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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 117th edition of Africa Outlook magazine.
At the heart of this issue is Corica Mining Services (Corica). whose identity was chosen to reflect an African-owned company with a clear sense of purpose and a strong connection to the communities around its mine sites.
Corica rebranded in 2021 – with ‘cor’ translating to ‘heart’ in Latin.
“Corica represents the heart of Africa, and our way of contract mining is about more than machines – it’s about bringing people together. Nothing is impossible when people come together to deliver,” notes Managing Director, Abdoulaye Diallo.
Today, the business has evolved into a full-service mining services company, meeting the requirements of some of the sector’s largest players.
“Our projects can run from initial bulk earthworks and site preparation, through open-pit, and then into underground and mine closure and rehabilitation. Corica has the experience and capacity to support that full lifecycle, which reduces handover risk and keeps accountability with one team,” explains Sam Myers, Chief Business Development and Technical Officer.
Orica is also at the heart of mining in Africa, where the industry has progressed particularly well since we last spoke to the company at the beginning of this year, with the region quickly finding its feet when it comes to regulation changes and local content.
Following our previous interview, there has also been increasing interest in its Orica Digital Solutions business.
“Our digital portfolio is designed to optimise the entire process flow of mining and infrastructure operations,” Laurence Goodacre, Vice President of Africa, tells us.
At the heart of Ugandan sugar production, meanwhile, is the Sugar Corporation of Uganda Limited (SCOUL), a Mehta Group company and one of the oldest and most visible agro-industrial firms in the country.
We celebrate the centenary of SCOUL and its pioneering sustainability and community initiatives.
“Instead of treating sugarcane residue as waste, we have turned it into a sustainable energy source, aligning with Uganda’s industrial energy diversification goals and reducing carbon emissions,” highlights Anil Shah, Resident Director.
This issue is also throbbing with a hearty selection of corporate stories from Darsh Industries, Teichmann Group, SD Guthrie International South Africa, Cap Tamarin, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FOOD & BEVERAGE
68 Darsh Industries
Spice Up Your Life
Crafting exquisite condiments in Tanzania
76 Sugar Corporation of Uganda Limited
Sweet Centenary
A century of sugar production
84 SD Guthrie International
South Africa
MINING
30 Corica Mining Services
Local Knowledge, Global Standards
Specialised mining expertise
40 Orica EMEA
Having a Blast
Digital and sustainable solutions across Europe, the Middle East, and Africa
58 Teichmann Group
A Culture of Collaboration
30 years of carefully curating a conglomerate
From Sustainable Sourcing to Revolutionary Solutions
Slick production of premium oil and fat products
CONSTRUCTION
92 Cap Tamarin
A City of Connection and Well-Being
Blending the vibrancy of urban life with the serenity of coastal living
100 REHM Grinaker
Construction Co. Ltd
Grounded in Experience, Focused on the Future
On a mission to leave a sustainable legacy
ENERGY & UTILITIES
106 Eversolar
Solar for Everyone
Innovative solar and battery solutions
114 TMS-Redec
A Powerhouse of Possibilities
South Africa’s dynamic industrial services provider
MANUFACTURING
122 KONČAR Group
The Technology Leader Shaping Global Energy
Where a century of heritage meets the technology manufacturing of tomorrow
STRENGTHENING THE ROLL-OUT OF MISSION 300 ACROSS AFRICA
THE AFRICA INVESTMENT Forum (AIF) hosted its first ‘Mission 300 Day’ last month during its AIF 2025 Market Days event in Rabat, Morocco.
A progressive initiative to provide 300 million people in sub-Saharan Africa with reliable and affordable electricity supply by 2030, Mission 300 aims to expand energy access, strengthen utilities, and boost economic development across the continent.
The African Development Bank’s (AfDB) Sustainable Energy Fund for Africa recently secured nearly €50 million in new investment commitments for the programme in November – including contributions from the governments of Germany and Italy at COP30 earlier in the month – to enhance the roll-out of Mission 300 and accelerate climate action in Africa’s power sector.
HEALTHCARE
LOW-COST DRUG TO REVOLUTIONISE AIDS PREVENTION
A LOWER-COST VERSION of the revolutionary HIV prevention drug, lenacapavir, is soon to be rolled out internationally across 120 low and middle-income countries.
The first shipments of the injectable were delivered to Eswatini and Zambia on 18th November through a partnership between manufacturer Gilead Sciences, The Global Fund, and the US President’s Emergency Plan for AIDS Relief (PEPFAR).
Ahead of World AIDS Day on 1st December, the Joint United Nations Programme on HIV/AIDS (UNAIDS) released a report noting the potential for lenacapavir to transform Africa’s AIDS response.
The report also discussed affordable pricing, with partners aiming to achieve a treatment price of USD$40 per person, per year for the drug by 2027.
LEADING AFRICAN TELECOMMUNICATIONS and technology company Vodacom Group (Vodacom) – a subsidiary of Vodafone Group – recently announced a strategic collaboration with Google Cloud’s advanced artificial intelligence (AI) and data
analytics portfolio as it seeks to accelerate digital transformation in the region.
Establishing a powerful platform
for creating new, disruptive products and services, the partnership will enhance Vodacom’s core solutions across the African market.
Data modernisation and unification, accelerated AI adoption, and product innovation for the future have been identified as core priorities, demonstrating both groups’ commitment to scaling digital innovation and providing inclusive, enterprise-grade security and reliability across Africa.
TANZANIA EXPANDS PRESENCE IN EGYPTIAN TEA MARKET
THE TEA BOARD of Tanzania (TBT) has initiated discussions with the Egyptian embassy to expand its presence in the nation.
With Egypt being the largest tea market in Africa, it is hoped that Tanzanian producers will have access to a larger share of trade through potential new trade agreements.
In recent days, Beatrice Banzi, Director General of TBT, met with Sherif Ismail, Ambassador of the Arab Republic of Egypt to Tanzania, in an
SUSTAINABILITY
SUPPORT FOR RENEWABLE ENERGY ROLL-OUT ACROSS NIGERIA
NIGERIA’S MINISTER OF Power, Adebayo Adelabu, confirmed his support for renewable mini energy grids at the Renewable Energy Association of Nigeria’s (REAN) recent 2025 Renewable Energy Conference, hosted in the country’s capital, Abuja.
Seeking to strengthen national clean energy capabilities, it is hoped the solar-powered mini grids will
official capacity in Dar es Salaam, with discussions reportedly centred around strengthening cooperation across the two countries’ tea sectors.
Following the talks, Banzi noted how Egypt’s demand for tea provides a valuable opportunity for Tanzanian producers and opens a new chapter for collaboration.
MINING
ZIMBABWE WELCOMES MAJOR GOLD MINE DEVELOPMENT
GLOBAL MINING COMPANY
Caledonia Mining (Caledonia) has approved the development of its Bilboes gold project in Zimbabwe following a successful feasibility study, which predicts competitive returns from what is expected to become the country’s largest gold mine.
The study demonstrates Bilboes’ potential to deliver up to 1.55 million ounces (oz) of gold over a 10.8-year life of mine.
boost electricity supply across the country.
The conference’s theme – ‘Stronger Together: Advancing Energy Access Through Policy, Finance, and Inclusion’ – closely aligns with Nigeria’s ongoing energy outlook, which focuses on clean, reliable, and affordable power.
By collaborating with REANbacked stakeholders to roll out clean energy solutions, Adelabu intends to deepen local capacity, unlock concessionary financing, and support underserved communities across Nigeria.
Caledonia has set a whopping USD$484 million budget for the project, which is currently slated to open in late 2028, and the company expects the mine to produce up to 200,000 oz in its first full year of commercial output in 2029.
AGRICULTURE
AGRICULTURE CONFERENCE ADDRESSES NATIONAL SELF-SUFFICIENCY
BETWEEN 24TH AND 26th November 2025, the 8th Annual African Agri Investment Indaba –Africa’s largest meeting place for agrifood investment – was hosted at the Cape Town International Convention Centre in South Africa.
Bringing together key voices, business leaders, and stakeholders from across the continent’s agricultural industry, this year’s event was co-hosted by the African Agri Council and AfDB.
The theme of this year’s edition was ‘The New World Order: A SelfSufficient Africa’, which highlighted the urgency of obtaining food security through sustainable agriculture, climate resilience, and regional trade.
How AI Can Transform African Healthcare
The healthcare industry is at a pivotal point, with the need to merge innovative technology and a patient-first approach at the forefront. Dr Serufusa Sekidde, Chief of Staff to the CEO at Viiv Healthcare, speaks to the growing importance of artificial intelligence in healthcare, especially its role in the future of the industry in Africa
Writer: Dr Serufusa Sekidde, Chief of Staff to the CEO, ViiV Healthcare
When I was a medical student in China, my mother died from tuberculosis (TB) in Uganda. What hurt the most was that I knew that the disease was not invincible.
Unfortunately, there was a perfect storm of her chest X-ray sitting waiting for weeks to be read, then her treatment being delayed, and then no one to connect the dots for her
when her treatment went awry and damaged her liver.
For millions across Uganda, Kenya, and South Sudan – the African countries where I’ve worked as a doctor – their reality is shaped by the same delays my mother faced: in seeking care, diagnosis, and in treatment. We can change the trajectory of healthcare in Africa and save people like my mother by leveraging artificial intelligence (AI).
There are three ways to do this, namely making sure the source of healthcare data is robust, leveraging AI at scale across this data as a tool of
empowerment, and lastly, humanising AI by centring it around patients and caregiver experience.
First, Africa’s healthcare data needs to be reasonably clean, complete, and compatible across healthcare centres, as a solid foundation for AI to work its magic. In my secondary school in Kenya, I remember using the Microsoft Disk Operating System (MS DOS) on a cranky desktop with a floppy disc and learning about ‘garbage in, garbage out. This is the concept that poor quality information or input produces a result or output of similar quality.
With faulty source data, AI is moot. As a consultant for the World Health Organisation (WHO) in the Middle East and Africa in 2014 and 2015, I saw first-hand how African healthcare systems are hampered by data that is not only poor quality but also neither connected nor transferable from one facility to another.
Even worse, the responsibility is left to the patients to move with their records – often incomplete – across their healthcare providers. For AI to stand a chance in African healthcare, we need good-quality healthcare data that is coordinated and connected across all hospitals and community centres.
Secondly, once we are reasonably comfortable with the source data and its governance, we need to leverage AI at scale as a tool of empowerment, rather than just automation. I’m an AI dreamer, and I can imagine a future where a digital agent in a rural South Sudan clinic – like the one I ran prior to the country gaining independence –supports nurses with reminders, tracks patient follow-ups, and escalates emergencies before they become tragedies.
I know that the quality of care by my incredibly talented African medical colleagues is top-notch, but it is the follow-up and surrounding care where we still have huge gaps in Africa. We need AI to amplify our skills, compassion, and post-hospital support.
TRANSFORMING HEALTHSEEKING BEHAVIOURS
Whilst we welcome the AI giants of the world to partner on Africa’s journey, I’m even more excited that we have our own solutions!
The continent’s AI sector is valued at USD$4.5 billion in 2025 and is rising rapidly. It is not a footnote in the global narrative. African start-ups like Kito Health – where my partner is co-Chief Medical Officer – are building digital platforms to democratise and transform health-seeking behaviour for caregivers of children.
Kenya’s Qhala, founded by Aspen New Voices Senior Fellow, Dr Shikoh Gitau, is redefining healthcare innovation through the deployment of AI to address systemic challenges such as workforce shortages, disease surveillance, and access to care.
The Africa Centre for Applied Digital Health, started by my colleague Dr John Mark Bwanika, is a Kampalabased non-profit transforming Africa’s healthcare landscape through AI and data science. All this heralds the emergence of solutions built for us, by us.
Lastly, we must centre AI-based healthcare solutions around the patient and caregiver experience.
For years, we in the African diaspora have played doctor-on-the-phone like I did with my mother when she had TB and my dad when he had a stroke, deciphering symptoms, reading emails at midnight from relatives, and navigating care from afar. It’s exhausting and unsustainable, but borne out of necessity.
Let’s leverage this experience of being caregivers to develop fit-forpurpose AI solutions. Agentic AI stands to transform this diaspora lifeline into something systematic and scalable, potentially equipping our healthcare data and memories with much-needed continuity.
For a mother managing her child’s asthma in Ouagadougou or a young man living with HIV in Lagos, these
bots could remember, remind, and ensure that no crucial detail is left behind.
BUILDING A ROBUST HEALTHCARE INFRASTRUCTURE
To be sure, Africa’s healthcare landscape is challenging. Human resources are stretched, infrastructure is crumbling, and public sector funding is insufficient, but Africa is also a continent of possibility, and AI can help us unlock doors we dared only knock on before.
As a 2025 Black British Business Awards 2025 Winner (Senior Leader – STEM category), I urge my fellow business leaders both in Africa and in the diaspora to invest in Africa’s AI-powered healthcare, not for charity, but for sustainable growth and impact.
African policymakers should invest in robust healthcare digital infrastructure and put data protection at the heart of national policy. All of us in the diaspora should embrace the lessons from our informal caregiving and help AI turn it into scalable, sustainable, and transformative digital action.
My mother’s story is, unfortunately, still not unique. The time for change, turbocharged by AI, is now.
ABOUT THE EXPERTS
Dr Serufusa Sekidde, Chief of Staff to the CEO at Viiv Healthcare, is a Ugandan pharmaceutical executive. As a Senior Fellow at the Aspen Institute in the US, he advances health equity and innovation across crypto and AI via thought leadership. Sekidde is also a podcast host and award-winning rapper.
An Indispensable Partner to Nigerian Healthcare
More than just a pharmaceutical company, May & Baker Nigeria Plc is at the core of the nation’s healthcare advancement, driven by excellence, people, and purpose. Patrick Ajah, Managing Director and CEO, discusses further
Writer: Lucy Pilgrim
The multi-billion-dollar Nigerian pharmaceutical industry offers a wealth of opportunity as it continues to focus on strengthening its domestic production.
With this aim, however, comes a swathe of nationwide pressures, including currency fluctuations, rising input costs, supply chain disruptions, and the need to adapt to evolving regulatory frameworks, which can create an adverse operating environment.
Nevertheless, the sector is also incredibly promising, particularly with Nigeria’s large – and quickly growing – population, increasing health awareness, and the rise of both infectious and noncommunicable diseases.
This creates enormous opportunities for industry operators like May & Baker Nigeria Plc (MBN), who provides accessible, affordable, and high-quality healthcare solutions across the country with an extensive distribution network.
“What excites us most is the industry’s ongoing transformation – from greater emphasis on local manufacturing and self-sufficiency and expanding therapeutic areas to the growing role of consumer health and wellness,” opens Patrick Ajah, Managing Director and CEO.
“Companies that are innovative, agile, and committed to quality stand to benefit significantly.”
With this in mind, MBN views the current climate as a moment of opportunity to leverage its heritage, strengthen its local manufacturing, and continue expanding its portfolio to meet the diverse healthcare needs of Nigerians.
