communication and even educating our clients on how we approach risk internally, we build strong trust. “Consequently, Denya has one of the highest sales conversion rates from qualified leads in the industry,” assures Murray.
A VISION FOR LUXURY LIVING
Denya recently completed the first phase of The Pavilion in the Cantonments neighbourhood in Accra, a 144-unit residential development with an average apartment size of 104 sqm, where the second phase is set for completion by the end of 2025.
This project redefines urban living with over 2,000 sqm of amenities, including a resort-style pool with a swim-up bar, green spaces, two gyms, a billiards room, library, and games rooms, as well as a co-working space, café, and grocery store. Its scale and lifestyle focus make it one of Accra’s most desirable prime addresses.
Additionally, Denya is preparing to launch MyGoi Beach Resort (MyGoi), a beachfront residential and holiday home development near Goi in the Greater Accra region.
“This flagship development, over 20 acres, will be in high demand. It will feature luxury beachfront villas with infinity pools, two-storey bungalows with ocean views, and high-end apartment suites, all complemented by a beachside clubhouse, sports and business centres, and multiple fine dining options.
“MyGoi tackles the scarcity of highquality vacation homes outside Accra, a challenge no developer of our size and repute has previously undertaken. Our vision is a professionally managed luxury beachfront residential estate, an offering which we feel will be a landmark development for 2025 and beyond. We expect this development to be sought after by clients not only in Ghana, but across WA,” Murray prides.
The company is also investing heavily in advanced construction technologies, particularly robotic tools for tasks like sanding, skimming, and painting, to enhance quality and efficiency. These investments are expected to ramp up over the next three years.
“Equally critical is our focus on
DENYA’S SPECIAL FEATURES
A UNIQUE CONSTRUCTION METHOD – Developments are recognisable by their perfect corners, laser-straight edges, and 100 percent solid walls. The company uses a higher grade of concrete and more steel per sqm than any of its competitors, and all buildings are designed to withstand Seismic Zone 4 regions.
DRINKABLE WATER IN EVERY KITCHEN – Residences with more than 40 apartments receive water from reverse osmosis treatment plants, ensuring the water is safe to drink, reducing plastic waste, and saving a family of four over USD$1,000 annually.
GERMAN KITCHENS AND APPLIANCES – Both aesthetically pleasing and highly functional, manufacturers from the North Rhine-Westphalia region of Germany are renowned for their high-end kitchens. Custom-designed to suit appliances, soft-closing, and laminated to the highest standard are just some of their features.
HIGH CEILINGS AND LARGE WINDOWS – Ceilings range from 2.8 to three metres (m), which is above standard height, creating an airy feeling. With huge windows in every bedroom and 3.6 to 4.2m sliding glass doors in the living rooms, the apartments offer panoptic views, allowing all-encompassing light to flood in.
BATHROOMS BY KOHLER – A family-owned company from the US, known for its phenomenal taps and bathrooms.
INTERNATIONAL AND USB SOCKETS – Universal sockets plus provisions for two USB plugs by every bedside.
LONGEST WARRANTIES IN GHANA – Offers 10-year warranties on constructions and five-year warranties for all waterproofing and leakage damage.
what floor?
Mitsulift Ghana Ltd.
Nigeria Ltd.
OUR CUSTOMERS ARE OUR HIGHEST PRIORITY
Power Engineering Services Co. Ltd., is a full service professional electrical engineering firm located in Accra, Ghana.
Born in 2004 and based upon our team members’ decades of experience, PES Co. Ltd foresaw the market need for an electrical engineering firm that could put the customer first and solve their unique needs through innovative design. Most of our team has worked as electricians in the field prior to studying in the field of engineering.
Phone: +233244687054
The Post Square - Block A, 4th Floor, No 1/3 Ologun Agbaje Str., Victoria Island, Lagos
Coupled with our decades of experience, PES Co. Ltd offers our customers a full view of the designs and actions required to lower cost, to de-risk, and provide true, long-term value. The majority of our customers are repeat customers that have been working with PES Co. Ltd for year, because our customers are our highest priority.
“BEYOND SMART TECHNOLOGY IN OUR INTERIORS, WE FOCUS ON LAVISH COMMUNAL AMENITIES, SUCH AS GHANA’S LARGEST ELEVATED SWIMMING POOL AT 450 SQM AND AN IN-HOUSE HOSPITALITY TEAM TO DELIVER PREMIUM SERVICES. THESE ENHANCEMENTS CREATE A RESORT-LIKE LIFESTYLE AT HOME, SETTING OUR HIGH-RISE DEVELOPMENTS APART”
upskilling our team on-site and in administrative roles to instil a culture of high-quality service. A unified vision and shared values are the bedrock of success, and we prioritise fostering this across our organisation.” Denya’s priorities for the coming year include completing and handing over the second phase of The Pavilion, launching and breaking ground on the MyGoi beachfront development, and unveiling a new inner-city residential
project – its tallest and largest to date.
“These initiatives reflect our ambition to redefine luxury living in Ghana whilst expanding our footprint in both urban and coastal markets. We intend to ensure that more people are aware of who we are and the excellent work that our team is doing,” Murray enthusiastically concludes.
As Denya forges a path with its design-first mindset and focus on customer relationships, it remains
dedicated to setting new standards in the Ghanaian real estate market, heralding exciting times ahead.
Since 1993, Rawson Developers (Rawson) has successfully built more than 3,500 homes across over 50 different residential developments in Cape Town – the legislative capital of South Africa (SA).
The company was initially founded by Bill Rawson and Paul Henry, with Carl Nortje later joining the team and now heavily involved on a daily basis as Managing Director.
With over 30 years of experience, Rawson’s extensive expertise covers all aspects of property development, from the conceptualisation phase through to the launch of each new build.
“One of our key strengths is offering a comprehensive, end-to-end service, so everything is like a one-stop shop,” opens Director, Morne Moller.
Whilst each project has its own unique personality and appeal, one
TO HELP COMPLETE YOUR DEVELOPMENTS, HOW DOES RAWSON WORK WITH SUBCONTRACTORS AND THE SUPPLY CHAIN?
Morne Moller, Director: “At Maritime Place, we’re using an external contractor. We’re outsourcing project managers, quantity surveyors, and a full professional team that’s managing it for us, but we obviously get involved from a client point of view.
“At Magnolia, we’re doing the whole build ourselves. We’ve got four senior project managers in the office doing all the procurement and planning, with a professional team putting it all together – that’s our standard model.
“From that point, our engineers go out for tender and appoint subcontractors, but we manage them all in-house. That’s similar to what we did for The Trade, which was managed entirely in-house by our internal project management team.”
COULD YOU OUTLINE YOUR CAREER IN PROPERTY DEVELOPMENT TO DATE?
“My dad is a property developer; I grew up learning all the tricks of the trade from him. The idea was to study quantity surveying and then eventually move over to work with him.
“When I finished my studies, I realised that mixing business with family wasn’t really for me, so I started at a company called Davis Langdon, which is an international consulting firm.
“I met one of the Rawson directors at my sister’s wedding, and I’ve now been here for 14 years.”
thing that never changes is Rawson’s commitment to creating interior and exterior spaces that complement people’s lifestyles.
As such, the company spends considerable time ensuring each apartment is not only beautiful but also features smart design, first-class finishes, and effortless flow.
“We’ve got a proven track record over the last three decades. With us building the majority of our apartments ourselves, we take personal care,” Moller assures.
“Another point is that we will always be slightly better priced than most developers. If someone builds a block right next to us, we will probably be five to 10 percent cheaper than them, for no reason other than trying to give people value for money and a good investment.”
Through its meticulous planning and in-depth local property knowledge, Rawson gives investors access to some of the best real estate opportunities in Cape Town and even markets and manages properties for
IN THE HEART OF CAPE TOWN
Having originally started out in Parklands before moving to the Southern Suburbs, including Newlands and Kenilworth, Rawson ventured into the Cape Town central business district (CBD) around 2021.
“We’ve got quite a strong footprint of developments, hotels, and residential blocks in the Cape Town CBD and sitting in Sea Point,” notes Moller.
Rawson’s biggest development in Sea Point – an affluent and densely populated suburb just a few kilometres west of the bustling Cape Town CBD – is Magnolia.
A peaceful oasis of culture, community, and connection, this seaside sanctuary right in the vibrant
“WE’VE GOT QUITE A STRONG FOOTPRINT OF DEVELOPMENTS, HOTELS, AND RESIDENTIAL BLOCKS IN THE CAPE TOWN CBD AND SITTING IN SEA POINT”
– MORNE MOLLER, DIRECTOR, RAWSON DEVELOPERS
heart of Sea Point will offer a rare blend of nature’s calm and the city’s convenience.
With the clean scent of the ocean breeze, rhythmic meditation of the lapping waves, and aureate warmth of the Atlantic Seaboard’s world-famous sunsets, Magnolia reflects the refined taste and sophistication of coastal living.
This luxury residence and vibrant social hub has been thoughtfully designed to balance the lush life with a sense of community. Indeed, a sparkling rooftop pool and ample, spacious communal areas will allow
for rest and relaxation, whilst the large open atrium and public ground-floor retail spaces, restaurants, and cafés will enable neighbours to network, connect, and meet up.
Rawson is currently on site at Magnolia, which is expected to be completed in April 2027.
“Magnolia will have 174 apartments and about 1,600 square metres (sqm) of commercial and retail space. We’ll put some coffee shops, restaurants, and small boutiques in there,” notes Moller.
Standing as a future icon of the world-renowned Sea Point cityscape,
the building’s eye-catching exterior features clean lines and sophisticated curves; the interiors exude subtle elegance and chic, minimalist comfort at every step.
Each expertly appointed detail reflects timeless sophistication, from premium luxury finishes to the seamless flow of open spaces, creating a home that radiates warmth and exclusivity.