These targets are well within reach thanks to the company’s extensive network of distribution facilities that handles the transportation of products across a vast range of geographical regions, supported by key distributors and sales personnel. MBN currently possesses three
subsidiaries, namely Osworth Nigeria, Tydipacks Nigeria, and Servisure Nigeria, as well as one joint venture (JV) with the Federal Government of Nigeria – Biovaccines Nigeria (Biovaccines) – for the production and distribution of vaccines.
The subsidiaries’ primary functions are the marketing, distribution, and sale of human pharmaceuticals, medical devices, and consumer and personal care products, with a growing number of these manufactured locally.
A HISTORY OF HEALTH IMPROVEMENTS
As Nigeria’s first pharmaceutical manufacturing company, MBN was registered on 4th September 1944 as the geographical offshoot of its parent company founded in England over a century earlier.
Established by three chemists
in 1834, Grimwade, May & Pickett was a chemical manufacturing firm which transitioned into May & Baker UK Limited five years later following subsequent changes in ownership.
“May & Baker UK Limited later associated with major European conglomerates through a web of mergers and acquisitions over the years and had ownership relationships with companies like Rhône-Poulenc, Hoechst AG, Aventis, and Sanofi.
“Consequently, the company name changed at different times and today, only the Nigerian offshoot is known by the original name,” Ajah explains.
Having been established in Lagos, Nigeria as May & Baker (West Africa) Limited, the company relocated to its current site in neighbouring Ikeja in 1976 during the Nigerian Civil War, where it began local manufacturing of pharmaceuticals.
COULD YOU TELL US MORE ABOUT MBN’S INNOVATION PARTNERSHIPS WITH NOTABLE INSTITUTIONS SUCH AS THE NATIONAL INSTITUTE FOR PHARMACEUTICAL RESEARCH AND DEVELOPMENT (NIPRD)?
Patrick Ajah, Managing Director and CEO: “We have a robust drug formulation and development (F&D) unit equipped with dedicated equipment to produce generic new drug products. Technology transfer is also received from reputable institutions that have developed products and want to transfer the commercialisation of such products to MBN.
“For example, our partnership with NIPRD involves the commercialisation of an anti-sickle cell product, Niclovix, developed by the institute. In this arrangement, technology transfer was completed at the receiving site of MBN’s F&D unit, which then worked with the production unit to scale up manufacturing.
“Similarly, technology transfer was received from a professor who developed the unique herbal product Roveda. During the technology transfer, the F&D team worked with Covenant University’s Biochemistry Department on toxicity studies.”
That same year, it was renamed May & Baker Nigeria Limited and, following its listing on the Nigerian Stock Exchange (NGX) in November 1994, became MBN.
Following years of overseas leadership sent by the parent company, MBN’s first Managing Director and CEO was appointed in 2005, granting it full autonomy.
The business thereafter began an aggressive expansion and diversification programme which culminated in the creation of its various subsidiaries.
This strategy also saw the construction of a multi-billion-naira food processing factory, creation of a production unit for antiretroviral drugs in Nigeria, and in 2011, the commissioning of a World Health Organisation (WHO)-standard
pharmaceutical production facility in Ota, Ogun State.
Known as PharmaCentre, the facility was Good Manufacturing Practice (GMP)-certified by the WHO in 2014 and is currently undergoing recertification, whilst specific products from the plant are being presented to the WHO for pre-qualification.
With such an extensive history, MBN today embodies a legacy of trust, quality, resilience, and innovation built over eight decades.
“Our journey has been defined by an unwavering commitment to improving lives, supporting national health priorities, and upholding the highest standards of ethical and responsible corporate citizenship,” Ajah reflects.
SHAPING THE FUTURE OF HEALTHCARE
MBN is differentiated from the competition not just by its heritage and legacy of quality, but also the way it consistently evolves to remain relevant in an increasingly dynamic healthcare landscape, granting it a unique bond with healthcare professionals, institutions, and consumers.
On top of this, the company boasts a balanced and diversified portfolio, unlike other healthcare providers who lean heavily towards either prescription medicines or consumer health. For instance, the business offers major antiinfective, cardiometabolic, and analgesics drug brands such as M & B Paracetamol.
Ikeja factory, built in 1976
Staff in 1961
Board meeting in the 1990s
“Few companies in Nigeria can point to a brand like M & B Paracetamol – a household name synonymous with trust. Our strategy is to replicate this success across new launches such as MULTAMIN®-PLUS, Maysedyl, and Diamet SR,” Ajah states proudly.
Elsewhere, MBN’s PharmaCentre means it is positioned as a reliable local manufacturer.
This allows companies to reduce their dependence on imports and ensures consistent supply of quality, affordable medicines – advantages which resonate strongly in a market where access and affordability are critical.
MBN is further distinguished by its consistent aim to innovate with
MBN’S PRODUCT PORTFOLIO
PHARMACEUTICALS
• Antibiotics
• Antimalarials
• Antihistamines
• Cough and cold remedies
• Antihypertensives
• Anxiolytics
• Antipyretics
• Analgesics
• Anti-diabetes medication
• Non-steroidal anti-inflammatory drugs
• Multivitamins
• Amino acids
NATURE CARE
• Immunity supplements
• Respiratory, sexual, and digestive health medication
• Anxiety relief
• Stress and sleep medication
• Sickle cell disease treatments
purpose, most recently demonstrated by its expansion into cardiometabolic care and wellness, reflecting the company’s ability to anticipate emerging health trends in Nigeria and influence in shaping the future of healthcare.
“What sets MBN apart is its blend of heritage, legacy of quality products and trusted brands, local manufacturing, and forward-looking innovation, all underpinned by a deep commitment to improving healthcare access and outcomes in Nigeria,” Ajah surmises.
AN EVER-EVOLVING PORTFOLIO
Last year, MBN embarked on a strategic portfolio expansion drive with the launch of seven new products across critical therapeutic segments, deepening its commitment to meeting evolving healthcare needs and strengthening its market position.
“We see ourselves as more than a business – we are partners in national health. Our portfolio expansion aligns with the most pressing health challenges facing Nigerians, from infectious diseases to lifestyle-related conditions,” Ajah urges.
The company’s new products span a range of therapeutic segments –including cardiometabolic treatment with the launch of Diamet SR, Xitheram, and M & B Amlodipine –each addressing the growing burden
of diabetes and hypertension, which are amongst the fastest-rising noncommunicable diseases in the country.
“By expanding into cardiometabolic care, we are now more present in the chronic disease management space, positioning MBN as a partner in both communicable and noncommunicable disease care,” Ajah informs us.
The recent roll-out of Loxaclav and M & B Azithromycin, meanwhile, reinforces MBN’s strong heritage in anti-infectives and relevance in the highly utilised antibiotics segment, sustaining demand from prescribers and pharmacists.
Launching a treatment for the common cough and cold, Maysedyl cough syrup is a consumer-friendly product that broadens the company’s over-the-counter (OTC) portfolio in this highly competitive category and complements the long-standing success of M & B Paracetamol, thus attracting a wider consumer base.
Finally, MBN’s multivitamin and amino acid, MULTAMIN®-PLUS, is a wellness-orientated multivitamin syrup introduced to strengthen the company’s consumer health portfolio.
“Each product is strategically positioned to build on our legacy of trust in quality and affordability, helping to create incremental demand and improve our share of voices in pharmacies, hospitals, and retail outlets nationwide,” Ajar highlights.
“OUR VISION IS TO ENSURE EVERY NIGERIAN, REGARDLESS OF THEIR GEOGRAPHICAL LOCATION OR INCOME LEVEL, HAS ACCESS TO SAFE, EFFECTIVE, AND AFFORDABLE VACCINES. THIS ALIGNS PERFECTLY WITH MBN’S MISSION AND COMMITMENT TO ADVANCING REGIONAL HEALTHCARE THROUGH INNOVATION AND COLLABORATION”
– PATRICK AJAH, MANAGING DIRECTOR AND CEO, MAY & BAKER NIGERIA
PLC
Additionally, by spreading its offerings across both the prescription and OTC segments, the company reduces its overdependence on a single element whilst building resilience for sustained growth.
“In summary, the seven new products launched in 2024 have significantly boosted our ability to penetrate new therapeutic areas, capture unmet demand, and strengthen MBN’s role as a diversified healthcare provider in Nigeria.”
MEETING CONSUMERS’ HEALTHCARE NEEDS
MBN’s most recent product launch last year, MULTAMIN®-PLUS represents a strategic step in broadening the company’s consumer portfolio beyond analgesics into the fastgrowing health and wellness segment, marking a significant evolution from its flagship brand, M & B Paracetamol.
“Whilst M & B Paracetamol remains a market leader in the OTC segment, we recognised the need to diversify
and build other equally strong brands that can sustain long-term and reduce our overdependence on a single product,” Ajah recalls.
Indeed, MULTAMIN®-PLUS complements M & B Paracetamol by targeting a different but related consumer need – enabling not just relief from pain and fever but also daily wellness, immunity, and vitality. Thus, the company is now positioned as a more holistic provider of everyday health solutions.
“IN ESSENCE, PHILANTHROPY REMAINS AT THE CORE OF WHO WE ARE, WHILST OUR CSR PRACTICES CONTINUE TO REFLECT OUR BELIEF THAT CORPORATE SUCCESS AND SOCIAL RESPONSIBILITY ARE INSEPARABLE”
–
PATRICK AJAH,
MANAGING DIRECTOR
AND
CEO,
MAY & BAKER NIGERIA PLC
“Early performance of MULTAMIN®PLUS has been encouraging, helping to open new revenue streams in a competitive but growing multivitamin market. This reduces risk concentration and creates opportunities for incremental growth,” he comments.
Just as M & B Paracetamol has become a trusted household name in Nigeria, MULTAMIN®-PLUS lays the foundation for building another strong, recognisable brand within the MBN portfolio, one which is aligned with its long-term strategy to replicate such successes across other categories.
“In summary, MULTAMIN®-PLUS has strengthened our consumer health portfolio by enhancing category presence, balancing our brand mix, and positioning MBN to capture future opportunities in the health and wellness space.”
SECURING SELF-SUFFICIENCY
Set up in 2005, MBN’s Biovaccines JV represents a landmark step in the self-sufficiency of local vaccine production and advancing regional public health security.
As a public-private partnership, Biovaccines is designed to reduce dependence on imports and ensure timely access to life-saving vaccines for Nigerians and the broader West African region.
“Once fully operational, the Biovaccines plant will not only enhance national immunisation coverage but also contribute to disease prevention, epidemic preparedness, and healthcare equity across underserved communities,” Ajah tells us.
Maysedyl launch
Launch of MULTAMIN®-PLUS, MBN’s most recent product
Beyond its public health benefits, the JV will foster technology transfer, local capacity building, and job creation, positioning the nation as a strategic hub for vaccine production in sub-Saharan Africa.
“Our vision is to ensure every Nigerian, regardless of their geographical location or income level, has access to safe, effective, and affordable vaccines. This aligns perfectly with MBN’s mission and commitment to advancing regional healthcare through innovation and collaboration.”
Reaching this target is also made possible by long-term, essential strategic partnerships with key material suppliers, which underpin everything from operational efficiency to regulatory compliance and, most importantly, patient safety.
“In the pharmaceuticals industry, a company’s value chain is only as robust as the partners it depends on. When these relationships are built on strategy, transparency, and mutual resilience, they become catalysts for innovation, risk mitigation, and faster delivery of life-saving therapies,” Ajah affirms.
IMPROVING THE QUALITY OF LIFE
MBN’s deeply rooted mission – to improve the quality of life, throughout life, for all lives – reflects the company’s continual commitment to corporate social responsibility (CSR), emphasised by its many philanthropic initiatives that have evolved from
charitable acts into a structured and sustainable CSR framework.
Aligned with the UN’s Sustainable Development Goals (SDGs), the company’s CSR interventions span key areas such as healthcare, education, community development, and environmental sustainability.
In the realm of healthcare, MBN actively supports medical outreach programmes supplied by nongovernmental organisations (NGOs), vaccination drives, and disease prevention campaigns, particularly in underserved communities.
“We also collaborate with hospitals and NGOs to enhance access to essential medicines and promote public health awareness,” Ajah adds.
The company’s education initiatives, meanwhile, involve setting up school sick bays, supporting science laboratories, and donating learning materials to schools –investments that reflect its commitment to nurturing future generations.
Beyond this, MBN’s community empowerment efforts include clean environment programmes and smallscale infrastructure projects that directly improve local living conditions.
These initiatives have matured into a well-defined CSR strategy guided by sustainability, partnership, and measurable impact.
“Our approach goes beyond giving back; it’s about creating shared value, ensuring our growth as a business translates into positive and lasting benefits for society.
“In essence, philanthropy remains at the core of who we are, whilst our CSR practices continue to reflect our belief that corporate success and social responsibility are inseparable,” Ajah prides.
BUILDING A HEALTHIER FUTURE
Going into 2026, MBN remains focused on sustainable growth, innovation, and operational excellence, whilst also strengthening its local manufacturing capability with the ultra-modern PharmaCentre.
Additionally, the company intends to expand its herbal manufacturing operations to produce a broader portfolio of herbal products made from locally sourced ingredients, expanding on established brands such as Roveda – a formulation derived from bitter leaf.
MBN is also pushing to advance the impacts of its Biovaccines JV, explore new therapeutic areas, and invest in digital transformation and supply chain optimisation to improve efficiency across its operations.
Therefore, the company’s priorities ultimately remain on responsible and sustainable growth, building capacity, driving innovation, and delivering long-term value to its stakeholders whilst staying true to its mission.
“As we look to the future, our focus remains on building a healthier and more self-reliant Nigeria through sustained investment in local manufacturing, research, and strategic partnerships that deliver lasting impact,” Ajah reflectively concludes.
MBN’s philantropic activities include donating to a local school’s sick bay facilities
SISTERLY SPIRIT
Expressing her Cameroonian roots through an indulgent spiced rum, Étän Rum co-Founder, Briget Fosang, recounts how she and her four sisters came together to intricately craft a story of tradition, innovation, and five natural spices
Writer: Summer Ritchie
Due to Africa’s dynamic beverage industry evolving rapidly in 2025, it has seen a shift in consumption of products across both the alcoholic and nonalcoholic markets, particularly given the recent surge in a diverse range of premium beverages on offer.
Consumers are not only looking to enjoy drinks for taste but also considering their health and wellbeing alongside brand authenticity when doing so.
“This is evident in recent product offerings which are low in sugar, made with natural components, and often use ingredients native to Africa, just
like Étän Rum (Étän),” introduces Briget Fosang, co-Founder.
Fosang and her four sisters enjoyed a vibrant childhood, surrounded by their parents’ knack for memorable parties, where energy, laughter, and the joy of friends and relatives came together over music and great drinks.
“The spirit of celebrating together is at the heart of Étän,” she states.
Spending quality time together is cherished by Fosang and her siblings, who still reminisce about childhood holidays at their parents’ village in Bali, Northwest Cameroon.