PAARDEN EILAND PIONEERS
In Paarden Eiland, a light industrial area of Cape Town, Rawson is also working on Maritime Place, an ambitious development that promises to establish a thriving community and signals the beginning of an exciting new era for the district.
Set for completion by May 2026, the building will be made up of 334 units and offer a variety of accommodation options, including studio, one-, two-, and three-bedroom apartments. From compact city living to spacious familyforward comfort, Maritime Place has something for everyone.
Refined, minimalist finishes give each unit a calm, effortless elegance, whilst balconies create a refreshing indoor-outdoor space with a range of breathtaking mountain and ocean views on offer.
“We’re the first to actually go in and build a residential block in Paarden Eiland. It has about 3,000 sqm of commercial space split
between retail, light industrial, and commercial,” details Moller.
“The concept of Maritime Place actually came from Canary Wharf – once an industrial area that started upgrading to residential and commercial. Further down the road, there will be one or two other big developments, so we are pioneering the changing face of Paarden Eiland.”
Steeped in a unique urban, historical atmosphere and complemented by spectacular ocean and mountain views, Maritime Place will be the perfect place for anyone looking to escape the hustle and bustle of the city whilst only being a few minutes away from the centre of Cape Town.
“THE TRADE IS THE FIRST EVER HOTEL WE’VE DONE OURSELVES. IT’S VERY QUIRKY AND FUNKYIMAGINE A EUROPEAN HOTEL IN THE CENTRE OF CAPE TOWN CBD”
– MORNE MOLLER, DIRECTOR, RAWSON DEVELOPERS
LUXURY AND QUIRKY
Elsewhere in the Cape Town CBD, The Trade Boutique Hotel (The Trade) offers 50 unique rooms, a restaurant, and a rooftop pool and bar to catch those Cape Town rays – all housed in an historic, post-modern building steeped in nostalgic attention to detail. Recently completed in 2024, The Trade offers a colourful, one-of-a-kind stay where thoughtfully designed interiors balance luxury with quirky touches in a nod to the building’s iconic architecture.
With three individually designed themes to choose from – Fred, Ginger, and Ruby – The Trade’s rooms and suites are inspired by art meets commerce and designed to make guests feel right at home, furnished with a living room and full kitchen as well as bathroom amenities.
“The Trade is the first ever hotel we’ve done ourselves. It’s very quirky and funky – imagine a European hotel in the centre of Cape Town CBD,” Moller tells us.
“We’ve been running it since November last year, and it’s going really well. The hotel is close to everything as it’s very central.”
Meanwhile, Rawson is currently busy developing Cape Town CBD, including finishing off the The York, which will be ready in September this year and add another 76 apartments to the area, as well as working on The Landing, which will contribute an additional 174 apartments.
With the completion of Magnolia and Maritime Place also on the horizon, Rawson continues to build homes and design lifestyles in the city.
Tel: +2121 271 0443
info@rawson-developers.co.za
www.rawson-developers.co.za
TRANSFORMING AFRICA TOGETHER
Working in close partnership with clients across Africa to deliver the continent’s most dynamic projects, Turner & Townsend transforms business programmes in the real estate, infrastructure, and energy and natural resources sectors.
We learn more from Turner & Townsend’s Africa sector leads
Writer: Lucy Pilgrim | Project Manager: Andrew
Marjoram
Founded in 1946 as a quantity surveying company in the UK, Turner & Townsend has grown to become a market leader in independent programme, project, and cost and commercial management over the last 75+ years.
Turner & Townsend took the first step in its global expansion by opening an office in Johannesburg, South Africa over 40 years ago. A significant milestone in the company’s journey, this investment provided the catalyst for its growth in Africa.
Its regional office footprint now stretches into the Southern African Development Community (SADC), East Africa, and West Africa, combining to create a robust
network of 13 offices across 11 countries in Africa. Coupled with an equally robust portfolio of over 2,000 projects across the continent, this resonates with its clients and showcases Turner & Townsend’s depth and diversity of expertise.
In 2021, Turner & Townsend entered into a strategic global partnership with CBRE, cementing the company’s position as a world leader in project and programme delivery. The global team has since grown to more than 20,000 people operating from 61 countries, making Turner & Townsend the international market leader in independent programme, project, and cost and commercial management.
This global reach supports an essential combination of local knowledge, industry expertise, and global best practices.
“We are able to bridge the gap that some other consultants might struggle with as we know how to operate to international standards whilst also understanding each region’s nuances,” opens Wendy Cerutti, Head of Real Estate in Africa.
“WE ARE ABLE TO BRIDGE THE GAP THAT SOME OTHER CONSULTANTS MIGHT STRUGGLE WITH AS WE KNOW HOW TO OPERATE TO INTERNATIONAL STANDARDS WHILST ALSO UNDERSTANDING EACH REGION’S NUANCES”
–
WENDY CERUTTI, HEAD OF REAL ESTATE IN AFRICA, TURNER & TOWNSEND
of core values: integrity, collaboration, excellence, and challenge.
At the heart of the company’s local mission is a pan-African mandate that is only achieved by effectively utilising a blend of international practices and local expertise, enabling Turner & Townsend to overcome challenges unique to the continent.
Turner & Townsend also prioritises regional knowledge bases and local strategies and skillsets, which has allowed the Energy and Natural Resources division in particular to be a catalyst for business establishments across Zambia, Uganda, Tanzania, Guinea, and many other African nations.
The Energy and Natural Resources division likewise possesses a blend of global and regional clients that underpin opportunities, allowing it to serve clients across the continent.
Turner & Townsend’s Infrastructure division, meanwhile, focuses on projects in the transport (aviation, roads, rail, ports), water, and utilities sectors, amongst others, managing over USD$2 trillion worth of infrastructure projects globally.
“Our scale provides confidence to developers and clients that we are able to service large programmes across the continent,” emphasises Vivien Naidoo, Head of Infrastructure in Africa.
COMBINING LOCAL KNOWLEDGE AND GLOBAL INSIGHT
Turner & Townsend’s work in Africa is guided by a global purpose to transform performance for a green, inclusive, and productive world. This is underpinned by a clear vision and a set
“We see Africa’s geographic, segment, and service diversity as a big part of our growth ambition. Although markets and economies in Africa vary, the more diversity we can develop, the greater the resilience and strength of our business,” reflects Dennis Nolan, Head of Energy and Natural Resources in Africa.
Another regional capability is Turner & Townsend’s ability to optimise global value and supply chains, granting it the expertise to deliver world-class standards for regional projects with local clients.
“Our global footprint allows us to provide an end-to-end service for our clients across the programme and project lifecycle, particularly as more clients are requiring support in the development stages of a project to take on the de-risk of their investments,” Naidoo explains.
As such, the Africa regional offices can uniquely blend their worldwide expertise with local knowledge to bring international entities together and drive a project forward in the African market.
“Having the ability to take a global solution and regionalise it to make it practical for a local application – taking into account specific circumstances, skills, and the supply chain – is critical to us,” Nolan affirms.
RESPONDING TO GEOGRAPHICAL CHALLENGES
The strength of Turner & Townsend’s pan-African footprint is demonstrated through supporting the Rack Centre development project – one of the largest data centre developments in West Africa and a key venture for the Real Estate division.
The project leveraged the best talent across multiple African nations and facilitated effective skills transfer to the company’s local offices, providing significant benefits for the client and enhancing project execution.
“Leveraging the reach of our African footprint was necessary because we needed to overcome various logistical and operational difficulties, such as land and ownership issues and challenges with the local currency,” Cerutti recalls.
TURNER & TOWNSEND’S RECENT PROJECTS – AT A GLANCE
EAST AFRICA
- Tetra Pak, Kenya: Involves the installation of solar photovoltaics (PVs) on the company’s 4,913-square-metre (sqm) facility rooftop, serving 22 percent of the factory’s electricity demand. Turner & Townsend worked with Tetra Pak’s local and international teams as well as Nairobi-based contractors to deliver the project in June 2024.
- Nexus Green Limited, Uganda: Comprises the installation of solar power for over 250 irrigation systems used by a network of both large and small commercial farms, helping support communities’ food security. In addition, Nexus Green Limited is utilising solar power to pump/supply water for 300 communities, thereby reducing the operational costs of the systems and subsequently the water tariffs, lowering walking distances to water points, and improving the health conditions of the beneficiary communities. Turner & Townsend worked as the Cost and Commercial Manager, fully integrated with the main contractor to implement the project.
- Lake Turkana Wind Power (LTWP), Kenya: As Africa’s largest windfarm comprising 365 wind turbines with a 17 percent contribution of reliable, low-cost energy to the Kenyan national grid, Turner & Townsend supported the development through project and cost management processes and procedures to improve project delivery.
- Pearl Marina Estates, Uganda: Part of Pearl Marina Development, the mixed-use development comprises residential, recreational, social, and retail facilities in Garuga, offering panoramic views of Lake Victoria. Turner & Townsend was commissioned to provide cost management services for the construction of state-of-the-art buildings and residences, ensuring the project was delivered on time, to a high standard, and within budget.
- Norrsken House Kigali, Rwanda: The third installation of Norrsken Foundation’s global network, the state-of-the-art ‘house’ is located at the centre of Rwanda’s capital. Turner & Townsend was commissioned to deliver project and cost management services for the installation of solar PVs, a clay-shaded façade, natural ventilation systems, and the incorporation of an innovative sustainable cooling system, which will reduce energy demands.
- Google, Kenya: Turner & Townsend’s local team supported Google with the fit out of its new office and product development centre in Nairobi, making it a celebration of Kenya’s culture with local and innovative interior design.
WEST AFRICA
- Rack Centre, Nigeria: Involving a range of stakeholders, Turner & Townsend leveraged its global footprint to transfer the necessary skills and talent to the project’s local offices. The integration of diverse perspectives and expertise meant that the business could maintain consistency in its delivery whilst optimising performance and outcomes. Turner & Townsend provided cost and commercial management and project management services.
- Snake Island Terminal, Nigeria: The container terminal is a world-class maritime infrastructure within the Snake Island Integrated Free Zone in Lagos. The project will be preceded by enabling works which will involve site mobilisation and
preparation, upgrades to the demarcation fence, site clearing, maritime works, building demolitions including underground services, powerline relocation, as well as addressing other obstacles on the ground. Turner & Townsend is delivering project and cost management services.
SOUTH AFRICA
- Hydrogen Society Roadmap: Turner & Townsend enhances how the South African government participates and engages with the hydrogen value chain, implementing low-emission hydrogen initiatives and enabling clear accountabilities across various programmes. The company is delivering programme strategy and set up services.
- V&A Waterfront, Cape Town: Turner & Townsend continues to play a pivotal role in the development of Granger Bay at V&A Waterfront – an iconic, world-class mixed-use development and symbol of heritage and diversity in South Africa’s capital city.
- Vantage JNB11 Data Centre, Johannesburg: Turner & Townsend’s team was recognised for bringing global standards and innovative practices to the project. The operation involved the integration of cutting-edge power solutions, including the extensive use of solar energy and other environmentally friendly techniques.
- City of Cape Town (CoCT) frameworks:
- 185C: In association with Pegasys Global Consulting, Turner & Townsend has been supporting the CoCT 185C framework that will enhance the city’s facilities and services. The company has been providing advisory, project, programme, portfolio, and contract management services on an as-needed basis.
- 42S: Turner & Townsend is proud to be the leading multidisciplinary team supporting the CoCT in the planning, project management, and implementation of informal economy projects over a three-year period. These initiatives aim to drive economic inclusion, sustainable infrastructure development, and integrated planning through multistakeholder engagement.
SOUTHERN AFRICAN DEVELOPMENT COMMUNITY
- Stanbic Bank Zimbabwe: Involves the construction of the bank’s new headquarters, which will cater for 400 staff members and place sustainability and employee well-being at the core of the company’s operations. The creation of the head office will enable Stanbic Bank Zimbabwe to also consolidate its administrative dedications and will be the first building in the country to combine Green Star and International WELL Building Institute (IWBI) certifications. Turner & Townsend is providing cost and commercial management and project management services.
- Okavango Diamond Company (ODC), Botswana: Offering project management and quantity surveying services, Turner & Townsend was involved in a 6,000 sqm main building development project that comprised the construction of the ground floor, first floor, and second floor, as well as two reception buildings and a guardhouse. Key to the project was the services design of both physical and electronic security installations.
Tetra Pak, Kenya Tetra Pak, Kenya Google, Kenya
Google, Kenya
Google, Kenya
Google, Kenya
Nexus Green Limited Plant, Uganda
Nexus Green Limited Plant, Uganda
LTWP, Kenya
V&A Waterfront, Cape Town
Pearl Marina Estates, Uganda
“WE USE OUR KNOWLEDGE OF PROJECT DELIVERY, OUT-TURN COSTS, AND PROGRAMME AND PROJECT RISKS TO ADVISE CLIENTS WITH REAL-WORLD AND PRAGMATIC GUIDANCE AROUND CAPITAL EXPENDITURE (CAPEX) AND OPERATIONAL SPENDING”
– VIVIEN NAIDOO, HEAD OF
INFRASTRUCTURE IN AFRICA, TURNER & TOWNSEND
“As such, a lot of our expertise in South Africa was required in West Africa in order to drive the project forward in its initial phases. By the time the local workforce delivered the project, we had a really strong team on site, and watching that skillset develop during that period was exciting.”
Leveraging talent from multiple locations enabled the Real Estate division to respond more effectively to the project’s challenges, whilst also improving stakeholder management and unlocking efficiencies through connections outside of the project area.
“In the last couple of years, we’ve seen what we can do when we use local teams alongside some of our best-in-class subject matter experts (SMEs) in other regions,” she affirms.
The Rack Centre development project also represents innovations in power generation, as its energy supply was supported by a gas turbine system. This solution-focused approach addresses the industrywide challenge regarding shortage of stable power sources.
ENERGISING THE ENERGY TRANSITION
Turner & Townsend, particularly the Energy and Natural Resources division, strives to address power generation challenges permeating across Africa through proactively
navigating the continent’s energy transition journey, and it is committed to efficiently delivering key projects that underpin this energy transition.
“Key elements for the energy transition, in addition to the transition from conventional to renewable energy sources, are energy security and supply and making them affordable and available for everybody,” Nolan insights.
This is achieved by building Africa’s green energy capacity and upgrading the transmission and distribution networks, which ultimately foster the right conditions to successfully transition from conventional fossil fuels to clean energy sources.
Examples of recent engagements illustrate how the Energy and Natural Resources division has been working towards this goal. This includes providing technical advisory services to CoCT for its Renewable Energy Independent Power Producer Procurement Programme (REIPPPP), programme advisory services to South Africa’s Department of Science
and Innovation on its ambitious Hydrogen Society Roadmap, and contract services to various confidential power stations.
“We are able to develop strategy, set up projects for success, and support project delivery to drive the desired outcomes for our clients –that’s at the heart of what we do,” Nolan asserts.
SUPPORTING CLIENTS WITH GREEN POWER AMBITIONS
In line with its core commitment to a low carbon economy transition across Africa, Turner & Townsend is proud of supporting many of its clients’ sustainability goals.
The projects the company is involved in often involve the integration of cutting-edge power solutions, including the extensive use of solar energy and other environmentally friendly techniques.
With the massive energy demands required to operate data centres, this is particularly relevant to Turner & Townsend’s data centre clients.
Nexus Green Limited Plant, Uganda
Nexus Green Limited Plant, Uganda
Elsewhere, Turner & Townsend is at the helm of the move towards hydrogen power.
In fact, it has enhanced how the South African government engages with stakeholders in the hydrogen value chain, holding a primary role in how low-emission hydrogen initiatives are implemented and participating in trade missions between South Africa and the UK, alongside many other government bodies.
Furthermore, Turner & Townsend has enabled clear accountability across various programmes thanks to effective and transparent governance and reporting. Its target operating model, in particular, addresses key management issues and develops comprehensive governance.
Turner & Townsend additionally assists its clients in adopting hydrogen power and analyses how best to integrate alternative fuels into their strategy, taking advantage of its global reach to best support its clients’ project completion.
“We’ve been asking what the future holds in this space and bringing these considerations to our clients’ projects from the initial concept design stages.
TURNER & TOWNSEND’S COMPREHENSIVE SERVICE OFFERING
COST AND COMMERCIAL MANAGEMENT – Drives commercial performance and strategic objectives throughout a project lifecycle.
CONTROLS AND PERFORMANCE – Delivers transparency, consistency, and proactive support from a project’s initial stages to completion.
PROJECT MANAGEMENT – Supports clients in controlling risk and delivering outputs consistently and effectively.
ASSET MANAGEMENT – Goes beyond mere asset construction by embedding each project’s operational requirements into the development of clients’ strategies.
PROGRAMME ADVISORY – Aids asset owners and developers in setting up their portfolios and businesses to create the right operating models, strategies, organisational capabilities etc. to drive performance.
INTEGRATED DELIVERY PARTNER – Brings a global network of partners together to build a single solution.
PROCUREMENT AND SUPPLY CHAIN – Offers supply chain solutions that deliver on project outcomes and implements tailored procurement strategies to influence the supply chain and boost the value of projects.
DIGITAL CAPABILITY – Helps transform operations by analysing data platforms, providing tailored strategies, and delivering key insights.
SUSTAINABILITY – Ensures clients’ projects align with strategic objectives, local requirements, and environmental agendas.
Vantage JNB11 Data Centre, Johannesburg
“OUR EXPERIENCE AROUND THE GLOBE GIVES US THE ABILITY TO DELIVER A PROGRAMME OF ANY SCALE, ANYWHERE IN THE WORLD, THANKS TO A COMBINATION OF OUR GLOBAL EXPERTISE, MOBILITY, AND LOCAL PRESENCE”
– DENNIS NOLAN, HEAD OF ENERGY AND NATURAL
RESOURCES IN
AFRICA, TURNER & TOWNSEND
“As we are integrated across our clients’ ecosystems, we can introduce leading technologies and challenge their thinking at the early stages, ensuring they can futureproof their business,” Naidoo states.
STRATEGY FOR THE FUTURE
Turner & Townsend’s strategy in Africa will cement its ability to transform client projects in the future.
Central to ambitions on the continent is the extension of its pan-African footprint and further geographical expansion. Indeed, Turner & Townsend strives to establish more opportunities across the continent, with North Africa and West Africa in particular being attractive markets.
Turner & Townsend firmly believes that people are at the heart of its success and will continue to make investments in local talent and leadership. Developing and retaining
talent, skills, and capability is key to enabling a truly pan-African footprint.
Another key focus area is the delivery of major projects and programmes across its Energy and Natural Resources, Real Estate, and Infrastructure divisions.
Turner & Townsend is able to leverage its experience, data-led insights, and digital innovation to shape the strategic set-up of operations from the outset, applying proven methodologies to execute projects with precision using its ‘Transforming Performance’ approach.
“We use our knowledge of project delivery, out-turn costs, and programme and project risks to advise clients with real-world and pragmatic guidance around capital expenditure (CapEx) and operational spending,” Naidoo informs.
Combined with global best practices, Turner & Townsend’s
‘Transforming Performance’ approach enables clients to deliver complex, sustainable, and high-performing projects in an ever-evolving market. Through its programme advisory offering, the company also ensures that clients’ projects are investible and set up for long-term success and resilience.