“Fond memories emerge of late mornings spent dancing on the veranda, but the most treasured tradition was the joyful dash to grab sugarcane, planting the seeds of what would someday become an awardwinning spirit,” she recalls.
The Étän name translates as ‘five’ in the local dialect, Munga’ka, representing the five sisters’ family bond and blend of five botanicals infused within the drink.
Everything about Étän reflects a sense of unity and African heritage, a simple yet powerful idea.
“Our rum tells the story of five strong-minded sisters coming together to create something unique and premium, showcasing our Cameroonian roots,” Fosang expresses.
“Étän is an invitation to discover African culture, family ties, and a love for sugarcane on a global stage.”
TAKING AFRICAN HERITAGE GLOBAL
Étän distinguishes itself from other spiced rums available on the African market due to its philosophy of putting women in control of what’s traditionally been a male-occupied space.
“The spirit is bold, complex, and bursting with five perfectly chosen spices, a secret blend that gives it swagger and sophistication all at once,” prides Fosang.
Étän takes African heritage global by bottling a story that is equal parts tradition, modernisation, and pure joy.
Due to the deep love the sisters have always shared for sugarcane, it became a crucial ingredient as they began to source it directly from local fields.
“Sugarcane was always a delicious treat for us as children; we quickly mastered and fiercely enjoyed it after long, warm mornings whilst growing up. It planted the seed for a rum that carries this spirit, literally and figuratively, into every glass,” she smiles.
The fragrant blend of fevergrass, orange peel, cassia, ginger, and vanilla is carefully selected from the rich landscapes of West Africa, reflecting the sisters’ Cameroonian roots.
“Fevergrass and orange peel bring refreshing citrus notes and a distinctive aroma, setting the bright, vibrant tone of the rum.
“Cassia and vanilla, meanwhile, add a comforting sweetness that balances the citrus, giving depth and
smoothness. Finally, ginger injects a spicy kick, making sure the rum has a bold character and a memorable finish,” Fosang describes.
The result is a smooth, sophisticated spiced rum with layers of complexity that invite both sipping and mixing.
Unity and balance are captured within the essence of Étän, with
the authenticity provided by the African-inspired spirit bringing people together.
“Everything about Étän reflects this unity and heritage, the vibrant flavours, the bottle’s regal look inspired by Cameroonian festivals, and the shared values of family and celebration,” explains Fosang.
REACHING FOR THE RUM
Based in the UK, Étän has been featured at high-end venues, specialty retailers, and events.
In 2020, Étän was even showcased on Channel 4’s Sunday Brunch, receiving valuable feedback from award-winning spirits ambassador, Ian Burrell, who described it as “shockingly delicious”.
“That exposure led to a rise in orders and a sold-out launch, proving the rum’s appeal beyond just us sisters,” Fosang impassions.
In 2021, Étän became successful in receiving the Silver Award at the London Spirits Competition, receiving 86 points out of a possible 100, which
marked a proud and pivotal moment for the brand.
Encouraged by this validation, the sisters became confident that Étän could stand tall amongst premium spirits.
“In terms of health appeal, Étän is a 40 percent alcohol by volume (ABV) golden spiced rum distilled without added sugar or animal products,” Fosang tells us.
Its natural sweetness and spice come solely from the rum, making it keto-friendly with just 66 calories per 25 millilitre (ml) serving.
“This clean, vegan-friendly profile is perfect for health-conscious consumers who want to enjoy premium rum without guilt. It’s smooth, sophisticated, and naturally indulgent,” she emphasises.
Looking to the future, Étän is planning tastings, sharing training
Étän slogans
• Rum to the Power of Five
• Five Heads Are Better Than One
• A Perfect Harmony of Five
“Our slogans capture the essence of Étän, highlighting not only the five unique botanicals working in perfect harmony but also reflecting the unbreakable bond we sisters share, shaped by family values passed down by our parents. This unity and balance between heritage, nature, and craftsmanship make Étän a premium rum that brings people together worldwide to enjoy an authentically rich African-inspired experience.” – Briget Fosang, co-Founder
“SUGARCANE IS THE SWEET HEART OF OUR STORY AND SPIRIT”
– BRIGET
FOSANG, CO-FOUNDER, ÉTÄN RUM
sessions, and teaming up with multiple venues to bring its rum to life, enabling everyone from bartenders to drinkers to feel connected to the spirit.
“One big focus for us is getting Étän into more bars, restaurants, and shops where people can discover it for themselves.
“Building strong relationships with bartenders and trade partners means a lot, and we want them to understand our story, the unique flavours, and why Étän is different,” she adds.
Whilst Étän currently imports its rum base, the sisters’ ultimate dream is to distil their own spirit using family-grown sugarcane, creating authentic rums rooted in heritage.
“Sugarcane is the sweet heart of our story and spirit,” Fosang passionately concludes.
RE DEFINING ARCHITECTURAL POSSIBILITIES
In South Africa, early childhood development centres are harnessing innovative, sustainable construction methods to create brighter futures and cultivate equitable environments for generations. We explore how Natural Building Collective weaves the threads of community and sustainability together
Writer: Rachel Carr
In the vibrant tapestry of South Africa (SA), early childhood development (ECD) centres play a crucial role in nurturing childhood advancement, particularly in underserved communities.
Establishing the groundwork for lifelong learning, these centres emphasise physical, cognitive, emotional, and social development to enhance access to quality education.
parental involvement through skills enrichment workshops and support educators with training programmes to create effective learning environments.
This prepares children for future educational success and fosters healthier communities through a holistic approach that combines early learning, nutrition, health, and emotional well-being, embracing play-based curricula to develop essential skills such as language and problem-solving.
Amidst the education sector’s funding and structural challenges, Natural Building Collective and its partners are actively facilitating the construction of ECD centres and redefining architectural possibilities. It is dedicated to promoting and practising sustainable building
methods which emphasise the use of natural materials and environmentally sound techniques.
These often include tyres, cob –which consists of sand, clay, and straw – and ecobricks, ingeniously crafted from plastic bottles densely packed with clean non-recyclable plastic waste, all aiming to reduce reliance on conventional, non-renewable resources.
Constructing buildings from such materials is an innovative approach to sustainable architecture, leveraging waste materials to create durable, ecofriendly structures.
Typically focusing on education and community engagement, Natural Building Collective offers workshops, training sessions, and resources for individuals interested in their own
projects. It aims to raise awareness about the benefits of natural buildings, such as improved indoor air quality, energy efficiency, and a smaller ecological footprint.
By fostering a community of like-minded individuals and professionals, Natural Building Collective encourages collaboration and innovation in the construction industry, ultimately striving to create healthier living environments that harmonise with nature.
ECO-FRIENDLY EDUCATION
The lack of access to ECD centres in areas like Cape Town, particularly in communities such as Heideveld, not only disadvantages children in their educational journey but also contributes to long-term societal issues.
To break this cycle, the construction of a new Montessori ECD centre by Natural Building Collective is taking shape. Built in collaboration with Greater Commission United and Uthando (Love) South Africa, the Goal50 Edu Hub aims to empower local youth and educators.
Its design has a creative twist and is a thoughtfully planned, sustainable space that will provide essential support to the local community.
Incorporating 5,000 rammed-earth tyres, the walls will be formed with ecobricks and glass bottle details, cob, and natural plasters.
Spanning 750 square metres, it will encompass two outdoor play areas equipped with astro-turf, natural landscaping, and a jungle gym.
The facility will include four generous classrooms, an administration annexe with office and reception areas, and a service building – with the first floor serving as a residential unit for the school principal.
The design prioritises climate change considerations by using sustainable building materials and techniques that establish a new standard for environmental responsibility.
The interior will be meticulously crafted to inspire and stimulate young minds, creating a nurturing and engaging environment for early learning.
More than just buildings, sustainable ECD centres are a beacon of hope and a catalyst for change.
By establishing a state-of-the-art centre in Heideveld and elsewhere across SA, Natural Building Collective is setting the standard by providing essential and environmentally-responsible infrastructure for the community.
TRANSFORMING LIVES
Natural Building Collective boasts a notable history of undertaking transformative projects, most prominently for the non-profit
organisation Ulwazi Educare in Delft, Cape Town.
The school strived to provide the necessary facilities to give the children a positive start in life, but was stifled by financial constraints. As a result, it has been reimagined by Natural Building Collective to support an ECD centre.
Currently recognised as the largest tyre building in SA, it was designed in collaboration with award-winning sustainable architect Paul Marais and demonstrates the innovative use of natural materials, most of which are recycled and reclaimed.
The classrooms began as repurposed and refurnished shipping containers until Natural Building
Collective became involved and rebuilt them, alongside the ECD centre, utilising tyres, ecobricks, cob, glass bottles, bricks made from the recycled film industry waste, and reclaimed doors and windows.
Moreover, it will expand its use to cater to senior citizens, community outreach programmes, and support groups, continuing the narrative of sustainability and renewal.
The tyres are arranged in rows and compacted with earth until they become solid, and to ensure uniformity, all tyres in each row are chosen to have the same depth.
The fill material used for the tyres is a mixture of recycled building rubble and earth sourced from an
excavated site, which allows for easy compaction.
For packing the walls constructed with tyres, cob, and ecobricks, materials were sourced through outreach efforts to local schools and individual donations. Additionally, glass bottles were obtained from a recycling firm.
Exterior walls are coated with an earthen plaster reinforced with cement to ensure ease of maintenance, whilst interior walls feature lime plaster.
BUILDING A BRIGHTER FUTURE
The costs of conventional construction are typically externalised, meaning a lot of the work is done off-site in terms of manufacturing materials such as bricks and cement.
• Walls and insulation – Plastic bottles can be filled with sand or other materials to create dense, insulated walls. These bottles are typically stacked and plastered over to form stable walls that provide insulation against heat and sound.
• Benefits – Using plastic bottles helps reduce waste and offers a costeffective building solution. Bottles can be sourced cheaply or even for free from local communities, thereby promoting recycling.
• Design flexibility – Structures made from plastic bottles can be designed in various sizes and shapes, allowing for creativity and customisation in architectural design.
TYRE CONSTRUCTION:
• Rammed earth technique – Used tyres are often filled with soil and stacked to create walls. This method, sometimes referred to as ‘tyre building’, provides substantial thermal mass, which helps regulate indoor temperatures.
• Strength and durability – Tyres are incredibly durable and can withstand harsh conditions. When compacted and covered with stucco or earth, tyre walls can last for many years.
• Environmental impact – Utilising old tyres helps mitigate the environmental issues associated with tyre disposal, reducing landfill waste and pollution.
Both methods emphasise local involvement and eco-friendliness, offering workshops and volunteer opportunities that allow community members to learn and participate in the building process.
This approach not only fosters skill development but also builds a sense of ownership and connection to the created spaces.
This process does not directly benefit local communities, as factories are often not near the building site.
In contrast, sustainable building requires a far greater proportion of the work to be carried out on-site. As tyre building requires a lot of physical work, more local people are employed for the duration of the project, learning new skills. Furthermore, the money goes where it is really needed – to the community.
Many sustainable materials can be sourced locally, minimising financial and environmental costs. They
enhance comfort with natural thermal efficiency and, when combined with passive solar design, help to regulate indoor temperatures yearround by generating a significant portion of their own energy through smart material use.
Historically, the construction industry has been a major energy consumer and greenhouse gas (GHG) emitter, with cement production the third largest global source of anthropogenic carbon emissions following fossil fuels and land-use changes.
Utilising a hybrid of natural and recycled building materials and sustainable techniques can thereby reduce GHG emissions and foster vital infrastructure that benefits communities.
As a result, sustainable buildings have a lower carbon footprint not only during construction but also throughout their lifespan. By nature, they create a more positive social impact as they do not depend on materials with high embodied energy, thereby contributing to local job creation.
The Goal50 Edu Hub building, along with others like it, will serve as a showcase for innovation and eco-friendly construction practices, proving that sustainability and community development go hand-in-hand, fostering a legacy of positive change for future generations.
Through such visionary projects, Natural Building Collective is not merely constructing buildings; it is laying the foundations for change, transformation, and uplifting communities, one brick at a time.
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LOCAL KNOWLEDGE, GLOBAL STANDARDS
Skilfully combining deep local expertise with international best practice, Corica Mining Services is helping to define the next chapter of mining in Africa. We speak to Managing Director, Abdoulaye Diallo, and Chief Business Development and Technical Officer, Sam Myers, about the company’s journey and its integrated approach to contract mining
Writer: Ed Budds | Project Manager: Thomas Arnold
Within the vast African mining sector, Corica Mining Services (Corica) is an African-owned mining services company that began life in 2002 as SFTP, moving its first tonne of African soil that same year.
“Looking back on such a humble beginning for the company, at that time our fleet comprised a single excavator and truck. However, within a few years we had won our first major open-pit mining contract, and we have not looked back since,” introduces Abdoulaye Diallo, Managing Director.
As the business matured and its scope expanded, SFTP rebranded
to Corica in 2021. The new identity was chosen to reflect an Africanowned company with a clear sense of purpose and a strong connection to the communities around its mine sites.
“Corica represents the heart of Africa, and our way of contract mining is about more than machines – it’s about bringing people together. Nothing is impossible when people come together to deliver,” he notes.
Today, the business has evolved into a full-service mining services company, meeting the requirements of some of the sector’s largest players with an ever-expanding team of more than 4,000 employees.
“We are with you for the long haul, from the moment you start exploration through to the moment the last tonne of ore is processed and the land is returned to its natural state.”
Corica prefers a collaborative approach that puts long-term client relationships first. The team works closely with each partner to understand the resource, context, and priorities, then helps shape a strategy and operating model that best fits those needs.
With this shared plan in place, Corica brings its people, expertise, equipment, standards, and the local community together to help extract the most value for all stakeholders.
For over 20 years, Diallo has used his clear vision and leadership as a source of inspiration for his whole team, guiding Corica into the successful mining services company it is today.
ONE PARTNER, ONE INTEGRATED MINING SOLUTION
Corica encompasses three core divisions – mining services, underground, and SFTP Civils, supported by an integrated logistics and supply chain arm.
The company’s mining services strand involves extensive open-pit
“CORICA REPRESENTS THE HEART OF AFRICA, AND OUR WAY OF CONTRACT MINING IS ABOUT MORE THAN MACHINES – IT’S ABOUT BRINGING PEOPLE TOGETHER”
– ABDOULAYE DIALLO, MANAGING DIRECTOR, CORICA
solutions, including exploration, grade control and production drilling, production blasting, load and haul, and plant ore feed services, all of which support operational excellence and responsible resource management.
Its underground division delivers comprehensive underground mining solutions, providing specialised machinery and a skilled hybrid workforce of local and expatriate staff to ensure safe and efficient operations tailored to specific project needs.
“Elsewhere, our civil engineering and construction division provides a wide range of services, including bulk earthworks, site preparation, road and bridge construction and maintenance, major concrete works, rail construction, dams, pipelines, and the supply of quarry materials,” Diallo explains.
This part of the business caters to the mining industry as well as to oil and gas, government infrastructure, and building and manufacturing clients.