Finally, Turner & Townsend wishes to continue the upward trajectory of its project management consultancy (PMC) services. It’s a delivery model with a difference, whereby Turner & Townsend undertakes design assurance, construction management, procurement, and more with seamless integration and offers clients a worldclass alternative to traditional end-toend services.
“We’re reducing our clients’ risk by going into the project space and managing it on their behalf, moving beyond industry standard delivery models and finding a solution that works for them,” Cerutti concludes.
With this steadfast vision in place, Turner & Townsend continues to work with its clients to turn challenge into opportunity and complexity into success across Africa’s most impactful projects.
contactus@turntown.com www.turnerandtownsend.com
Rack Centre, Nigeria
Stanbic Bank Zimbabwe
WATER FOR
FOR ALL, FOREVER
NamWater’s transformation in recent years is a story of courage, innovation, and purpose. Abraham Nehemia, CEO since 2019, outlines how the corporation has evolved into a trusted, future-ready utility provider under his expert guidance, powering Namibia’s development through water security
Writer: Lily Sawyer
Project Manager: Reegan Glade
Having witnessed tremendous progress since the nation was granted independence in 1990, Namibia’s water supply sector has seen significant expansion in terms of coverage, which has ensured more of the population across both urban and rural areas have access to clean, reliable water.
Under the strategic leadership of CEO, Abraham Nehemia, stateowned water entity, NamWater, has contributed significantly.
“In recent years, we’ve become more resilient, forward-looking, and innovative, placing a strong emphasis on water security and infrastructure modernisation as key drivers for national development,” confirms Nehemia.
The company has undertaken numerous capital projects that form the backbone of Namibia’s water security, contributing not only to water provision across the country but also efforts that support
nation-building.
“These projects are not just technical feats – they are broader endeavours designed to sustain urbanisation, agricultural production, industrial growth, and rural development,” he adds.
Of course, the industry has not been without its challenges, faced with ageing bulk water infrastructure of late.
Meanwhile, the demand for water is rapidly increasing due to population growth, urbanisation, and rising living standards – all of which have put additional pressure on supply systems.
“Often, long-distance pipelines are required to serve Namibia’s widely dispersed populations, and addressing water losses from older infrastructure remains a priority,” Nehemia outlines.
Nevertheless, NamWater has proactively initiated several largescale projects to rehabilitate and upgrade existing infrastructure.
Plans are also in place to enhance rural water supply systems, ensuring that end consumers across the network continue to receive the services they require.
“Looking ahead, we remain optimistic and committed to maintaining momentum as Namibia’s water needs continue to grow,” he reflects.
Abraham Nehemia, CEO
FUTURE-FOCUSED RESILIENCE
As it embarks on an ambitious project to construct a new water pipeline between the Omusati and Oshana regions, NamWater has reaffirmed its commitment to providing reliable water infrastructure for local communities.
The Ogongo-Oshakati Pipeline Replacement and Ancillary Works (Ogongo-Oshakati) project groundbreaking took place on 5th December 2024 at the Ogongo Water Treatment Plant, marking the formal launch of this vital infrastructure upgrade which has progressed steadily ever since.
Undertaken by NamWater in partnership with the Government of Namibia, the project involves replacing an ageing 52.4-kilometre (km) pipeline originally built in the 1970s.
“Once completed, the pipeline will significantly improve the reliability of water supply to communities across
WSSP II – KEY FOCUS AREAS
To achieve its goal of strengthening Namibia’s bulk water infrastructure, the second phase of the Water Sector Support Programme (WSSP II) has identified several strategic areas of focus, comprising:
• Rehabilitating and expanding bulk water infrastructure.
• Reducing water losses and modernising pipelines and reservoir systems.
• Expanding access to safe water, especially in hard-hit rural communities.
• Piloting small-scale desalination technologies in remote areas.
• Enhancing the country’s climate resilience through improved water resource management.
the Oshana and Omusati regions, including Oshakati, Oshikuku, and Uukwangula,” Nehemia informs.
Beyond replacing old infrastructure, this initiative demonstrates NamWater’s commitment to sustainable, resilient, and future-focused water service delivery.
With enhanced capacity, safer materials, and an environmentally conscious design, the project will help address long-standing issues such as pipe breaks and low water pressure whilst supporting economic growth and public health.
The pipeline replacement is a key component of Namibia’s broader water sector investment strategy and is aligned with Vision 2030 – a long-term national development plan aimed at transforming the country into a prosperous, industrialised, and knowledge-based society.
It also contributes to the Harambee Prosperity Plan II (HPPII), initiated to ensure Namibia is poised to
respond to domestic socioeconomic challenges and global opportunities both during and after the COVID-19 pandemic.
“NamWater remains fully committed to executing the OgongoOshakati project efficiently and transparently, making sure it delivers lasting benefits to the communities we serve,” he prides.
ENSURING LONG-TERM WATER SECURITY
Actively involved in the development of several desalination initiatives, NamWater is responding to a growing demand for water in Namibia. Its most significant desalination project to date is the Central Coastal
Desalination Plant – a governmentapproved project designed to produce 20 million cubic metres (cbm) of desalinated water annually for the Erongo region.
This project has been undertaken in direct response to rapid population growth and intensified industrial activity in the area, particularly from uranium mining, which has put pressure on local water supplies and highlighted an urgent need to safeguard the region’s depleting aquifers.
“We are currently in the final stages of engaging on the most appropriate modality for implementing the project,” Nehemia updates us.
In 2023, NamWater proposed that
PIONEERING PROJECTS SHAPING THE NATION
As a burgeoning state-owned water entity, Namwater is currently undertaking many innovative projects to shore-up Namibia’s water supplies. These include:
• Rundu Water Treatment Plant extension – With a NAD$665 million investment as part of WSSP II, this project increases potable water supply coverage in the Kavango East and Kavango West regions.
• Ondangwa-Omutsegwonime pipeline replacement
– This multi-phase upgrade ensures water reliability in the Oshana and Oshikoto regions by replacing an ageing and overstretched pipeline with a larger-capacity system, eliminating frequent disruptions and supporting population growth.
• Ohangwena II Wellfield Water Supply Schemes (WSS) – Tapping into the Ohangwena II Aquifer, this NAD$250 million project includes a reverse osmosis plant, boreholes, and storage infrastructure, providing clean groundwater for the Eenhana communities.
• Ogongo-Oshakati project – With an investment of NAD$236 million, NamWater is replacing outdated infrastructure to meet current and future demand, critical for the fast-growing populations between the Oshana and Omusati regions.
the plant be developed through a joint venture with a strategic private sector partner and is now at an advanced stage of finalising these details.
“The desalination plant is part of our broader commitment to ensuring long-term water security for Namibia’s coastal regions by diversifying our water sources through sustainable and climateresilient infrastructure,” he outlines.
The company is committed to bolstering its contribution to the latter by integrating solar and renewable energy across its plants and processes.
“We’re finalising the NamWater Renewable Energy and Energy Efficiency Policy, which will guide
• Outapi Water Treatment Plant expansion – Valued at NAD$141.8 million, this upgrade addresses rising demand due to urbanisation in the Omusati region and eliminates suppressed water supply during peak periods.
• Kuiseb-Collector 2 pipeline and Henties Bay extension and upgrade – Upgrades worth over NAD$88 million will strengthen water supplies to coastal towns including Swakopmund and Henties Bay, supporting industries such as mining, tourism, and manufacturing.
• Central Coastal Desalination Plant – This major government-approved initiative will supply 20 million cbm of desalinated water annually to the Erongo region in response to depleting aquifers and surging demand.
• Okavango Link project – NamWater’s largest postindependence investment, this transformative project will link the Okavango River system to the Central Area of Namibia (CAN), ensuring long-term resilience for Windhoek and surrounding towns increasingly affected by drought.
• Rehabilitation of ageing infrastructure – The company is investing over NAD$2 billion to modernise pipelines, pumping stations, and reservoirs, prioritising system integrity, efficiency, and reducing losses.
• Water master plans – NamWater has undertaken strategic studies such as the Central North Area Water Master Plan to guide sustainable investment and ensure water is distributed equitably and efficiently across the country.
Telephone: (+264)
Land
A world leading supplier of Pumps, Valves, Service, and Related Systems
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KSB Namibia is a proud subsidiary of The KSB Group and has been represented in Namibia, since 1992, followed by a KSB Namibia branch in 2014, and in 2021 a fully equipped sales and service Centre KSB company based in Windhoek.
To increase KSB overall customer satisfaction KSB opened a Company in Namibia. KSB has and will further invest in extending the operations to Windhoek and Swakopmund, comprising of highly trained sales and service staff, investment in stock for the Namibian footprint and a KSB SupremeServ Centre that will service and maintain all pumps operating with all major and key customers within Namibia. Thus, contributing to employing local Namibians in the specialized field of pumps and valves. This makes KSB the first pump and valve OEM in Namibia.
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how we manage energy use across all facilities.”
With energy being one of the company’s top operational costs, improving efficiencies by embracing renewable power sources such as solar is critical.
“It’s not only about cutting costs – it’s about ensuring a reliable, affordable, and sustainable water supply for all Namibians, today and in the future,” Nehemia emphasises.
OPERATIONAL EXPANSION
With plans in place to expand its water supply network to the northern and southern coasts as part of its long-term infrastructure strategy, NamWater is providing critical support to Namibia’s emerging green hydrogen industry in the south and intensifying mining activities in the north.
“In the former, reliable water access is a key enabler for hydrogen
“THESE EXPANSIONS REFLECT NAMWATER’S COMMITMENT TO INDUSTRIAL DEVELOPMENT, THE ENERGY TRANSITION, AND NATIONAL ECONOMIC RESILIENCE”
–
ABRAHAM NEHEMIA, CEO, NAMWATER
production, which depends on large volumes of purified water,” Nehemia explains.
The company’s network expansion in the region will analyse local needs to ensure it has the necessary water infrastructure in place to power this transformative sector.
In coastal areas, meanwhile, growing mining operations require sustainable and scalable water supply solutions.
“By strengthening our network towards the coast, we aim to support economic growth whilst safeguarding local water security,” he comments.
Other interventions include easing supply pressure along the OshakatiOndangwa-Omuthiya corridor and installing compact desalination units in collaboration with the Ministry of Agriculture, Fisheries, Water, and Land Reform (MAFWLR).
“These expansions reflect NamWater’s commitment to industrial development, the energy transition, and national economic resilience,” Nehemia observes.
DELIVERING NAMIBIA’S FUTURE
Looking ahead, one of NamWater’s top priorities for the remainder of
2025 and beyond is the successful implementation of WSSP II, a transformative national initiative aimed at strengthening the country’s bulk water infrastructure. With funding secured through
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the Government of Namibia, WSSP II represents a critical investment in ensuring sustainable and resilient water supply systems, particularly in the central-north and north-east of the country.
A flagship project under WSSP II is the Omundaungilo-Omutsegwonime Bulk Pipeline Scheme, which will see the construction of 130km of new pipelines, development of boreholes and reservoirs, and provision of potable water to over 27,000 people in the Ohangwena and Oshikoto regions.
“This will have a direct impact on public health, economic activity, and quality of life,” Nehemia says.
WSSP II aligns with Namibia’s national development priorities and underscores NamWater’s commitment to equitable water access, sustainable infrastructure, and economic empowerment across all regions of the country.
As the nation builds towards Vision 2030 and beyond, the company remains committed to ensuring that every drop of water contributes to the growth, health, and prosperity of local communities.
“With bold infrastructure, a peoplefirst strategy, and a clear vision, NamWater is not just delivering water – it is delivering a future,” he passionately concludes.
Tel: +264 61 71 0000
Fax: +264 61 71 3000 www.namwater.com.na
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.
MAKING HEALTH A PRIORITY
As it seeks to reshape Namibia’s healthcare offering by investing in enhanced digital and educational infrastructure, Namibia Medical Care is on a mission to improve national access to health services. Jo-Anne Crossman, Principal Officer, tells us more
Writer: Lily Sawyer | Project Manager: Harry
Thurlow
As the healthcare industry in Namibia undergoes one of the most active and transformative phases in recent memory, medical aid funds in the country have begun to fundamentally reshape how they operate, report, and govern.
Driven by the introduction of risk-based supervision from the Namibia Financial Institutions Supervisory Authority (NAMFISA), implementation of International Financial Reporting Standards (IFRS) such as IFRS 17, and key components of the Financial Institutions and Markets Act, a strong push towards modernisation, compliance, and sustainability has emerged.
At the same time, industry collaboration is increasing as healthcare authorities come together to address complex, systemic issues.
“Personally, I find this landscape incredibly energising. It demands
not only sound governance and regulatory navigation, but also forward-thinking solutions to enhance member access, ensure financial sustainability, and protect the integrity of healthcare delivery,” opens Jo-Anne Crossman, Principal Officer at Namibia Medical Care (NMC).
As one of the largest and oldest open medical aid funds in Namibia, NMC provides comprehensive healthcare coverage across the country.
No longer simply maintaining the status quo, organisations such as NMC are shaping a more efficient, transparent, and ethical healthcare system.
“This sense of purpose, coupled with technical complexity and room for innovation, makes healthcare in Namibia an incredibly compelling space to contribute to,” Crossman adds.
AN EFFICIENT OPERATION
Established in 1995, NMC has grown to serve more than 35,000 main members and almost 40,000 dependants today.
As an open medical aid fund, it offers a range of medical aid plans designed to cater to a diverse range of healthcare needs.
The NMC management team
The organisation emphasises fast and efficient service, ensuring claims, submissions, and payments are processed promptly and accurately.
“Our services are accessible nationwide, reflecting our commitment to serving the entire Namibian population,” Crossman prides.
As Principal Officer, Crossman forms part of a management team that also consists of five trustees, a Fund Manager, Office Manager, and a Patient Care Manager.
This extensive team, alongside offices in every major town and city, leaves NMC well-placed for continued success.
Employees are vital to NMC’s success, whilst the expertise of private doctors, nurses, and various other medical professionals in Namibia form the backbone of the care provided.
“Their care and expertise ensure our members receive the best medical treatment possible,” she reflects.
The client service, claims processing, and managed healthcare teams of Methealth Namibia Administrators, meanwhile, play a crucial role in interacting with members by handling enquiries and ensuring a positive experience.
As NMC’s administrator, Methealth Namibia Administrators, works hard behind the scenes in finance, IT, and logistics to ensure a smooth operation, enabling Namibian healthcare provider teams to focus on providing fist-class care.
“Our employees help us to remain up to date with the latest technologies,
and their dedication contributes to our productivity, staff retention rates, and quality of care,” Crossman insights.
In addition, by implementing proper governance structures and regulatory compliance across the organisation, NMC has maintained its competitive advantage.
DIGITAL TRANSFORMATION
As Namibia’s healthcare sector undergoes a significant digital transformation, major industry players are working to enhance service delivery and accessibility.
As such, the Namibian government
has initiated the National eHealth Strategy 2021-2025, aligning with the World Health Organisation’s Global Strategy on Digital Health which seeks to adopt appropriate, accessible, and sustainable digital health solutions.
Up-and-comers in the health FinTech space such as PatientCare and Dr MacQ seek to revolutionise healthcare access in the country through innovative digital platforms. By seamlessly combining telemedicine, artificial intelligence
WHAT SPARKED YOUR PASSION FOR HEALTHCARE AND CAREER IN THE INDUSTRY?
Jo-Anne Crossman, Principal Officer: “My career spans over two decades, with a solid foundation in communications, marketing, and business development, predominantly in the healthcare and financial services sectors.
“I began in marketing and client service roles, which gave me a strong understanding of stakeholder engagement and operational coordination. However, it was my first appointment at Methealth Namibia Administrators in 2005 that sparked my passion for the healthcare industry.
“Being exposed to medical aid fund management, communication strategies, and regulatory compliance early on allowed me to see the direct impacts of effective healthcare administration on people’s lives.
“Over the years, I’ve advanced through several leadership roles, culminating in my current position at NMC in which I lead strategic and operational functions with a focus on governance, compliance, and stakeholder alignment.
“My Master of Business Administration and continued professional development have further empowered me to combine my business acumen with a deep understanding of the healthcare landscape.
“What keeps me invested in this field is its meaningful nature, helping shape sustainable, member-focused healthcare solutions whilst navigating a complex regulatory environment.
“It’s certainly a challenging space, but one that aligns with my strengths in leadership, strategy, and people-driven impact.”
“OUR SERVICES ARE ACCESSIBLE NATIONWIDE, REFLECTING OUR COMMITMENT TO SERVING THE ENTIRE NAMIBIAN POPULATION”
– JO-ANNE CROSSMAN, PRINCIPAL OFFICER, NAMIBIA MEDICAL CARE
pharmacy-to-doorstep delivery, these platforms address the needs of insured and uninsured members of the population by offering affordable and accessible health services.
“Telemedicine platforms not only transform patient experiences with accessible, dignified care but also empowers providers with intelligent AI tools, setting a scalable blueprint for the future of healthcare delivery in Africa,” Crossman assesses.
Despite these advancements in Namibia’s digitalisation journey, however, challenges persist. For example, the local expertise required to develop comprehensive health information systems is lacking, telemedicine regulations are currently non-existent, and there is limited budget allocation for developmental projects.
“These factors hinder the seamless integration of digital solutions across the healthcare system,” she surmises.
As Namibia continues to make strides towards digital inclusion, innovative initiatives such as digital IDs and community access points are providing solutions to overcome the barriers faced by underserved populations.
“Whilst challenges remain, ongoing efforts by both public and private sectors are paving the way for a more integrated and accessible digital health ecosystem,” Crossman observes.
STREAMLINING PROCESSES
In order to make the delivery of its healthcare services more efficient, NMC is actively investing in new processes.
Dedicated to enhancing care delivery through the integration of innovative technologies, the fund has made a notable advancement by introducing a mobile app designed to empower members with convenient access to services.
The app and web portals allow members to submit, view, and track healthcare claims in real time, locate providers, book appointments, and access medication programmes.
“These tools improve transparency, convenience, and turnaround times for both members and administrators,” Crossman shares.
Elsewhere, the roll-out of International Classification of Diseases (ICD)-10 coding, set for phased implementation in 2025, represents a critical shift for the
industry in its ability to standardise diagnosis codes across providers, administrators, and systems.
The aim of ICD-10 is to enable more accurate claims processing, improved disease tracking and utilisation analytics, and alignment with international medical billing standards.
“Medical aid funds are actively upgrading their systems, training staff and providers to prepare for compliance,” she insights.
NMC is also adopting real-time authorisation tools to allow providers to verify member eligibility, benefits, and limits at the point of service. This ensures faster decision-making, fewer claim rejections, and a reduced administrative burden.
An industry-wide push to integrate point-of-care pathology testing, telemedicine platforms, and provider practice systems is also underway to enable faster diagnosis and treatment, real-time clinical decision-making,
NMC’S BENEFIT OPTIONS
With a broad range of healthcare services designed to meet a diverse range of medical needs, NMC offers both traditional and new generation options.
TRADITIONAL – Six options – Sapphire, Ruby, Jade, Opal, Topaz, and Topaz Plus – cater to a full spectrum of needs, from basic to comprehensive coverage. Benefits typically encompass hospitalisation, major medical expenses, and day-to-day medical expenses.
NEW GENERATION – The fund’s Amber and Emerald plans offer extensive hospital benefits. For members seeking more comprehensive care, including day-to-day benefits, Amber Plus and Emerald Plus options are available.