Alongside the three main operating divisions, Corica has also built a strong logistics and supply chain capability, which has been instrumental in supporting its projects across the continent.
“Our integrated procurement and logistics teams operate very much like an extension to our in-house supply chain for our clients, which is critical in Africa where availability, lead times, and service can make or break a plan,” says Sam Myers, Chief Business Development and Technical Officer.
“Our partners increasingly need integrated solutions, not isolated work packages. Our projects can run from initial bulk earthworks and
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“WE ARE WITH YOU FOR THE LONG HAUL, FROM THE MOMENT YOU START EXPLORATION THROUGH TO THE MOMENT THE LAST TONNE OF ORE IS PROCESSED AND THE LAND IS RETURNED TO ITS NATURAL STATE”
site preparation, through open-pit, and then into underground and mine closure and rehabilitation. Corica has the experience and capacity to support that full lifecycle, which reduces handover risk and keeps accountability with one team,” he adds.
WHY CHOOSE CORICA?
PROVEN EXPERTISE – With a long track record across multiple African jurisdictions, Corica brings solid, experience-based know-how to every project.
SAFETY LEADERSHIP – The company prioritises the safety of its workforce and the surrounding communities, working to ISO-certified international standards across all operations.
INTEGRATED SOLUTIONS –
From bulk civils and open-pit to underground and supply chain solutions, Corica designs integrated solutions that keep accountability with one team and help clients focus on their core business.
RESPONSIBLE PERFORMANCE
– A commitment to responsible mining practices supports environmental stewardship, strong community relationships, and a local-first approach that supports sustainable development for years to come.
“We deliver skilled personnel, foster strong local partnerships, and deploy an extensive fleet, all whilst adhering to international standards. Our tried and tested approach helps us deliver successful and sustainable mining operations across Africa,” Diallo outlines.
QUALITY, HEALTH, SAFETY, AND ENVIRONMENT LEADERSHIP
Corica’s operating model is underpinned by a triple-certified integrated management system (IMS) that has been validated by the British Standards Institution (BSI).
The group maintains certification to ISO 9001 for quality management, ISO 14001 for environmental management, and ISO 45001 for occupational health and safety management across its operations.
Together, these standards give clients confidence that Corica’s systems are aligned with global best practices and applied consistently from site to site.
“Our recent ISO certifications
reflect the backbone of how we work every day,” explains Diallo.
“For Corica, quality, health, safety, and environmental (QHSE) stewardship are not separate topics –they sit at the centre of every planning meeting, every prestart, and every decision we make on site.”
The Corica IMS brings QHSE requirements into a single framework built around the ‘Plan, Do, Check, Act’ cycle. Policies and objectives flow into structured planning tools, risk and opportunity registers, and clear safe work procedures such as job hazard analyses.
Performance is tracked through audits, inspections, and management reviews, with lessons learnt fed back into training and updated standards. Leadership visibility, worker participation, and systematic auditing are all core features of the system.
In practice, this means hazards are identified earlier, risks are managed in a more disciplined way, and issues are closed out instead of being carried over from shift to shift.
Our Activities
MANUFACTURING AND SELLING TERRACOTTA BUILDING MATERIALS (BRICKS, TILES, HOURDI, CLAUSTRA)
DESIGN, STUDY AND ENGINEERING (CIVIL AND MINING)
CIVIL ENGINEERING, METAL STRUCTURE AND BOILERMAKING
MAINTENANCE, SERVICES AND MISCELLANEOUS
CONSTRUCTION AND OPERATION OF AN INDUSTRIAL AGGREGATES QUARRY
It is available to intervene in Ivory Coast and throughout the sub-region, as well as in foreign countries if this is in accordance with its policy.
Founded in the 1990s in the Kayes region, a prime mining area in Mali, the D&SONS group comprises several subsidiaries, namely:
SFTP MINING, CORICA, and MINEKALE, the group’s three main subsidiaries, are organized around two key sectors:
• MINING
• CIVIL ENGINEERING
After several years in the mining and civil engineering sector, SFTP MINING, CORICA, and MINEKALE decided to diversify their activities by creating various subsidiaries, notably the creation of SOCITEC (Société lvoirienne de la Terre Cuite) in 2019 in Côte d’Ivoire, specifically in Sikensi. SOCITEC offers its expertise in turnkey solutions for all your industrial construction projects.
Corica’s ‘Nine Pillars of Safety’ programme reinforces this framework on the ground, empowering every employee to speak up, stop unsafe work, and contribute ideas for improvement.
“Major mining companies expect both local understanding and global standards,” adds Myers.
“The combination of a triplecertified IMS, strong field leadership, and engaged local teams gives our clients confidence that we can meet their governance and reporting expectations whilst still moving dirt and rock efficiently.”
GOING UNDERGROUND
Having identified the growing role of underground mining in Africa, Corica continues to service its current and future partners with flexible solutions in this field.
“In order to meet the challenge of the often harsh and complex environment of underground mining, we leverage world-class equipment and experienced personnel,” Diallo expands.
“Whilst our focus will continue to be on hiring African first, we understand that access to experienced local skills will not always be possible, and in these cases, we mobilise expert expatriate labour to manage, supervise, train, and operate as required,” he explains.
Corica knows that establishing an underground mining project on a solid foundation is critical.
“Our project start-up and portal construction services are designed to ensure operations begin strongly and safely. We know what great looks like, and we ensure our projects are established to deliver from day one.”
As such, the company handles everything from highwall ground support to infrastructure set-up and portal construction, with a clear focus on safety, efficiency, and long-term success.
“Underground is where our ‘Local Knowledge, Global Standards’ approach really comes into its own,” says Myers.
“We bring in targeted expertise where needed, then build local teams and systems around that so quality is trained into habit.”
TRUST AND ENGAGEMENT
One thing that has remained constant over the past two decades is Corica’s commitment to creating a better future for African communities.
Through its mantra of combining local knowledge and global standards, and as a business that is invested in uplifting the areas in which it works, the company understands the importance of respecting cultural differences and building trust with each community.
“We have developed a sensibility to help understand the differences in
“ANYONE CAN LEASE MACHINES, BUT WHAT REALLY DETERMINES SUCCESS IN AFRICA IS WHETHER YOU CAN PUT THE RIGHT PEOPLE, SYSTEMS, AND LOGISTICS AROUND THOSE MACHINES AND SUSTAIN THEM OVER YEARS OF OPERATION IN A TOUGH ENVIRONMENT”
– SAM MYERS, CHIEF BUSINESS DEVELOPMENT AND TECHNICAL OFFICER, CORICA MINING SERVICES
culture, tradition, and ways of doing things between different ethnic groups, which is particularly vital in West Africa, for example.
“Through continuous engagement, we bring everyone together,” Diallo affirms.
By prioritising local employment and offering upskilling and training, the company ensures that people are equipped with the skills needed to participate in the mining industry.
“Many may be completely new to the mining environment at first, so it is crucial that we quickly bring them up to global standards for safety and environmental awareness,” he explains.
When it comes to environmental impact, Corica holds itself to the same high standards as its clients.
“We conduct environmental assessments before any project and focus early on habitat restoration and reforestation. Wherever possible, we begin these initiatives whilst operations are ongoing, not just at the end of the lifecycle,” Diallo muses.
“Ultimately, we can only be successful on a long-term basis by embracing our roots and values and operating in a way that strengthens the communities around us.”
DOING MORE FOR AFRICA
Corica has developed a strong logistics and supply chain capability, which has been instrumental in navigating the challenges that come with building a mining industry in West Africa.
“Dating back to the early 2000s,
we have helped pioneer what has been done in this part of the world in an often-challenging environment,” Diallo recalls.
“The majority of our success on site starts with the people involved. It is never easy to find people in senior leadership positions who understand the job, scope of work, urgency, clients, and the relationships that need to be nurtured to develop the business,” he adds.
With a strong focus on regional HR support systems, Corica prioritises the hiring of local people from surrounding communities before integrating them into its operations.
“We ensure that young people are at the core of what we do, whilst also employing through the generations where needed.”
There is an equally strong focus on investing back into communities, as Corica strives to do more for Africa and its people, not just for individual projects.
“For me, responsible mining is first and foremost about bringing people together and creating value for both the local area and our stakeholders. We see ourselves as a bridge between our clients and the local community,” Diallo asserts.
“The bonds we build between our partners, people, and communities enable us to bring everyone together and take on both the operational and social licensing risks of our projects,” he emphasises
“Anyone can lease machines, but what really determines success in Africa is whether you can put the right people, systems, and logistics around those machines and sustain them over years of operation in a tough environment,” adds Myers.
EXPANSION ACROSS THE CONTINENT
As a company that is always looking to capitalise on new opportunities, improve how it manages its client base, and maintain strong
relationships, Corica has expanded its geographic footprint across West Africa to include flagship projects in Mali, Burkina Faso, Guinea, Côte d’Ivoire, and Senegal.
In recent years, the company has also turned its attention south, securing its first project in Namibia.
“During the last 18 months, we have successfully expanded our business into Namibia, representing a proud milestone for the company as part of our overarching growth strategy,” Diallo says.
“With a foot in the door, our focus now is on sustainable execution. There are a lot of opportunities for us to continue developing our business and supporting our partners, and considered expansion beyond the borders of West Africa makes a lot of sense,” he reflects.
Despite encountering significant challenges in both Mali and Burkina Faso, which have led to a dip in
international investment in recent years, Corica continues to pursue opportunities there and in bordering countries, ensuring alignment with local content requirements and longterm partnerships.
Many of Corica’s direct competitors are reluctant to operate in Mali and Burkina Faso, and this presents Corica with both a responsibility and an opportunity, both of which the company intends to capitalise on.
“We have a strong track record of delivering for blue-chip mining companies from around the world, but we are also prepared to work with governments and private enterprises where we are confident we can operate safely and responsibly,” Diallo notes.
“The expansion into Namibia is not about growth for its own sake,” Myers adds.
“It is about applying our local knowledge and global standards
in new jurisdictions, with the same discipline on safety, productivity, and community inclusiveness. We are very selective about when it comes to potential projects and clients and focus only on those opportunities we believe we can genuinely add value,” he concludes.
Looking ahead, Corica plans to support growth in Southern Africa with capabilities and cashflow generated in the region, creating a more balanced platform for organic expansion across the continent.
info@corica.com corica.com
HAVING A BLAST
Diego Vallim, Vice President of Europe, the Middle East, and Central Asia, and Laurence Goodacre, Vice President of Africa, update us on Orica’s recent activities in Europe, the Middle East, and Africa (EMEA), including its expanded digital portfolio, newly launched lead-free electronic detonators, and ambitious environmental targets Writer: Jack Salter | Project Manager: Cameron Lawrence
There has been continuous growth in the mining industry in EMEA since we last spoke to Orica at the beginning of this year.
Europe has witnessed significant development in 2025 in terms of mining infrastructure and an increase in operations across the continent.
The industry has also progressed particularly well in Africa, especially compared to other parts of the world, with the region quickly finding its feet
when it comes to regulation changes and local content.
Orica has remained unwaveringly committed to excellence in the burgeoning EMEA mining sector throughout 2025.
“We have a massive footprint across EMEA, from the Northern Hemisphere to the Southern Hemisphere, so geographically it’s one of the most challenging regions we have within the business. We’ve seen continuous
growth in EMEA over the last 12 months, and I don’t see that backing off,” notes Laurence Goodacre, Vice President of Africa.
There is also strong demand in EMEA for core blasting activities and supplying mining and construction companies with explosives and blasting systems.
“EMEA is very diverse; you have different environments across the whole region. We’re seeing strong
demand in many countries, so it’s been a great year for Orica in 2025,” outlines Diego Vallim, Vice President of Europe, the Middle East, and Central Asia.
ORICA DIGITAL SOLUTIONS
Since our previous interview in January 2025, the company has experienced increasing interest in its Orica Digital Solutions business. Orica Digital Solutions seamlessly connects customers’ physical and
digital worlds so they can readily understand and optimise their operations at every step of the value chain, from exploration to processing.
Whether operating individually, or as a whole, its solutions ensure the right intelligence at the right time for better decisions and more predictable outcomes.
With a complete, timely, and accurate picture, customers can adapt their operations to improve safety, be more productive, use less energy, produce fewer emissions, reduce environmental impacts, and lower costs.
Orica Digital Solutions’ products and technologies span Orebody Intelligence, Blast Design and Execution, Geosolutions, and Mine Simulation and Optimisation.
“Our digital portfolio is designed
“OUR DIGITAL PORTFOLIO IS DESIGNED TO OPTIMISE THE ENTIRE PROCESS FLOW OF MINING AND INFRASTRUCTURE OPERATIONS”
– LAURENCE GOODACRE, VICE PRESIDENT OF AFRICA, ORICA
to optimise the entire process flow of mining and infrastructure operations,” Goodacre tells us.
Its advanced Blast Design and Execution solutions, in particular, provide end-to-end benchmarks and insights at every stage of the blasting process.
Deployed together or individually, these ensure greater precision and predictability for underground mining, quarrying, and construction.
BlastIQ™, for example, is Orica Digital Solutions’ industry-leading, cloud-native Blast Design and Execution platform, which is ISO 27001-certified and provides effective storage, management, sharing, and referencing of all blast-related information.
This helps blasting professionals to improve blast designs, achieve better quality blasts, and reduce costs.
Design, drilling, loading, and
initiating documents can be viewed in one central location, making it easy to access blast design history and key performance indicators, enabling the continuous improvement of blasting outcomes.
“BlastIQ provides real-time data and digitalises how we use that data and the analytics behind it,” explains Goodacre.
This leads into SHOTPlus™, advanced blast design and modelling software for complex blasts.
SHOTPlus™ enables users to design, visualise, and analyse blast initiation sequences across surface and underground mining, quarrying, and construction applications.
As such, it provides the support and tools needed to improve productivity, safety, and environmental performance.
“SHOTPlus™ allows for specific blast design outcomes and results through advanced blasting software,” Goodacre states.
Another of Orica Digital Solutions’ Blast Design and Execution solutions is its industry-first OREPro™ 3D and OREPro™ 3D Predict, which optimises ore control in 3D and predicts blast results before they happen.
Using readily available input data, including the post-blast topography, Blast Design, and in-situ block model, OREPro™ 3D’s sophisticated algorithms replicate movement dynamics throughout the entire blast and calculate SmartVectors™ that accurately transform the in-situ grade control into a post-blast model.
HOW IMPORTANT ARE ORICA’S PEOPLE TO YOUR SUCCESS?
Laurence Goodacre, Vice President of Africa:
“Our people are our most valued asset. Reinvestment back into our staff is one of the most important things not only for me as an individual, but also Orica as an organisation.
“Graduate programmes are also really important for us, and historically, a lot of senior people at Orica have come from them. We develop a lot of industry experts, and that’s something we’re really proud from a training development perspective.”
Diego Vallim, Vice President of Europe, Middle East, and Central Asia:
“This is a great question because there’s nothing we can do without having good people at the forefront of new technologies.