Additional membership benefits include:
INTERNATIONAL MEDICAL TRAVEL INSURANCE – NMC provides its members with coverage for emergency medical expenses of up to NAD$10 million when travelling internationally.
ADDITIONAL HOSPITAL BENEFIT – This benefit pays a percentage of the excess of Namibian Association of Medical Aid Funds tariffs should a member be hospitalised to alleviate the financial burden.
i3 Actuaries and Consultants is a firm of actuaries and consultants, established to provide actuarial consulting solutions within the retirement, insurance and healthcare funding industries of Southern Africa.
The company was founded in November 2014 by Kobus Crous and Nico Smit, and was created on three main principles:
• Independence: No external influence or institutional shareholding
• Integrity: Always focus on the fund’s best interests
• Ingenuity: Well researched, informed and innovative consulting solutions.
Unit 7, The Village, 18 Liliencron Street, P.O. Box 80560 Olympia, Windhoek, Namibia
Directors: N Smit, K Crous SAND CITY INVESTMENTS FIFTY (PTY) LTD Registration Number: 2014/0017
and reduced pressure on hospital infrastructure.
As such, the landscape is evolving quickly as it moves from manual, paper-driven systems to a digitally enabled ecosystem that prioritises efficiency, compliance, and member empowerment.
“These innovations not only improve the financial sustainability of NMC but also enhance the overall quality of healthcare delivery in Namibia,” Crossman explains.
INVESTING IN TOMORROW
Elsewhere, the fund is also undertaking a number of new educational projects to enable
members to take further ownership of their healthcare journey.
Educational programmes are designed to promote mindfulness, encouragement, and a community that fosters health and wellness.
As it looks to the future, one of NMC’s primary goals is to continue to improve its members’ understanding of the medical aid funds and benefits afforded by being a member, ensuring higher satisfaction and loyalty.
“We will use technology such as mobile apps and online portals to engage members and allow for easier access to health benefits,” She outlines.
NMC will also continue to utilise
technology to enhance operational efficiency, improve member services, and manage claims and healthcare delivery.
To continue adapting to a rapidly evolving healthcare landscape, NMC has several other key priorities and goals in place for 2025 and beyond.
In the interests of financial sustainability and growth, the fund aims to ensure long-term financial health by increasing solvency ratios and balancing contributions with claims.
Moreover, it seeks to grow and retain its membership base by targeting younger and healthier individuals, alongside underserved
“We also plan to improve access to our healthcare services by enhancing efficiency and accessibility to meet members’ needs,” Crossman asserts.
By promoting preventative care and wellness, NMC hopes to reduce the costs associated with long-term healthcare and improve member health, as well as implementing preventative health programmes to target chronic conditions and lifestyle diseases.
“This will be supplemented as we strengthen relationships with health professionals to enhance care quality and collaboration,” she adds.
To stay ahead of regulatory
changes and ensure full compliance with national healthcare policies, meanwhile, NMC is developing strategies to navigate competitive risks, ensuring long-term operational success.
member education, and efficient service delivery, we are creating a more sustainable, member-centric healthcare environment,” Crossman passionately concludes. populations.
It will also develop a robust risk management framework to protect the fund against economic, regulatory, and healthcare service disruptions.
In short, NMC is focusing on improving financial sustainability, expanding membership, enhancing care quality, adopting innovative technologies, and maintaining strong relationships with stakeholders
Life Bay View Private Hospital combines decades of medical expertise, cutting-edge technology, and compassionate care to deliver exceptional healthcare services to the Mossel Bay community and beyond
Writer: Lily Sawyer | Project Manager: Harry Thurlow
Life Bay View Private Hospital (Life Bay View) stands as a pillar of trusted healthcare in the Western Cape, South Africa (SA), offering world-class medical services tailored to meet the evolving needs of its patients.
Since its inception, Life Bay View has dedicated itself to providing comprehensive care in a comfortable, patient-focused environment.
Situated in Mossel Bay, the hospital serves as a critical health resource for the Garden Route District Municipality (Garden Route), blending its community-centric ethos with a broad spectrum of specialised medical disciplines.
Part of one of SA’s foremost healthcare provider groups, Life Healthcare, Life Bay View is proud to be involved in a network recognised for clinical excellence and innovation.
The hospital has leveraged its strong foundations to build a reputation for delivering exceptional outcomes through experience, technology, and compassionate service.
Its strategic approach integrates modern medical practices with an unwavering commitment to personalised care, ensuring patients feel supported every step of their health journey.
This is bolstered by a multidisciplinary team of skilled specialists, nurses, and support staff committed to maintaining the highest standards of clinical
SECURITY AT THE CORE
Wisdom is registered with Private Security Industry Regulatory Authority (PSIRA). As a registered security services provider, Wisdom Group will always ensure there is minimal risk and loss prevention control. Security is at the core of our business endeavours. However our services are not solely limited to security. The company was formed in 2010 as a specialised security service provider within the healthcare sector and thus has progressed in offering a basket of different supplementary services. Wisdom has the largest market-share when it comes to specialised healthcare security services.
Our healthcare client portfolio is evidence of this representation.
In 2014 Wisdom Inhlakanipho Group (Pty) Ltd. was launched in order to provide a variety of facility management services. The move from Wisdom security to Wisdom Group has only allowed the organisation to grow from strength to strength. This has resulted in us creating additional employment in other labour concentrated industries. Our footmark is in all major metropolitans, across R.S.A including far reaching areas within, NorthWest Province, Northern Cape, Western Cape and Mpumalanga.
• Wisdom staff are trained to be frontline representatives and to be able to deal with the “human element” – thus being courteous towards its clients.
• Stringent selection measures used, e.g., running background checks on individuals to ascertain whether or not they were previously convicted of any criminal activities. Only suitable candidates are shortlisted.
• Potential candidates are vetted to ensure they meet specific requirements. This is done to ensure quality candidates are recruited and also to curb the security risk.
• Staff undergo several orientation, training and development programs to ensure they are always at their best.
Management
Wisdom Group management applies a hands-on approach with the daily running of operations. All our Directors are full time management personnel in the business and thus contribute amazingly to the daily activities of the organisation. Overall combined experience of the company directorate is cumulatively over 75 years. This in itself is a reflection on the fact that the company is driven by knowledgeable and experienced individuals.Their energy and time is continuously devoted into the sustainability and growth of the organisation.
Our Services:
• Healthcare Security
• Corporate Security
• Community & Residential Security
• Commercial Security
• Parking Management/Access Control Services
• Comprehensive Digital Surveillance
• Landscaping/Gardening
• Comprehensive Hospitality Services
• Provisional and Professional Staffing Requirements
• V.I.P and Body Guarding Protection
• SASSETA Accredited Training Facility
• Comprehensive Vetting Solutions for any Workforce
• General Waste Management
KEY SERVICES AND SPECIALITIES
Life Bay View offers a comprehensive portfolio of healthcare services designed to address a wide array of medical needs:
• SURGICAL SERVICES – The hospital provides specialised surgical interventions across multiple disciplines, including general surgery, orthopaedics, urology, and gynaecology.
• MEDICAL SPECIALITIES – Patients benefit from expert care in cardiology, pulmonology, endocrinology, and internal medicine, amongst others. These services are supported by cutting-edge diagnostics and monitoring.
• MATERNITY AND NEONATAL CARE – Life Bay View’s maternity unit delivers compassionate care for mothers and newborns, supported by experienced obstetricians, midwives, and neonatal specialists. The hospital offers advanced facilities for high-risk pregnancies and a neonatal intensive care unit (ICU).
• DIAGNOSTIC TECHNOLOGY – Provides magnetic resonance imaging (MRI), computed tomography (CT) scans, X-rays, ultrasound, and mammography services.
A TRADITION OF CARE AND EXPERTISE
Life Bay View’s impact over the years has been guided by a clear vision – to provide accessible, quality healthcare adapted to the specific needs of the local population.
The hospital’s multidisciplinary teams cover a broad range of specialities, including surgery, orthopaedics, internal medicine, gynaecology, paediatrics, and diagnostic services.
The facility is equipped to manage complex cases with the support of a fully integrated accident and emergency (A&E) unit, five state-ofthe-art theatres, and intensive care facilities.
Life Bay View’s infrastructure enables advanced procedures, allowing patients to receive worldclass treatment.
Since its inception, the hospital has become known for fostering a welcoming atmosphere that puts patients at ease whilst supporting recovery, combining a compassionate bedside manner and level of medical
proficiency that results in clinical excellence.
COMMITTED TO QUALITY AND SAFETY
In line with the values upheld by Life Healthcare, quality and safety underpin every facet of Life Bay View’s operations.
The hospital adheres strictly to the highest healthcare standards, complying with national regulatory bodies and international accreditation frameworks.
As such, the organisation employs a robust quality management system (QMS) throughout its operations, designed to minimise risk and optimise patient outcomes.
Rigorous infection control protocols, continuous clinical audits, and staff training programmes form part of this comprehensive approach. Patient safety is further enhanced by a culture of open communication and transparency. Staff are encouraged to report and address issues proactively, fostering an environment where continuous
improvement is embedded in daily practice.
Alongside clinical excellence, and again in line with Life Healthcare’s ethos, the hospital places strong emphasis on patient comfort and dignity, ensuring all patients are treated with respect and empathy.
A SOCIAL CONSCIENCE
Life Healthcare and Life Bay View recognise their responsibility not only to patients but also to the wider community and environment. Indeed, the broader organisation implements sustainable practices to reduce waste, conserve energy, and minimise its ecological footprint across all hospitals.
Efforts to promote environmental stewardship are integrated into every aspect of hospital operations, from waste management to resource conservation initiatives.
This commitment reflects Life Bay View’s broader ethos of caring for the health of the community in every sense.
Beyond its medical mandate, the
hospital actively engages with local organisations and participates in health outreach programmes.