“We consider our people as our greatest asset and continually invest in developing our talent and culture of innovation, which helps us to be always in the avant-garde of the industry.
“By investing in our people, we also help to develop the whole industry. One of the things we do to improve expertise across the whole industry is our Safe and Efficient Blasting Course, where Orica professionals from different parts of the world come together and train industry experts from around the world in different matters.
“This course is something we’re very proud of. It’s important because it’s a way to not only develop our own people, but also develop the whole industry in how to have more efficient, safer, and environmentally friendly blasting.
“We have performed several courses across the EMEA region recently, and we’ll have more in the future.”
“OREPro™ 3D is a software that helps customers to improve recovery through predictive modelling,” Vallim informs us.
“It’s a tool that’s been available for a while now, and it’s been very successful. Customers really appreciate this technology, especially medium-sized and large mining companies, and the way it helps them to improve recovery, which is of course extremely important.
“Through modelling, you can predict what will happen with your blasting process. This, of course, saves a lot of time and improves the overall efficiency of the mine.”
GEOSOLUTIONS EXPANSION
Alongside its Blast Design and Execution products and technologies, Orica recently expanded its Orica Digital Solutions portfolio to include Geosolutions.
The company’s measurement and monitoring tools offer mining and civil operators the certainty and confidence to make critical decisions.
Combining state-of-the-art technologies and software, Orica Digital Solutions’ Geosolutions assure customers of precise and reliable information to help them better manage risk, optimise production, and keep people, communities, and cultural heritage safe.
“We have expanded our Orica Digital Solutions portfolio to include Geotechnical and Geospatial monitoring systems,” Vallim says.
“When you work with Orica Digital Solutions’ Geosolutions, you’re partnering with people who know mining first-hand. Our technology is backed by trusted names like GroundProbe, 3vGeomatics, Syscom, Measurand, NavStar, and RST Instruments, but it’s our on-site experience that makes the difference.”
The company builds systems that are tough, accurate, and ready for the realities of mining life and civil infrastructure.
More importantly, it pairs this hardware with smart software and on-the-ground support. From highprecision radar to practical data interpretation, Orica helps customers understand what the numbers mean and what to do next.
Geosolutions offers real-time geohazards and geotechnical analysis and insights, including a multidimensional geotechnical and geospatial view of mining and infrastructure operations, allowing for unparalleled confidence in risk assessment and decision-making.
“These solutions and technologies are available for our customers in the EMEA region. We see a lot of synergies, not only with their mining projects, but also as a way to help some of their environmental, social, and governance (ESG) ambitions.
“It’s important to highlight as it’s
part of our extended portfolio and provides value to our customers,” Vallim adds.
Orica Digital Solutions’ comprehensive monitoring technology platform, meanwhile, is used to measure movement in airports, bridges, water and tailings dams, mines, and tunnels.
“Some of our technologies help with monitoring vibrations, which improves our relationships with communities,” Vallim highlights.
Through Orica Digital Solutions’ Geosolutions predictive technologies and software solutions, customers are also able to monitor and detect wall movement, understand when it becomes a problem, and determine when a collapse is likely to occur.
Its reactive technologies detect, track, and alarm on moving geohazards, warning customers and
communities of a breach or collapse.
Another benefit of Orica Digital Solutions’ Geosolutions is they enable customers to significantly improve the efficiency and quality control of tunnel constructions and development drives.
Through precise, real-time tracking, users can make calculated decisions to increase efficiency, save time and money, and reduce reworks.
ELECTRONIC BLASTING SYSTEMS ANNIVERSARY
This year, Orica has celebrated 25 years of Electronic Blasting Systems (EBS) since the launch of the company’s first i-kon™ system in 2000.
It marks a quarter of a century of innovation, reliability, and customerdriven advancement in blasting technology for the company.
One-stop shop for renewable energy equipment, domestic and cross border haulage, construction and more.
About A&B Replacement Parts Company
A&B is a multifaceted company specializing in Domestic and cross-border haulage services, supply of renewable energy generating equipment such as solar, construction services, and direct importers and distributors of electrical cables, tubes, valves, tees, and bends.
Our Legacy and Growth Story
A & B Replacement Parts Limited was established as a wholly Zambian company, since its inception in 1999 and is duly registered with the registrar of companies and the Zambia Revenue Authority.
The company has a work force of 14 staff with its Head office situated at No.10, Chibote Avenue, Parklands, and Kitwe. The company comprises of four (4) sections
whose operations are domestic and cross border haulage, energy generating equipment and construction.
Our Mission
Our Mission at A&B Replacement Parts is to become Zambia’s top leading and internationally recognized direct importers and distributors of all Electrical Cables, Electrical Test equipment, Industrial electrical Heavy Duty Equipment, Low and High Voltage Switchgear products, HDPE pipes Stainless Steel Pipes, tubes, pumps/ Valves, Tees and Civil works/General Contracting and Transportation for all cross border Haulage of various Cargo in the SADC & COMESA Regions.
A&B Replacement Parts Limited is dedicated to building long-term relationships with its customers through quality of service, customer support, and after-sales services.
Our Services
Mining Logistics
Our mining logistics, procurement and supply office is situated at No. 10, Chibote Avenue, Parklands in Kitwe. Under this section, we supply to various mining companies, generation and transmission industries, mining electrical (low and high voltage switchgear products and all types of power cables).
Renewable Energy Generating Equipment
We pride ourselves in supplying a broad spectrum of high-quality, cutting-edge solar products, ensuring you have access to the best the industry offers.
Experience superior solar inverters, solar panels, and solar power systems, that deliver reliable performance and durability all at a cost-effective price.
Haulage Services
Haulage services provided by A&B Parts Replacement guarantee efficient and reliable transportation solutions for various goods, meeting diverse customer needs in logistics. We have in the recent past diversified to domestic and cross-border transportation of various goods to countries in the SADC and COMESA regions.
Construction
The construction section of our business undertakes projects with a focus on quality materials and expert craftsmanship, delivering exceptional results in every endeavor. We are a registered company with the National Construction Council of Zambia undertaking rehabilitation and construction jobs in the country’s public and mining sectors.
With over 200 million units deployed globally, supporting operations in Surface and Underground Mining, Tunnelling, Quarrying, and Construction, i-kon™ led the way in defining what a globally standardised EBS could be and set the benchmark for modern systems.
i-kon™ was launched at a time when the industry was dominated by non-electric and electric systems, both of which had limitations in terms of testability, timing accuracy, and scalability.
Since launching i-kon™ 25 years ago, Orica has remained at the forefront of Electronic Initiation, transforming the way the mining industry approaches safety, precision, and productivity.
It has also revolutionised the way blasting is conducted – introducing programmable timing, full testability, and now, the world’s first truly wireless initiating system, WebGen™ 100.
This groundbreaking technology communicates through rock, air, and water to initiate blasts, eliminates
the need for downlines and surface connecting wires, and significantly enhances safety by removing people from hazardous areas.
A few years after, Orica launched WebGen™ 200, which uses lowfrequency magnetic waves to communicate with each primer, ensuring precise and controlled blasting operations.
By eliminating the constraints of traditional wired initiation, WebGen™ 200 transforms mine planning by enabling more flexible, efficient, and precise blast designs, reducing risk exposure, and driving productivity gains.
“WebGen™ 200 is a really exciting product that’s been in the market for a little but continues to unlock. value for customers, not just in surface mining but also underground; it’s changing the way we mine,” Goodacre highlights.
“We can now look at how we extract ore differently because of wireless technology, which is one of the most exciting products from an underground perspective and a whole different way of thinking.”
Having been implemented at over 75 sites across six continents and 13 countries, WebGen™ has seen significant usage throughout various regions, including EMEA.
“We have seen a lot of interest in WebGen™ 200 from many different types of industries here in EMEA,” confirms Vallim.
In March 2025, the technology reached a major milestone, achieving
Leading Supplier of Material Handling Equipment
HALCYON MH LIMITED
Established in October 2010, Halcyon MH Limited has earned a solid reputation as Ghana’s most proactive and efficient material handling equipment company. As the direct dealer for Linde Material Handling GmbH and MAGNI Telescopic Handlers, Halcyon provides world-class lifting and handling solutions that combine innovation, safety and performance.
At Halcyon, we go beyond being an equipment supplier. We are a complete material handling solutions partner with an aim of helping businesses move smarter, safer, and more efficiently by delivering premium equipment and unmatched technical support. Whether for warehouses, factories, logistics hubs, ports, or construction sites, our solutions are designed to improve operational efficiency and reduce downtime.
With a fleet of over 200 lift trucks in Ghana, Halcyon MH Limited has one of the largest and most reliable rental and sales inventories in the country. This capacity allows us to meet the diverse needs of clients across industries ensuring quick availability, dependable performance, and minimal downtime, no matter the project size or location.
Our strategic partnerships set us apart. Through our direct dealership with Linde Material Handling and MAGNI Telescopic Handlers, we bring customers the latest in global engineering excellence equipment renowned for reliability, performance, and ergonomics. We also partner with TVH Belgium, Europe’s largest and most cost-efficient spare parts supplier, ensuring that our clients have access to genuine parts, rapid maintenance and responsive after-sales service.
These collaborations give us the global backing and technical edge needed to meet every material handling challenge.
Halcyon MH Limited offers a comprehensive range of products and services tailored to suit diverse industrial applications. Our offerings include:
1. Forklift Rental and Sales: A wide range of electric, diesel, and LPG forklifts for every operational demand.
2. Telehandlers and Reach Equipment: Versatile lifting solutions for production, construction, and industrial operations.
3. Pallet Trucks and Stackers: Durable, high-performance solutions for warehouses and logistics centers.
4. Scissor Lifts and Access Platforms: Safe and efficient elevation for maintenance, installation, and construction projects.
5. Maintenance and After-Sales Support: Skilled technicians providing timely servicing, repairs, and genuine spare parts to ensure maximum uptime.
At Halcyon, we view every customer as a partner in progress. We take time to understand each client’s
unique operational environment and recommend tailored solutions whether through short-term rentals, long-term leases, or outright purchases. Our flexible terms, responsive service, and dedicated technical support ensure clients receive maximum value, safety and reliability at every stage.
Our excellence in service delivery has earned us the trust of leading local and international companies. Among our key partnerships is our strategic relationship with Orica, a global leader in industrial and mining solutions. Through this collaboration, Halcyon supports Orica’s operations with specialized equipment and expert technical assistance ensuring safety, precision, and efficiency in every task.
Over the years, Halcyon MH Limited has remained committed to efficiency, reliability, and customer satisfaction. With a focus on continuous improvement and innovation, we continue to set the benchmark for material handling excellence in Ghana and across West Africa.
For equipment that lifts performance, safety and productivity, trust Halcyon MH Limited, your reliable partner in material handling solutions.
10,000 blasts globally and firing 200,000 WebGen™ 200 primers.
This reflects its rapid widespread adoption and success in the mining industry, enabling customers to implement new mining methods and achieve real-world benefits.
Orica’s i-kon™ III and WebGen™ 200 systems therefore build on the company’s legacy of precision and safety, offering advanced digital integration, improved deployment efficiency, and enhanced environmental performance.
LEAD-FREE ELECTRONIC DETONATORS
The evolution from i-kon™ III and WebGen™ 200 continues with the recent launch of EBS Neo, Orica’s new range of fully lead-free electronic detonators.
EBS Neo products are designed for enhanced safety and sustainability, eliminating lead from both production and blasting emissions.
“This is a journey that started many years ago; we needed to develop different alternatives to eliminate lead from the whole production chain, and we are now seeing increasing adoption of lead-free detonators,” affirms Vallim.
The EBS Neo range utilises non-primary explosives detonator technology for the safe and reliable initiation of explosives in challenging conditions.
This next generation of EBS includes i-kon™ III Neo – engineered for large, complex surface and underground blasting; uni tronic™ 600 Neo – tailored for civil tunnelling and mine development; and eDev™ II Neo – optimised for small to medium-sized surface and construction blasting.
These systems build on Orica’s legacy of precision and safety, offering advanced digital integration, improved deployment efficiency, and enhanced environmental performance.
Orica does not use lead or lead
compounds in the manufacturing of its EBS Neo detonators and takes steps to seek assurances from its suppliers in this regard.
“We tested different materials and came up with a configuration that doesn’t require any lead at all, so it’s very aligned with our ambitions to have a more sustainable portfolio of products,” Vallim acclaims.
“EBS Neo is definitely a gamechanger. By removing lead from the entire lifecycle, it helps customers with their ESG,” echoes Goodacre.
“When we talk about removing lead from detonators, this is the final evolution of the EBS product range. It’s a lot safer from an ESG perspective and helps with regulatory compliance.”
Crucially, the EBS Neo range complies with the requirements of the EU’s Restriction of Hazardous
Substances (RoHS) Directive, which aims to prevent the risks posed to human health and the environment related to the management of electrical and electronic equipment (EEE).
The directive promotes the recyclability of EEE, since its components now contain fewer hazardous substances and more recycling opportunities.
At the same time, it ensures a level playing field for manufacturers and importers of EEE in the European market.
In April 2026, a specific exemption related to the use of certain lead and hexavalent chromium compounds in electric and electronic initiators of explosives for civil (professional) use expires, however EBS Neo complies with the RoHS Directive beyond this deadline.
A Proven Partnership
R&R Murphy has evolved from a contract manufacturing vendor into a full-service excellence partner, collaborating daily with Orica’s engineering, asset management, and new technology teams. This partnership supports the complete asset life cycle of Orica’s underground process units — from design and manufacture to fulfilment and field support — across Australia, the Pacific, and Asia, with additional capability for North American and European projects. The company’s expertise includes the manufacture of vehicle-mounted industrial process units for Orica’s hard rock blasting services, ensuring consistent production throughput and quality across all operating regions. R&R Murphy also delivers fitment, retrofitting, and commissioning of underground delivery systems onto carriers such as Normet, Maclean, Mercedes Benz, Getman, and Epiroc.
Beyond manufacturing, R&R Murphy provides end-to-end logistics and warehousing, managing critical spares, pre-commissioned emulsion units, and a dedicated spare parts store for consumables and replacement components. These assets are maintained and ready for rapid deployment to Orica customer sites in 21 countries.
Continuous improvement underpins the company’s approach — from refinements to the MaxiPump™ for more reliable
For over 20 years, R&R Murphy Pty Ltd has proudly partnered with Orica to design, manufacture, and support vehicle-mounted industrial process units for the global mining and quarry industries. From developing new emulsion charging technologies to supporting these solutions throughout their life cycle, R&R Murphy has built a reputation for precision, reliability, and Australian-made excellence.
emulsion pumping, to advancements in MaxiLoader™ and MaxiCharger™ designs that have reduced production time and cost while increasing field durability.
R&R Murphy also plays a vital role in prototyping and compliance testing for Orica’s 4D™ advanced blasting solutions, integrating digital technology, hydraulics, and mechatronics to maximise safety and efficiency in the field.