These initiatives focus on raising awareness about preventive health, supporting vulnerable populations, and strengthening community health resilience.
LOOKING AHEAD
As Life Bay View continues to grow, its focus remains firmly on innovation, quality care, and community partnership.
The hospital is ideally positioned to meet future healthcare challenges through ongoing investment in technology, infrastructure, and workforce development.
With a patient-centric approach and a commitment to clinical excellence, Life Bay View is poised to remain a leading healthcare provider for the Garden Route.
In line with Life Healthcare’s vision to ‘make life better’, it will continue to deliver compassionate, cutting-edge medical care to the communities it serves.
ABOUT LIFE HEALTHCARE
Life Bay View’s parent company, Life Healthcare, is dedicated to its patients’ well-being and quality of life, promoting clinical excellence in world-class facilities. Driven by its purpose to improve life, it achieves this through a compassionate and patientcentric approach.
VISION
• Allows it to move in the right direction constantly.
• Seeks to be the preferred healthcare provider and the best place to work.
Life Healthcare realises this vision through four strategic pillars underpinned by people, data, technology, and analytics:
• GROWTH – Improved utilisation of assets and enhanced return on investment (ROI).
• EFFICIENCY – Results in the delivery of improved costeffectiveness.
• QUALITY – Delivering highquality care with a focus on continuous improvement in terms of patient experience and clinical outcomes.
• SUSTAINABILITY – Ensuring long-term outcomes through appropriate investment, minimising environmental impact, and positively impacting local communities.
COMMITTED TO COMBATTING CARDIAC CONDITIONS
Dr John Omagino, Executive Director
PThe Uganda Heart Institute leads the fight against cardiovascular diseases through innovative research, comprehensive patient care, and a commitment to training the next generation of healthcare professionals. Executive Director, Dr John Omagino, emphasises the remarkable work being accomplished
Writer: Rachel Carr | Project Manager: Harry Thurlow
laying a vital role in the nation’s health, the Uganda Heart Institute (UHI) was established in 1988 and is currently a superspecialised leading provider of cardiovascular services and the only national referral facility for heart diseases in Uganda.
Operating as an autonomous body, mandated by the UHI Act of 2016 to manage and coordinate the country’s efforts in addressing cardiovascular diseases (CVDs), it is overseen by a Board of Directors responsible for carrying out the functions assigned by the act.
“Our vision is to be a global centre of excellence in the provision of cardiovascular care, and our mission is to provide preventive, promotive, and clinical services and
conduct research and training in the relevant science,” introduces Dr John Omagino, Executive Director.
UHI has attained the technical capacity to offer a complete range of cardiac services comparable to any centre of excellence in the world. This is for both children and adults, comprising diagnostic, non-invasive, and invasive procedures, intensive care and coronary care services, diagnostic and interventional cardiac catheterisation services, and open heart surgery.
Given the necessary operational adequate funding, UHI can comprehensively handle 95 percent of adult cases, including valve and coronary bypass surgery, plus 85 percent of paediatric cases. Additionally, it can ably teach and
train cardiac super-specialists in the cardiac super speciality and conduct high-calibre research to ensure quality care and generate the necessary data to guide policy, reducing the percentage of people being referred abroad to less than five percent.
“We serve a diverse and growing base of over 25,000 patients annually, drawn from all regions of Uganda and neighbouring countries,” Omagino explains.
UHI currently has a committed team of over 300 staff members, including cardiac critical care, adult and paediatric cardiology, cardiothoracic surgery, cardiac anaesthesia, cardiac nursing, allied and therapeutic professionals, and corporate staff, all working collaboratively to provide world-class cardiovascular care.
ADVANCEMENTS IN RHEUMATIC HEART DISEASE MANAGEMENT
UHI is internationally recognised for its pioneering research on rheumatic heart disease (RHD), a major public health burden in sub-Saharan Africa. It leads several regional and global RHD studies and has contributed to key policy documents that guide prevention and management.
“Our work includes schoolbased screening programmes, echocardiographic surveillance, and clinical trials on penicillin prophylaxis and surgical outcomes. We also engage in advocacy and health education to raise awareness and reduce the stigma associated with RHD in schools and communities,” Omagino imparts.
Moreover, as a key partner in the Pan-African Society of Cardiology (PASCAR) and RHD Action networks, UHI contributes to the global goal of eradicating the disease by 2030.
Populations affected by RHD are at an increased risk of developing various cardiovascular issues, highlighting the need for early intervention. It’s equally important to note that Uganda is enhancing its capacity to address these challenges.
“This is an exciting time to work in the cardiovascular health space in Uganda. The burden of CVDs is rising rapidly, but so is our national capacity to respond.
“We are seeing stronger government commitment, greater public awareness, and more investment in health infrastructure. Most notably, the construction of our new 250-bed, super-specialised heart hospital in Naguru will be a gamechanger for cardiac care in Uganda,” he states emphatically.
UHI is also expanding regional heart centres, regional surgical camps, training programmes, and research collaborations that position Uganda as a leader in Africa.
Of course, challenges remain, particularly in terms of limited
COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE HEALTHCARE INDUSTRY?
Dr John Omagino, Executive Director: “My journey with UHI began with a deep conviction that Ugandans deserve access to world-class cardiovascular care, right here at home.
“After my master’s programme, I joined the African Research Universities Alliance (ARUA), where I was selected to join a dedicated team for specialised training at the International Heart School in Bergamo, Italy. We returned equipped with knowledge and also the essential equipment to establish what would become the UHI.
“We started modestly; our first surgeries were done with second-hand equipment in a small yellow house in Mulago. Despite resource constraints, political inertia, and competing interests, I remained committed to building a centre of excellence in cardiac care, research, and training.
“In 1996, we performed our first closed-heart surgery, and with each milestone, our belief in what was possible grew stronger. Over the years, I’ve worked closely with partners, government leaders, and our passionate clinical teams to expand UHI’s capabilities and reach.
“When private interests tried to divert our vision and bureaucratic obstacles threatened our funding, I fiercely advocated for UHI’s autonomy and mission. With the Ugandan President’s support, we secured our vote and independence in 2008, marking a major turning point.
“Today, I’m proud that UHI stands not only as a national referral centre but also a regional leader in cardiovascular care and research, saving thousands of lives, building capacity, and proving that determination, collaboration, and local leadership can deliver transformative health solutions.”
specialised personnel and access for underserved populations, but meaningful progress is being made.
“I find this sector incredibly fulfilling because it allows us to save lives, build capacity, and contribute to national development. For young professionals and innovators, this is a powerful space to be in. The potential to make an impact is real, and the future of cardiovascular care in Uganda is bright,” Omagino enthuses.
DECENTRALISED HEART CARE REACHING EVERY CORNER OF UGANDA
UHI plays a national coordinating role in Uganda’s national cardiovascular health response, working closely with the Ministry of Health and regional referral hospitals to strengthen the decentralisation of cardiovascular services through outreach programmes, local closed heart surgical camps, and capacity building.
CVDs are a major public health challenge in Uganda, contributing significantly to non-communicable disease mortality. To address this, UHI is establishing 16 regional heart centres to decentralise specialised cardiac care, reduce patient travel burdens, and improve early diagnosis and treatment.
“Phase One is already underway in Mbarara, Hoima, Gulu, Jinja, and Lira, selected and based on key factors such as land availability, proxim ity to medical institutions, and strategic national importance,” Omagino urges.
Whilst these centres take shape, UHI continues to conduct quarterly outreach visits across all 16 regions, offering screenings, minor procedures, patient treatment and post-surgery follow-up appointments, and training for local healthcare workers.
“THE POTENTIAL TO MAKE AN IMPACT IS REAL, AND THE FUTURE OF CARDIOVASCULAR CARE IN UGANDA IS BRIGHT”
– DR JOHN OMAGINO, EXECUTIVE DIRECTOR, UGANDA HEART INSTITUTE
Furthermore, a new state-of-theart cardiac facility currently under construction in Naguru will expand access to advanced cardiovascular care and reduce the need for referrals abroad.
“It will more than triple our cardiac surgical capacity from 300 to approximately 1,000 open heart surgeries annually, plus 8,000 to 9,000 interventional cardiology procedures in the two catheterisation labs (cath labs), allowing us to clear backlogs and treat more patients locally.
“This directly reduces the number of high-cost referrals abroad, saving the government and families millions of dollars per year. It will also enable us to increase our training and research capacity; we will build a self-sustaining ecosystem for cardiovascular excellence in Uganda,” Omagino promises.
FELLOWSHIP AND TRAINING FOR SPECIALIST CARDIAC CARE
UHI is steadily positioning itself as a destination for medical tourism in cardiovascular care by providing affordable, high-quality services that meet international standards. It has successfully treated patients from South Sudan, Rwanda, Burundi, the Democratic Republic of the Congo (DRC), and beyond the region.
“With our team of highly skilled specialists and state-of-theart interventions, patients are increasingly choosing UHI as a preferred alternative to expensive overseas referrals. Our vision is to become a regional referral hub for complex cardiovascular procedures,” Omagino reveals.
The, UHI began its in-house training programme in 2010 with three paediatric and adult cardiology fellows. Accredited by the Uganda Medical and Dental Practitioners Council, it has evolved into a comprehensive training hub, producing over 70 specialists across various cardiac disciplines.
In April 2021, UHI held its inaugural graduation ceremony, celebrating 49 fellows trained in multiple cardiac specialities. Its impact now extends beyond Uganda’s borders, having trained medical professionals from countries including the DRC, Liberia, and Somalia.
UHI’S STRATEGIC INVESTMENTS AND INITIATIVES
REGIONAL HEART SURGERY CAMPS – UHI is currently conducting regional closed heart surgery missions in Mbarara, Arua, Lira, and Gulu, bringing life-saving cardiac services closer to underserved populations. Building on this success, it plans to scale up these surgical camps to the remaining 12 of the 16 regional referral hospitals nationwide, further decentralising access to specialised heart care.