New Milestone: BM Pro Production and Facility Expansion
In its latest milestone, R&R Murphy has commenced manufacture and supply of Orica’s BM Pro quarry truck, marking a new chapter in Australian manufacturing and innovation. The BM Pro project reflects the strength of the long-standing partnership between the two companies and highlights R&R Murphy’s ability to deliver complex, high-value industrial solutions to global standards.
To support this next phase of growth,
R&R Murphy is expanding its operations with the development of a world-class manufacturing facility — doubling its footprint to over 7,000 m². This major investment increases production capacity and efficiency while reinforcing the company’s commitment to Australian manufacturing and continuous improvement.
From concept to completion, R&R Murphy continues to set the benchmark for quality, capability, and innovation in industrial manufacturing — proudly supporting Orica’s mission to deliver safe, reliable, and sustainable solutions to the global mining and quarrying sectors.
“Whenever we talk about new technologies, we put a lot of emphasis on performance and safety, but for some products, compliance is very important. There is legislation in Europe that will change in 2026, and EBS Neo is fully compliant with this, so we are well-positioned to supply the market with the full range of lead-free detonators next year,” emphasises Vallim.
“There are lot of European standards coming into play, so being one of the first from the industry to have a full end-to-end solution to remove lead from the process is exciting. It’s leading us towards safer and more sustainable blasting solutions across the board,” Goodacre elaborates.
From i-kon™ to WebGen™, and now the EBS Neo range, Orica continues to redefine what’s possible in blasting
“WHEN YOU WORK WITH ORICA DIGITAL SOLUTIONS’ GEOSOLUTIONS, YOU’RE PARTNERING WITH PEOPLE WHO KNOW MINING FIRST-HAND”
– DIEGO VALLIM, VICE PRESIDENT OF EUROPE, THE MIDDLE EAST, AND CENTRAL ASIA, ORICA
– driven by innovation, inspired by people, and focused on the future.
UTILISING WASTE OIL
Along with EBS Neo, Orica continues to lower environmental footprints through blasting solutions such as Cyclo™, which optimises mine site fuel through circularity.
This automated processing system enables used oil from heavy machinery to be recycled directly on-site and transformed into raw materials.
The proven technology offers efficient processing and quality output that matches the standard required for manufacturing emulsion explosives.
Cyclo™ is designed to support remote operations where Orica’s sitebased emulsion plants are available.
It can process up to 1,000 litres of used oil per hour and enable significant reductions in the cost and consumption of fuel for explosives.
As well as this, Cyclo™ removes the need for off-site disposal and
COMMUNITY ENGAGEMENT AND COLLABORATION
Orica values the strong and collaborative partnerships it has with host communities.
The company works closely with, and contributes to, the communities it works in.
Over the last 12 months, it has seen a stronger focus from developing countries wanting companies like Orica to be more involved in community engagement.
“How we transfer local knowledge and technology for these developing countries is really important,” Goodacre outlines.
truck movements through local communities and ensures finished product quality is maintained to the standard required for bulk emulsion manufacturing.
“Waste oil is a big by-product in mining operations, so Orica created Cyclo™ to utilise waste oil instead of fuels,” Goodacre expands.
“It utilises waste oil on the mine site, so it doesn’t have to be exported, disposed of, and treated elsewhere.
“Cyclo™ is really important for trying to be renewable and consuming everything on-site. Waste oil is a big part of that process for our customers, so it has a big impact in terms of boosting ESG,” he acknowledges.
INVESTMENT IN RAW MATERIALS
Since we last spoke to Orica, the
company has remained committed to securing the supply of critical raw materials for the mining industry.
It consistently invests in developing new raw materials and sources of supply to not only improve safety and compliance, but also to have a more flexible supply chain.
“The supply chain has been very challenging in the last few years, not only in the mining sector but across almost all industries,” Vallim reflects.
The company has continued to strengthen its supply chain to ensure it has security of supply.
“Sourcing raw materials is critical for us. Our manufacturing and sourcing footprint gives our customers confidence that we’re able to manage different situations,” Goodacre enlightens.
“We can manage an entire portfolio from a global perspective, not just
one source of supply. The biggest thing Orica is focused on is security supply from multiple sources, not just internally but externally as well.”
Orica also invests in its facilities, such as the company’s main manufacturing plant in Gyttorp, Sweden, which now produces the EBS Neo range of lead-free detonators.
In February this year, Orica additionally invested to expand its global footprint with the acquisition of Cyanco, a US-based leader in the manufacture and distribution of sodium cyanide.
Primarily serving the gold mining industries in the US, Canada, Mexico, Latin America, and Africa, Cyanco
complements Orica’s established mining chemicals business.
“We’ve made some specific investments to expand our strong global footprint, and one of them was the acquisition of Cyanco in the US,” reveals Vallim.
“Partnering with other companies and performing some acquisitions to improve our global footprint is a very important part of our investment.”
SUSTAINABILITY AMBITIONS
In May, Orica established its commitment to 100 percent renewable electricity by 2040, with an interim goal of 60 percent by 2030.
These targets are in support of the company’s ambition to achieve net zero emissions by 2050.
“It’s not just pie in the sky – it’s a sustainable approach with initiatives put in place, and we’re ticking them off from a global framework perspective,” Goodacre sets out.
“We’re on track with these targets and ambitions,” assures Vallim. “In Europe, we recently performed the first blast with low-carbon technical ammonium nitrate (TAN).”
Indeed, Orica successfully partnered with Fertiberia in June 2024 at the Canteras de Santullán quarry in Spain.
This marked a milestone in reducing
the carbon footprint of blasting and mining operations, providing a more sustainable solution compared to conventional TAN.
The blast signified a further step towards the decarbonisation of mining and the first industrial-scale use of a sustainable, low-carbon explosive product.
“It’s another example that enforces our sustainability programme, which is aligned to our ambition of net zero by 2050,” Vallim prides.
DELIVERING GREAT VALUE
One of Orica’s main targets for 2026 is to continue advancing its net zero ambitions and supporting
customers in EMEA with their own ESG ambitions.
“We’re focused on helping customers meet their sustainability goals, specifically around reducing greenhouse gas emissions and supporting the energy transition that everyone’s going through at the moment in the future,” Goodacre shares.
Another of the company’s key priorities next year is to keep accelerating the adoption of the new technologies and solutions in its portfolio.
“We see a lot of value in customers adopting these new technologies because it improves their performance and supports
sustainability and the energy transition,” Vallim urges.
“It comes back to continuing to deliver great value for our customers and the communities we operate in,” Goodacre concludes.
Tel: +351 21 357 1311
Tel: +27 (0)10 596 3101
Corporate.affairs@orica.com www.orica.com
A CULTURE OF COLLABORATION
Teichmann Group is a diversified mining and construction organisation operating across Africa with a strong focus on delivering turnkey, fit-for-purpose solutions in remote and often challenging environments.
“Our business model aligns management’s interests with the group’s, fostering a culture of shared growth and accountability,” introduces Gary Teichmann, Executive Chairman.
Each business unit is led by a Managing Director who has the opportunity to earn equity in the entity they oversee.
This ensures strong alignment and ownership, giving every Managing Director a vested interest in sustainable performance and driving a focus on operational efficiency, long-term development, and profitability.
“Collaboration is at the heart of our model. Operating across multiple countries and highly remote regions, we place a strong emphasis on leveraging collective expertise, local knowledge, and shared resources. By partnering closely across entities, we deliver integrated solutions that enhance efficiency, strengthen performance, and ultimately support sustainable profitability,” Teichmann explains.
We speak to Gary Teichmann, Executive Chairman, about Teichmann Group’s innovative business model, key achievements over the past three decades, and ambitious plans for the future
Writer: Rachel Carr
Project
Manager: Thomas Arnold
Celebrating three decades in the mining and construction industry is a significant milestone for Teichmann Group, a journey marked by remarkable transformation and growth since its inception.
Over the years, the group has navigated numerous changes, adapting to the evolving sector landscape whilst maintaining its commitment to excellence and innovation.
“Over the past three decades, we’ve expanded our footprint across Africa and established a strong reputation for delivering complex mining, civil engineering, and infrastructure projects,” prides Teichmann.
“To mark the anniversary, we hosted two significant celebrations with a staff celebration at Wild Coast Sun to honour our people –the backbone of our success – and a client and supplier event at The Capital Zimbali Resort, recognising the partners who have walked this journey with us. These events paid tribute to our history, our relationships, and the culture that has defined Teichmann Group for 30 years.”
Reflecting on this rich history and the relationships that have fuelled growth, Teichmann remains dedicated to advancing the group’s mission by actively acquiring and developing assets whilst optimising its diverse service offerings.
“We aim to acquire and develop our own assets and leverage our services businesses – T3 Drilling, Teichmann
Structures, Teichmann Construction & Mining (CC&M), and T3 Projects – to deliver the services required to realise our objectives,” he impassions.
This commitment to acquiring and developing assets not only underscores the group’s strategic vision but also complements its focus on succession planning, ensuring the leadership is in place to execute Teichmann’s objectives effectively.
“One of our biggest priorities is succession planning. We have already initiated development programmes designed to ensure strong leadership depth and operational continuity. By July 2026, we expect to be in an excellent position with a wellstructured succession pipeline and strengthened organisational capability,” Teichmann concludes emphatically.
TEICHMANN GROUP’S MANAGING DIRECTORS
CC&M – Ken Gibbs
TEICHMANN STRUCTURES –Dave Thurlow
T3 PROJECTS – Richard van den Berg
T3 DRILLING – Paul Roux
AML – James Knowles
MASHAMBA – Brendan Greene
CONSTRUCTION AND MINING
The construction and mining entities within Teichmann Group operate throughout Southern Africa and offer the full range of civil engineering, construction, and mining (CC&M) services, including clearing and grubbing, bulk earthworks, roads, pavements, surfacing, concrete structures, structural steel, and cladding.
Together with other entities, T3 Drilling and T3 Projects, Teichmann Group offers clients a one-stop shop and ultimately constructs infrastructure for its own assets that it chooses to develop.
The group has become a major player in its field of expertise throughout Southern Africa and a contractor of choice for many clients.
There is a growing emphasis on collaborative business models and innovative practices and companies often combine efforts to leverage expertise, share resources, and achieve greater efficiency.
This collaborative culture is essential for tackling the challenges posed by remote and harsh environmental conditions in Southern Africa.
Key plans and priorities for next year include sustained growth and employment security, as well as a successful succession plan.
INNOVATIVE AND IMPACTFUL PROJECTS
• An 11 Meg Hydro plant and dam wall in the Northern Democratic Republic of the Congo (DRC).
• Completion of a box cut, creating a safe and secure access point to an underground mine, in record time in Southern DRC.
• Development of infrastructure to relocate a 7,100 tonne (t) processing plant in Northern Mozambique – a significant achievement as the largest move of its kind in history.
• Establishment of infrastructure for landing dredges on the beach in Northern Mozambique – a historic first.
• Recent successful completion of tailings dams in Northern and Southern DRC as well as Northern Mozambique.
• Commitment to long-term sustainable growth to provide security for CC&M’s employees, stakeholders, and micro economies.
TEICHMANN STRUCTURES
As a leading civil engineering company and an essential cog in the group’s operations, Teichmann Structures excels at delivering innovative solutions, leveraging its extensive experience and expertise to address the unique challenges of projects across Africa.
Founded in 2014, Teichmann Structures is a distinguished provider of comprehensive civil engineering services tailored for projects of any size.
The company benefits from the diverse expertise of a multifaceted conglomerate that is well respected in the fields of mining, construction, and agriculture across Southern, Central, and West Africa.
Teichmann Structures boasts a wealth of experience in the civil engineering sector, having executed numerous projects throughout South Africa, Namibia, the DRC, Ghana, Guinea, and Liberia.
This broad geographic footprint highlights the company’s adaptability to various environments and challenges.
Its reputation as a preferred contractor stems from the unique ability to provide a seamless,
all-encompassing construction and management solution.
Collaborating closely with its clients to design, build, and maintain exceptional civil engineering structures that stand the test of time and placing a strong emphasis on cost-effectiveness, Teichmann Structures utilises innovative construction methods and optimises project timelines.
The team’s technical expertise, coupled with its advanced value engineering capabilities, empowers Teichmann Structures to deliver creative solutions that enhance project execution and align with clients’ overarching business objectives.
Teichmann Structures stands as a beacon of quality and innovation in Africa’s civil engineering landscape. With a steadfast commitment to delivering exceptional results and fostering long-term partnerships, the company is well positioned to tackle the challenges of tomorrow.
Continuing to expand its reach and refine its expertise, Teichmann Structures remains dedicated to creating sustainable infrastructure that not only meets the needs of its clients but also contributes positively to the communities it serves.
TEICHMANN STRUCTURES’ AWARDS
The company’s commitment to excellence has not gone unnoticed; it has received several prestigious accolades in both the construction and steel industries.
Amongst its honours, Teichmann Structures has been the recipient of prestigious awards in the construction and steel sectors. These include awards for innovation from the Southern African Institute of Steel Construction.
It has also received Awards for Excellence from the Concrete Manufacturing Association, 1st Place at the FEM 2025 Health and Safety Awards of Excellence, and a special mention in the Civil Engineering Contractors category at Construction World’s Best Projects Awards 2025.
Such recognitions illustrate Teichmann Structures’ unwavering dedication to safety, quality, and innovation in all its endeavours.
T3 PROJECTS
A vital member of Teichmann Group, T3 Projects pioneers sustainable infrastructure development in Africa, specialising in comprehensive construction solutions for the mining and construction sectors whilst driving innovation and safety across the continent.
T3 Projects stands at the forefront of the African construction industry, specialising in structural, mechanical, electrical, instrumentation, piping, and platework (SMEIPP) tailored for the mining and construction sectors.
Embodying the group’s vision of constructing sustainable infrastructure, the company cultivates long-term value across the African landscape.
With a robust operational presence in the DRC, Mozambique, Senegal, and Zambia, T3 Projects excels in delivering comprehensive construction solutions, even in the most remote locations.
Seamlessly integrating technical expertise, innovative methodologies, and strict adherence to safety protocols, T3 Projects truly encompasses its motto – ‘Wherever your project takes us’.
Since its inception in September 2019, T3 Projects has successfully launched several flagship mineral beneficiation plants for a diverse array of clients.
The company has established operations across multiple regions and significantly enhanced its construction equipment fleet in 2025, introducing a range of state-of-theart mobile cranes, trucks, access platforms, and advanced welding equipment.
These achievements have solidified T3 Projects’ reputation as a dependable SMEIPP contractor, playing an instrumental role in advancing the mining and construction sectors across the continent.
T3 Projects prides itself on a worldclass safety record and personalised project management, emphasising long-term relationships with clients, partners, and suppliers, which are vital to its success.
Through a self-sufficient fleet of top-tier construction equipment and regional hubs in the DRC, Ghana, Burkina Faso, and Mozambique, the company’s experienced team ensures timely delivery and smooth project execution, regardless of location.
Looking ahead, T3 Projects has set ambitious objectives to broaden its geographical reach across Africa whilst simultaneously bolstering its regional influence in Southern Africa. Alongside this expansion, the organisation is deeply committed to modernising its fleet and enhancing its operational capacity.
Sustainability is a cornerstone of T3 Projects’ strategic vision, coupled with a strong emphasis on training and skills development to nurture a well-equipped, competent workforce capable of meeting the evolving demands of the industry.
T3 PROJECTS’ ENDEAVOURS
KAMOA-KAKULA COPPER MINE – (VARIOUS PROJECTS) – DRC – Electrical, control, and instrumentation for one of the world’s largest copper mines.
MOMA MINERAL SANDS MINE – Mozambique – Supply and construction of Wet Concentrator Plant (WCP) A and SMEIPP works for WCP A.
GRANDE CÔTE OPÉRATIONS (GCO) PHASE 2 PROJECT –Senegal – SMEIPP supply and installation works for the plant upgrade.
LUMWANA EXPANSION PROJECT – Zambia – Supply and installation of cold storage mining processing plant works for the pebble crusher.
KAMOTO COPPER COMPANY – DRC – Relocation of acid tank farm.
SHEMA POWER LAKE KIVU (SPLK) – Rwanda – Supply, fabrication, and delivery of structural steel and buyouts for SPLK’s power plant in Rwanda.
DBZ Diesel Parts: Global Procurement Partner in Mining Machinery Components
In industries where machines never sleep and downtime means lost revenue, DBZ Diesel Parts delivers what matters most, reliability. From mining shafts to sugar cane fields, this South African-based company has built a reputation for keeping operations running with precision-engineered components and expert service.
Founded in 2003, DBZ Diesel Parts began with a simple mission: to deliver premium parts and components with a service ethic built on uptime, cost-efficiency, and transparent communication. Today, with branches in Cape Town, Johannesburg, and a growing international footprint, the company is a key player in the global supply chain for heavy-duty equipment.
Precision Parts for Demanding Sectors
DBZ Diesel Parts serves a wide range of industries including mining, construction, agriculture, forestry, and sugar cane. Its inventory spans diesel engines, hydraulics, undercarriage systems, and final drives, with each part selected to meet the extreme demands of mining environments.
Whether it’s a CAT piston kit or a Komatsu hydraulic pump, DBZ delivers components that perform under pressure. The company’s lineup includes high-impact components like:
• Engines
• Transmissions
• Final Drives
• Differentials
• Transfer Cases
Logistics That Deliver
With operations near major seaports and logistics routes, DBZ Diesel Parts offers rapid export capabilities.
This strategic positioning allows the company to serve clients globally, with speed and efficiency.
“Our clients operate in high-output environments,” says the DBZ team. “They can’t afford delays, and neither can we.”
Tailored Solutions, Trusted Partnerships
DBZ Diesel Parts isn’t just a supplier, it’s a sourcing partner. The company offers original, OEM, and aftermarket parts, tailored to meet specific operational needs. Its clients include mining operations, fleet owners, plant hire companies, and agricultural producers who rely on DBZ’s technical expertise and global sourcing network.
With over two decades of experience, DBZ understands the industries it serves. That insight allows the team to anticipate needs, reduce lead times, and build long-term relationships based on trust and performance.
A Brand Built on Strength
Backed by 22 years of industry expertise, DBZ Diesel Parts has developed a bold, recognisable brand that reflects its core values: strength, precision, and innovation. This identity crafted entirely in-house, sets them apart in a competitive market and speaks directly to the industries they serve.
Moving Forward
As technology evolves and industries grow, DBZ Diesel Parts remains the trusted link between performance and productivity, delivering not just parts, but peace of mind.
In a world powered by machines, DBZ Diesel Parts is the force that keeps them moving, one part at a time. With an eye on innovation and a foundation built on trust, the journey forward is just getting started.
T3 DRILLING
Proudly sharing Teichmann Group’s vision – to lead the way as a responsible, diversified enterprise, developing Africa together – T3 Drilling’s approach to social investment and sustainability is an integral part of its day-to-day operations.
Founded in 2011, T3 Drilling is a premier provider of specialised drilling services in the mining and mineral exploration sectors across Africa.
With a strong commitment to safety, quality, and innovation, the company collaborates closely with Teichmann Group to enhance operational efficiency and support sustainable development initiatives.
Renowned for its unwavering commitment to high productivity, reliable service, and exceptional results, T3 Drilling has earned the trust of some of the world’s most prestigious mining companies.
Moreover, its impressive fleet of allterrain vehicles provides unparalleled access to the continent’s isolated and rugged landscapes, enabling
exploration of its most remote and challenging sites.
As a proud member of Teichmann Group, the company benefits from a broad spectrum of expertise that spans construction, mining, and agriculture.
This strategic affiliation not only enhances T3 Drilling’s capabilities but also provides substantial technical and logistical support.
By harnessing the group’s wellestablished global infrastructure,
T3 Drilling is adept at mobilising resources swiftly and achieving operational excellence, ensuring seamless project execution.
The company has achieved several notable milestones since its establishment and is ISO-certified, placing safety at the forefront of all business objectives to achieve distinction in compliance and the professional management of health and safety, the environment, and quality standards.
We’re grateful for our long-standing partnership and proud to be a preferred supplier of ‘strong reliable machines, strong reliable support’ to your mining, construction and agriculture operations throughout Africa.
FOUR DECADES OF DIESEL EXPERTISE
Northern Diesel Injection is South Africa’s pre-eminent diesel injection systems repair specialist.
www.bellequipment .com
EMPOWERING COMMUNITIES
Over the past few years, T3 Drilling has proudly championed a variety of sports and wellness initiatives as a key component of its social investment strategy.
These reflect the company’s steadfast commitment to fostering social development through the power of sports, engaging with the communities in which it operates, and promoting inclusivity across the region.
By actively participating in these initiatives, T3 Drilling aims to uplift and empower individuals, fostering a healthier, more connected society.
We have has been providing timeous and cost-effective solutions to a demanding client base in the automotive, mining and agricultural sector for the last 30 years. We are a hands-on, family-owned and operated business that repairs all makes of diesel injection pumps, injectors and governors, and we provide a range of solutions for diesel injection-related problems both on and off-site.
“OVER THE PAST THREE DECADES, WE’VE EXPANDED OUR FOOTPRINT ACROSS AFRICA AND ESTABLISHED A STRONG REPUTATION FOR DELIVERING COMPLEX MINING, CIVIL ENGINEERING, AND INFRASTRUCTURE PROJECTS”
– GARY TEICHMANN, EXECUTIVE CHAIRMAN, TEICHMANN GROUP
Boasting a robust fleet, including five Hanjin D&B 35 multi-purpose drill rigs capable of drilling up to 3,000 metres and a range of advanced LF-90 drill rigs, T3 Drilling is excitedly looking towards the future, dedicated to enhancing its operational capacity and broadening its geographical footprint in a sustainable manner.
The company’s vision includes diversifying its service offerings in the drilling sector to meet the evolving needs of clients.
Furthermore, with the anticipated growth of its projects, T3 Drilling envisions creating a wealth of new job opportunities whilst fostering an environment that encourages internal promotions.
This commitment reflects T3 Drilling’s dedication to recognising and nurturing talent as well as rewarding outstanding performance amongst its team members.
AGGREGATES MOZAMBIQUE
LIMITADA
Aggregates Mozambique
Limitada (AML) demonstrates its leadership in the liquefied natural gas (LNG) industry by delivering premium construction materials whilst emphasising innovation, sustainability, and community development, in alignment with the broader objectives of Teichmann Group.
As a highly regarded and reliable supplier of premium construction materials specifically designed for the LNG industry in Northern Mozambique, AML takes great pride in its role within this vital sector.
LNG holds the exciting potential to revolutionise Mozambique’s economy; with substantial investments channelled into this burgeoning sector, the country stands poised to emerge as a key player on the global energy stage.
The development of LNG projects is anticipated to generate thousands of jobs, driving creativity and innovation which, in turn, will stimulate robust economic growth and uplift local communities nationwide.
With an unwavering commitment to excellence, sustainability, and safety, AML has established itself as a leading provider of essential resources that underpin the construction and operational success of LNG facilities.
The company’s dedication to highquality standards and responsible practices not only enhances industry efficiency but also positively impacts the environment, underscoring its belief in sustainable development.
As AML looks to the future, its key objectives for the upcoming year are ambitious and strategically focused. Aiming to achieve specific targets that foster growth whilst navigating the evolving demands of projects in Northern Mozambique, the company’s plans include boosting operational efficiency, expanding its
AML’S NOTABLE MILESTONES AND ACHIEVEMENTS
OPERATIONAL ESTABLISHMENT AND LICENSING – Secured all regulatory licences and environmental approvals for the operation of the Quionga Quarry located in the Palma district of Cabo Delgado province. This accomplishment positions AML as a pioneering leader amongst fully compliant aggregate producers in Northern Mozambique, underscoring its commitment to sustainable and responsible resource extraction in the region.
STRATEGIC PARTNERSHIPS AND SUPPLY CONTRACTS
– Forged enduring supply agreements with prominent project developers and contractors in the Afungi region, particularly those associated with the Mozambique LNG project. This not only highlights AML’s reliability but also underscores its robust capacity to meet the demands of large-scale industrial clients effectively.
LOCAL EMPLOYMENT AND SKILLS DEVELOPMENT – Established employment opportunities for residents in Quionga and Palma, accompanied by continuous training and skill enhancement programmes designed to foster the development and empowerment of the local workforce. This initiative not only supports economic growth in the area but also equips individuals with valuable skills that enhance their career prospects and contribute to the community’s overall prosperity.
COMMUNITY DEVELOPMENT – Engaged in community initiatives by providing generous donations that bolster local infrastructure development. This includes vital projects aimed at improving access to clean water and maintaining essential roadways, ensuring residents have reliable transportation routes and an improved quality of life.
client base, and ensuring its growth trajectory is sustainable and beneficial to the community.
AML is resolutely committed to
refining its processes, reaching a broader audience, and contributing meaningfully to the region’s development and prosperity.
MASHAMBA
Mashamba is a 6,500 hectare (ha) farm 30 kilometres outside Lubumbashi in the DRC. Mashamba is dedicated to enhancing operational efficiency through its integrated
agricultural initiatives in the country, contributing significantly to the local community.
The company’s vision is to become the leading agricultural provider in the DRC through a fully integrated
MASHAMBA’S MEANINGFUL COMMUNITY CONTRIBUTIONS
• Creates employment for up to 650 people depending on the season. Explicitly part of the success of every expatriate and local skilled employee is the daily transference of knowledge and skills to unskilled labour. As a result, it has a team of highly skilled fleet operators, easily the best in the country, who have learnt everything on the job.
• Runs a community outgrowers project where it supplies the inputs, expertise, and training to assist local communities around the farm to produce 64 ha – and growing – of maize each year.
• Pioneered the formation of the first organised agricultural lobby body by uniting large farmers in the Katanga province, with the purpose of presenting the challenges agriculture faces in the DRC to the people who
food supply system and import substitution project, whilst also creating opportunities for the DRC community.
Mashamba cultivates approximately 6,500 ha of maize, along with soya for crop rotation and winter wheat under irrigation.
Every kernel is processed at the company’s state-of-the-art maize meal mill, where it produces its own brand of maize meal – Bunga ya Kwetu – as well as various maize and soya products for both human and animal consumption.
As the company looks towards the future, primary plans and priorities for the coming year include specific targets and goals that it is determined to achieve.
One of Mashamba’s key objectives is to raise its total maize yield to exceed 8 t per ha, a milestone that reflects its commitment to enhancing agricultural productivity and sustainability.
gary@teichmanngrp.com www.teichmanngrp.com
From day one, the mission of Darsh Industries has been clear – to produce quality products at affordable prices. We speak to Managing Director, Bhadresh Pandit about how consistent quality, combined with affordability, has earned the company a loyal customer base and secured its position as a market leader in Tanzania and East Africa
Writer: Ed Budds | Project Manager: Harry Thurlow
SPICE UP YOUR LIFE
For more than two decades, RedGold has been at the forefront of crafting exquisite condiments in Tanzania.
The company’s legacy, built on a dedication to taste, quality, and culinary excellence, has firmly positioned it as a beloved brand throughout the region.
As such, each and every product embodies a relentless passion for culinary perfection.
Established in 1999, Darsh Industries (Darsh) paved the way for the celebrated RedGold brand, beginning its remarkable journey in Themi Industrial Area.
What started as a modest tomato
ketchup venture soon expanded as, having identified its niche, the company introduced Tanzania to tomato paste and concentrate.
“Our accolade as East Africa’s exclusive manufacturer of tomato concentrate speaks to our pioneering spirit and unwavering commitment. We pride ourselves on being a beacon of trust and quality, empowering culinary enthusiasts to craft dishes rich in flavour and nourishment,” introduces Bhadresh Pandit, Managing Director.
Darsh has since grown into a dominant force in the fruits and vegetables manufacturing sector, dedicated to unmatched quality and
ceaseless innovation.
The founding philosophy – that everyone deserves access to premium yet affordable products – anchors the company’s values and mission, securing its status as a household name.
“It’s a very exciting time to be in the food and beverage industry in Africa. New technologies are constantly emerging, demand is increasing, and younger generations are seeking fresh tastes, better quality, and new product designs,” Pandit impassions.
“This shift challenges us to innovate continuously, and it’s rewarding to adapt and create products that are able to truly resonate with the
evolving preferences of consumers across the region,” he sets out.
PRIDE IN THE PROCESS
For Darsh, there is a huge sense of pride and duty that comes with being one of East Africa’s exclusive manufacturers of tomato concentrate.
“It’s not just a technical capability –it means we sit at a critical point in the regional food value chain.
“By processing locally, we reduce dependence on imports, add value within the region, and ensure a key cooking staple remains available and affordable for households and businesses across East Africa,” Pandit elaborates.
This position comes with real responsibility, as Darsh works handin-hand with local farmers to build capacity by sharing agronomic best practices, supporting consistent crop quality, and providing reliable offtake for their tomatoes.
“As they grow with us, we meet rising demand with a secure, highquality supply. In this way, our role goes beyond manufacturing – it’s about empowering local agriculture, strengthening regional food security, and safeguarding the quality of our products,” he adds.
A successful supply chain is built on strong partnerships, and Darsh has invested years of time and effort
to develop close relationships with suppliers, training and guiding them to meet its quality standards.
“It’s a process of constant communication and shared learning.”
In this way, Darsh’s approach is based on understanding customer needs first, then working backwards through the supply chain so everyone from farmers to packagers understands the expectations and requirements.
“This ensures the final product meets our standards of quality and affordability and caters to the needs of the masses, which is at the heart of our business philosophy,” Pandit tells us.
HOW DO YOU EMPOWER AND RECOGNISE THE VITAL CONTRIBUTIONS OF YOUR TEAM MEMBERS?
Bhadresh Pandit, Managing Director: “At Darsh, our team is the backbone of everything we do. We invest consistently in building their skills across various departments such as sourcing, production, logistics, packaging, and sales, so that the capabilities of the organisation grow from within rather than being imported from outside.