CAPACITY BUILDING PROGRAMME – UHI now delivers comparable, highquality fellowship training locally, significantly increasing accessibility and sustainability whilst strengthening Uganda’s national health system and regional capacity. It plans to build capacity through continuous professional development, academic exchange, and partnerships with universities and international training centres.
TELEMEDICINE PLATFORM – UHI and the Ministry of Health, along with its private partners, are piloting a telemedicine platform to support diagnosis and cardiac consultation at regional hospitals.
GREEN UHI INITIATIVE – As part of its environmental, social, and governance (ESG) initiatives, UHI has launched a sustainability campaign to promote heart health through increased environmental awareness and advocacy. The campaign focuses on tree planting, championing heart-friendly policies, and highlighting the environmental risk factors, such as pollution, that contributes to cardiovascular disease. It also seeks to strengthen partnerships with key stakeholders and raise public awareness around the critical link between a healthy environment and a healthy heart.
Founded in 2011 by Cveta Shirazi to address the glaring gap in post-sales technical support for high-value medical systems, Pacific emerged as Uganda’s first fully turnkey diagnostic medical equipment provider. With over a decade of presence and a national footprint, the company leads projects from concept to completion covering site planning, auxiliary power, installation, training, and long-term service.
“When I started Pacific, it was to show that local expertise could not only match but exceed international expectations,” says Cveta Shirazi, Founder and Executive Director. “We saw clearly that we could not rely on external service support, and our aim was to increase local capacity. This became critical during COVID-19 when borders closed. We invested heavily in training Ugandan engineers and empowering our medical community with the skills needed to operate and maintain advanced systems. We didn’t just import machines; we built trust, one project at a time.”
To date, Pacific has completed over 25 CT installations across Uganda and is the trusted MRI supplier for 7 out of 10 private hospitals.
Key achievements include:
• The landmark installation of Africa’s first ACUSON Origin advanced cardiac ultrasound system with AI at Uganda Heart Institute: introducing the highest-tier cardiac technology into clinical practice.
Pacific Diagnostic and the Rise of Homegrown Healthcare Legacy in Uganda
In a healthcare landscape long dominated by external suppliers and foreign-led narratives, Pacific Diagnostic Uganda has carved an extraordinary path.
Led by the cross-generational mother-daughter duo of Cveta and Leila Shirazi, the company has redefined access to advanced medical technology in Uganda and today stands as a symbol of what local leadership, vision, and generational continuity can achieve.
Pacific’s story goes far beyond logistics. With a proven record across Uganda’s top healthcare institutions and a deeply rooted service culture, Pacific has become the silent force behind some of the country’s most advanced diagnostic and surgical capacities. The company’s commitment to local service support through factory-trained engineers ensures preventative maintenance, reduces downtime, and strengthens responsiveness building resilience where it matters most.
St. Francis Hospital Nsambya remains one of Pacific’s longest-standing partnerships defined by trust, innovation, and sustained clinical impact.
“Our collaboration with Pacific Diagnostics has exemplified the power of grounded innovation. Together, we introduced Uganda’s first 128-slice CT, added MRI and high-resolution echo systems, and in 2025, upgraded to the latest 128-slice Go.Top CT still after 13 years of uninterrupted use.
• Over 30% market share in ultrasound across all brands in 2024.
• Uganda’s first 70cm bore 1.5T MRI at C-Care IHK and the first heliumfree MRI, now being installed at Kisubi Hospital.
• Delivery of advanced neurosurgical and surgical technology at Ruby Hospital.
• Recipient of two 2024 Siemens Healthineers ultrasound awards: Outstanding Performance and Standalone Sales Excellence.
This partnership has shaped a radiology department that continues to set the standard for excellence in Uganda,” says Dr. Andrew Ssekitooleko, CEO, St. Francis Hospital Nsambya.
“We are deeply passionate about transforming the healthcare sector in Uganda. This is just the beginning. Our vision is to expand access to world-class diagnostic care for every corner of the country,” says Leila Shirazi, Director of Sales and Marketing.
Despite all obstacles, Pacific continues to rise, delivering excellence with integrity, building systems that last, and proving that homegrown leadership in medtech is not just viable, it’s unstoppable. In a world of competing interests, Pacific’s unwavering focus remains on one thing: putting the development of Uganda’s healthcare infrastructure to international standards first.
For Uganda, Pacific represents more than a supplier it is a living system of excellence, proof that transformation can be led from within and made to last.
UHI’S KEY PRIORITIES
1. Operationalising the new UHI cardiac facility in Naguru, with phased opening and service roll-out beginning in 2027.
2. Scaling up regional services through outreach, establishing regional heart centres, telemedicine, and strengthening referral systems.
3. Expanding research capacity, particularly in CVDs.
4. Enhancing community-level prevention by integrating heart health education into schools, churches, workplaces, and communities.
5. Achieving international accreditation for quality standards and positioning UHI as a certified centre of excellence in Africa. Ultimately, the goal is to ensure that no Ugandan should have to leave the country for life-saving heart care.
“We currently offer seven accredited fellowship programmes which include adult cardiology, paediatric cardiology, cardiac surgery, cardiac anaesthesia, cardiac critical care, cardiac nursing, and
catheterisation technology. The programmes emphasise clinical excellence, research, mentorship, and leadership in cardiovascular health.
“Previously, specialised training required international travel at a cost
of over USD$100,000 per trainee. We deliver comparable, high-quality training locally at just a quarter of that amount, significantly increasing accessibility and sustainability, whilst strengthening Uganda’s national health system and regional capacity,” Omagino closes earnestly.
This approach not only benefits patients locally but also presents an opportunity as the UHI model of establishing a high-quality tertiary centre within a resource-constrained setting, and with government support, can be exported to developing nations.
UHI’S NEW HOME
The construction and equipping of UHI’s state-of-the-art hospital in
“OUR VISION IS TO BE A GLOBAL CENTRE OF EXCELLENCE IN THE PROVISION OF CARDIOVASCULAR CARE, AND OUR MISSION IS TO PROVIDE PREVENTIVE, PROMOTIVE, AND CLINICAL SERVICES AND CONDUCT RESEARCH AND TRAINING IN THE RELEVANT SCIENCE”
– DR JOHN OMAGINO, EXECUTIVE DIRECTOR, UGANDA HEART INSTITUTE
Naguru is a flagship national project aiming to transform cardiovascular care in Uganda.
The increasing prevalence of CVDs highlights the urgent need for a dedicated, modern cardiac facility. Considering this, the government has secured USD$70 million in financing for the hospital from the Arab Bank for Economic Development
in Africa (BADEA), OPEC Fund for International Development, and Saudi Fund for Development (SFD) to support the construction of a 250bed hospital.
The cardiac facility is being built on 10 acres and the first phase will comprise a modern complex of three main blocks – clinical, administration, and accommodation. It will house
three cardiac operating theatres, two cath labs, and a 40-bed cardiac intensive care unit (ICU), all designed to support high-volume, high-quality specialised care.
Tel: (+256) 417 720 350
info@uhi.go.ug
www.uhi.go.ug
Artist’s impression of UHI’s state-of-the-art hospital in Naguru
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
HOW WOULD YOU DESCRIBE YOUR STYLE OF LEADERSHIP?
Scot Murray Managing Director, Denya Developers
“I’m deeply focused on the details, diving into design, material selection, and costings. However, I empower my team once processes are robust and their expertise surpasses mine.
“My goal is to foster a sense of family and shared purpose, where every team member feels integral to our mission. I lead by example, striving to make my passion for our work contagious and inspiring others to embrace our vision for excellence.”
Tanya Lerm CEO,
NewSpace Systems
“I lead with clarity, purpose, and momentum. I’m hands-on and focused, with a strong drive to deliver results. However, I’ve also learnt that real leadership isn’t just about pushing forward – it's about bringing people
with you and creating the conditions for them to thrive.
“I care deeply about what we do and the people behind it. I set high standards because I believe in the potential of our team, and I aim to build an environment where people feel both stretched and supported. Over time, I’ve come to appreciate how powerful empathy, presence, and listening can be – just as critical as strategy or execution.”
Sam Molefi
Managing Director, Modi Mining
“Disciplined, hands-on, and growth oriented, I lead by example and believe in empowering those around me. I value operational discipline, but also taking care of people and building a culture of accountability and performance. At the end of the day, leadership is about building others, creating opportunity, and driving purpose with clarity.”
Abraham Nehemia CEO, NamWater
“I have strategically repositioned NamWater as a resilient, innovative, and forward-looking institution – championing the cause of water security, infrastructure modernisation, and equitable access to water for all Namibians.
“Guided by an unwavering vision, NamWater’s trajectory under the current leadership is a powerful reflection of institutional renewal and infrastructure-driven growth, rooted in sustainability and national development.”
Peter Geleta CEO, Trinity Metals
“Collaborative, pragmatic, and authentic, I believe in leading by example. People need more than just a vision from their leader – they also need purpose and to understand how their contribution fits into the vision, which without a plan means nothing. I believe I have the ability to break the vision down into workable plans.”
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Consulting firm in business law tax and customs
JCW is a legal and tax consultancy firm.
JCW has been assisting several mining companies in the exploration and exploitation phases for several years.
In addition to mining companies, JCW also assists mining subcontracting companies.
We are based in Côte d’Ivoire. However, we also operate in Burkina Faso, Mali, Guinea Conakry, Niger, and the Democratic Republic of Congo through our local partners.
For the past 10 years, JCW has been an active member of the Groupement Professionnel des Miniers de Côte d’Ivoire (GPMCI).
We provide advice and support in the areas of business law, taxation and customs.
Our firm stands out for:
• The diverse experience of our managers.
• The youth and dynamism of our team.
• Expertise in the variety and complexity of the work we do.