“Many of our colleagues have been with us for 10, 15, or even 20 years, progressing from junior roles into key positions. That loyalty and continuity speaks volumes about the culture we have built together.
“We also work hard to make sure that ‘family business’ is more than just a label. Our senior leadership spends real time on the factory floor and in the field, mentoring, listening, and creating a space for people to share ideas and take ownership.
“Additionally, we recognise long service and outstanding performance and celebrate milestones as a team. That sense of respect and shared purpose translates directly into the consistency, care, and quality that consumers experience every time they pick up one of our products.
“Finally, and perhaps most importantly, I believe that when you treat your staff like family, loyalty follows naturally, and that’s the true foundation of a strong, lasting company.”
Your shipping partner of choice
A FIERY SUCCESS
From the smoky chips mayai stalls on busy streets to kitchens across the country, one sauce is reshaping Tanzania’s food culture – Darsh’s Mwendokasi Chilli Sauce.
Amongst the company’s numerous innovations, the scintillating sauce, which is made from vibrant yellow habanero peppers, has become a market sensation.
“The bold, fiery flavour of our Mwendokasi Chilli Sauce has driven significant demand, especially amongst street food vendors, cementing its position as one of Tanzania’s fastest-growing condiments and a symbol of our consumer-driven innovation,” Pandit reveals.
What looks like a simple condiment on the surface is in fact the product of innovation, farmer empowerment, and world-class food safety standards.
For years, chilli sauces in Tanzania consisted of either unsafe homemade mixes that were short-lived and inconsistent or imported brands that were costly and lacked authentic flavour.
Consumers wanted something different – bold, fruity heat that spoke to local tastes at a price point that worked for students, vendors, and households alike.
Farmers, meanwhile, struggled with uncertain markets and limited access to improved seeds or modern farming knowledge. Vendors were left to rely on unhygienic homemade sauces, whilst regulators had little oversight of the informal market.
“We identified this gap and built a bold solution. Mwendokasi Chilli Sauce was designed to not only deliver flavour but also create a supply chain where everyone wins – farmers gain stable incomes, vendors get access to hygienic products tailored to their needs, and consumers enjoy an affordable, authentic sauce available year-round,” Pandit prides.
“WE PRIDE OURSELVES ON BEING A BEACON OF TRUST AND QUALITY, EMPOWERING CULINARY ENTHUSIASTS TO CRAFT DISHES RICH IN FLAVOUR AND NOURISHMENT”
Beyond the huge boost in sales, Darsh has made Mwendokasi Chilli Sauce part of Tanzania’s cultural landscape.
From Mihogo Festival and Nyama Choma Festival to cooking shows like Mahanjumati Chap Chap, the sauce has reached millions through live events, television, radio, and social media.
Meanwhile, collaborations with influencers such as Tanzanian chef and content creator, Monalisa Rwechungura, and Singeli artist, Kinata MC, have helped the sauce capture both culinary credibility and youth appeal.
EXPANSION AND INNOVATIVE EXECUTION
Looking ahead, Darsh’s priorities are to balance growth with disciplined execution.
“One of our flagship projects is the launch of an export pack for our Mwendokasi Chilli Sauce. We see this as an opportunity to take a truly unique Tanzanian flavour to the world, build a global footprint for our
condiments, and spark a sense of national pride around a product that is rooted in local taste and culture,” Pandit excites.
Parallel to this, the company is deepening its backward integration to strengthen the supply chain behind its growth.
“As demand for our products rises across Africa, we are investing in more resilient sourcing, capacity upgrades, and operational efficiencies so we can scale without compromising on quality and affordability,” he explains.
Elsewhere, Darsh is also actively exploring new opportunities within the condiments space and carefully evaluating potential areas for diversification.
“Whilst the next product line is still under development, our direction is clear – innovation anchored in consumer insight, sustainable growth rather than short-term volume, and maintaining our position as a market leader that stays agile, responsive, and relevant to the evolving needs of African and global consumers.”
Listening to customers is equally
important to the company –understanding and anticipating what they want in terms of taste, quality, and price.
“We’ve always taken customer feedback seriously and adjusted accordingly,” Pandit closes.
This meticulous attentiveness to consumers has helped Darsh grow into a leading brand and has truly established the company as a market leader in East and Central Africa.
Tel: (+255) 783 866 700
fm@redgold.co.tz redgold.co.tz
SWEET CENTENARY
East Africa was still finding its feet industrially in the early 1920s, and sugarcane was seen as a remarkable opportunity – a crop that could sustain communities, drive industry, and build a nation’s self-resilience.
Sugar production in Uganda began just over a century ago when Indian industrialist and philanthropist, Nanji Kalidas Mehta, arrived with the simple vision of creating an enterprise that would serve both the people and land.
In 1924, Mehta subsequently established the Sugar Corporation of Uganda Limited (SCOUL), a Mehta Group company and one of the oldest and most visible agro-industrial firms in the country. Today, the Mehta Group is headed and managed by Mahendra Nanji Mehta.
SCOUL had modest beginnings in Lugazi, a town in the Buikwe District of Uganda, with a small milling operation and a handful of determined workers.
“The challenges were immense –from taming the wild land to setting up machinery shipped halfway across the world – but the spirit of possibility kept us going. It was fascinating to see how sugar connected agriculture and industry; it demanded both scientific precision and human care,” reflects Anil Shah, Regional Director.
“Over time, our commitment deepened beyond business. We wanted to create livelihoods, modernise agriculture, and contribute
We celebrate the centenary of Sugar Corporation of Uganda Limited and its pioneering sustainability and community initiatives with Anil Shah, Resident Director
Writer: Jack Salter | Project Manager: Harry Thurlow
to Uganda’s growth.”
Today, as part of the Mehta Group, SCOUL takes pride in seeing that same pioneering spirit alive in the new generation – using technology, renewable energy, and sustainable practices to continue the legacy that began with bare hands and a bold dream.
LUGAZI COMPLEX
SCOUL’s operations are centred on a fully integrated sugar complex
in Lugazi, where the company was originally founded over 100 years ago.
Sugarcane is grown on the SCOUL estate – comprised of 16,000 hectares (ha) of large, contiguous plantations – and purchased from an expansive network of several thousand outgrowers.
The company processes sugarcane into crystalline sugar for domestic sale and regional export at its factory, which has a production capacity of 125,000 tonnes per annum (tpa).
This accounts for a significant proportion of the country’s sugar production, which has grown substantially according to the Uganda Sugar Manufacturers Association, increasing from 100,000 tpa in the 1980s to more than 600,000 tpa by 2024.
“We supply across all Ugandan wholesalers and the industrial sugar market,” outlines Shah.
Historically, SCOUL’s sugar has also been marketed across East and
Central Africa in Kenya, Tanzania, Rwanda, Burundi, the Democratic Republic of the Congo (DRC), South Sudan, and Ethiopia.
Uganda is trying to boost its export volumes and value addition, with the Uganda Sugar Industry Stakeholders’ Council recently inaugurated in October 2025 to strengthen regulation, productivity, and exports.
“Given the size of the domestic market, and the neighbouring regional markets within East Africa, there’s latent demand, especially as processing, logistics, and by-product use improve,” Shah notes.
COGENERATION PLANT
In 2021, SCOUL successfully commissioned a USD$50 million cogeneration plant at its Lugazi complex, which generates 30 megawatts (MW) of electricity from bagasse, the fibrous residue of crushed sugarcane.
Of this, around 12 MW is used to power the factory’s operations, including as fuel for the boilers, with the surplus power exported to the grid, contributing clean renewable energy to national supply.
Development finance institutions, including FMO and Proparco, have helped fund the project to expand SCOUL’s power exports and increase the value of bagasse.
“This project is particularly important to us because it reflects our belief that every by-product has value,” affirms Shah.
“Instead of treating sugarcane residue as waste, we have turned it into a sustainable energy source, aligning with Uganda’s industrial energy diversification goals and reducing carbon emissions.”
Molasses, another by-product of
sugarcane production, is processed by SCOUL to produce extra neutral alcohol (ENA) in the distillery.
Then, the distillery-treated effluent is converted into manure with press mud produced from the filtration of sugarcane juice and used in the fields.
Carbon dioxide produced from the fermentation of alcohol is also processed to food-grade standards, thus ensuring zero waste discharge throughout the process.
“We’re a pioneer of sustainable energy practices where no part of the sugar production process goes to waste,” Shah tells us.
By-products such as bagasse and molasses open up industrial and power generation linkages, which are competitive advantages for the company as it progresses towards energy self-sufficiency and revenue diversification via cogeneration and distillation.
Aside from the cogeneration plant, SCOUL plans to expand the ENA production capacity of its distillery, whilst other sustainable projects in the pipeline are being discussed.
Several road upgrades and water projects are also underway within the Lugazi catchment area, with approximately 30 water borehole hand pumps installed by the company in neighbouring communities.
“All these investments are about sustainability and value creation – not just for SCOUL, but for our growers and communities,” enlightens Shah.
“INSTEAD OF TREATING SUGARCANE RESIDUE AS WASTE, WE HAVE TURNED IT INTO A SUSTAINABLE ENERGY SOURCE, ALIGNING WITH UGANDA’S INDUSTRIAL ENERGY DIVERSIFICATION GOALS AND REDUCING CARBON EMISSIONS”
– ANIL SHAH, RESIDENT DIRECTOR, SUGAR CORPORATION OF UGANDA LIMITED
SERVING THE COMMUNITY
Alongside the cogeneration plant, SCOUL operates a fully functional hospital and an education complex within the estate.
“Our philosophy has always been that we must serve the community,” Shah emphasises.
SCOUL’s 9,000+ employees, together with their families – totalling more than 36,000 people – receive free medical treatment from the Mehta Hospital.
Equipped for maternal care, laboratory services, and emergency response, the 60-bed hospital played a crucial public health role in the Buikwe District during the COVID-19 pandemic.
Meanwhile, the children of over 6,000 SCOUL staff and community members are provided with subsidised education by the two nurseries, 14 primary schools, and one secondary school on the SCOUL estate.
The Mehta Group, of which SCOUL is a subsidiary, is also committed to nurturing sports talents, providing facilities including football pitches, a cricket stadium, a basketball court, and a baseball pitch.
History was made in 2012 when the Mehta Little League under-12 baseball team made it through to the Little League World Series (LLWS) held in Pennsylvania, US.
“AS WE MOVE INTO OUR SECOND CENTURY, OUR COMMITMENT IS TO MODERNISE RESPONSIBLY – EMBRACING TECHNOLOGY, SUSTAINABILITY, AND INCLUSIVITY WHILST STAYING TRUE TO THE VALUES OF HARD WORK AND PARTNERSHIP THAT BUILT THIS COMPANY”
– ANIL SHAH, RESIDENT DIRECTOR, SUGAR CORPORATION OF UGANDA LIMITED
SCOUL – IN NUMBERS
• Founded in 1924
• 16,000 ha of sugarcane plantations
• 125,000 tpa production capacity
• USD$50 MILLION cogeneration plant that generates 30 MW of electricity from bagasse
• 9,000+ employees
“They were the first team to represent Africa in the history of the LLWS and won over many fans, including former US President Barack Obama,” prides Shah.
In addition, SCOUL has an international-standard 18-hole golf course and an academy that gives free intensive training and equipment to more than 60 kids annually.
“Several children from the programme have represented Uganda in boys’, girls’, men’s, and women’s national golf teams, and five graduates from the Mehta Golf Academy have received scholarships to universities in the US,” he adds.
INTO THE NEXT CENTURY
The centenary that SCOUL celebrated in 2024 was not just a corporate milestone, but a story of resilience, community, and vision.
“Our success rests on the dedication of thousands of Ugandans
who have worked the land, run the machines, and built the communities around Lugazi,” Shah reflects.
“As we move into our second century, our commitment is to modernise responsibly – embracing technology, sustainability, and inclusivity whilst staying true to the values of hard work and partnership that built this company.”
For 2026, SCOUL’s immediate focus is threefold – firstly, to increase its sugar recovery rate and expand its sugar output beyond 125,000 tpa, whilst improving efficiency through automation.
The company also aims to achieve full operational optimisation of its cogeneration plant, continue improving employee welfare, expand its scholarship and healthcare programmes, and ensure environmental stewardship through reforestation and waste-to-energy initiatives.
“We want SCOUL to be recognised not only as Uganda’s oldest sugar producer but also as one of Africa’s most sustainable agro-industrial enterprises,” closes Shah.
scoul@mehtagroup.com
FROM SUSTAINABLE SOURCING TO REVOLUTIONARY SOLUTIONS
Producing premium oils and fats, SD Guthrie International South Africa stands at the forefront of innovating the local food and beverage landscape. General Manager, Ruan Valentin, discusses establishing benchmarks for quality and sustainability in the dynamic African market
Writer: Rachel Carr | Project Manager: Harry Thurlow
South Africa (SA) boasts diverse and delicious cuisine influenced by its multicultural heritage. As a result, the country is seeing growth in the cooking oil and fats sector, with SD Guthrie International South Africa (SDGISA) leading the way.
SDGISA was established following Golden Hope Plantations Berhad’s 2004 investment in a former Unilever business, Hudson & Knight (Pty) Ltd. Subsequently, in 2007, Golden Hope Plantations Berhad, Kumpulan Guthrie Berhad, and Sime Darby Berhad merged, forming what
was then known as Synergy Drive and later renamed to Sime Darby Berhad – a multinational diversified conglomerate operating across several industries.
In 2017, the plantation division demerged to form Sime Darby Plantation, which was renamed as SD Guthrie Berhad in 2023. As the sole entity on the continent, SDGISA is a leader primarily focused on delivering customised oil and fat products to the Southern African region.
can design specific blends for use in various applications, from ice cream to soup powders to spreads and chocolates, for cakes, bakes, and everything in between,” informs Valentin.
“Focusing more on manufacturers within the larger South African market, our products are delivered either through one of our third-party partners, distributors or wholesalers to our end users, enabling them to manufacture their products for consumer enjoyment.”
WHAT SPECIFIC DIGITALISATION INITIATIVES ARE BEING IMPLEMENTED BY THE CENTRALISED PROJECT MANAGEMENT TEAM, AND HOW WILL THEY IMPACT EFFICIENCY AND PRODUCTIVITY?
Ruan Valentin, General Manager:
“We’re currently looking at various initiatives to streamline our operations, improve and optimise our sales and operations planning and processes, and enhance how we track vehicles on-site.
“We also have a large project in the works to digitalise our entire quality management and food safety management system, which will eventually include all our business management processes.
“Recently, we successfully digitalised our maintenance system, allowing our engineering staff to focus on what truly matters, including better control breakdowns and improving the reliability of our plants.”
“Our facilities in SA include a refinery in Boksburg, Gauteng Province, which can perform both refining and modification processes. Additionally, we have a packing facility in Springs, also in Gauteng Province, which can pack into various formats, from 125-gram bricks to one metric-tonne intermediate bulk containers,” introduces Ruan Valentin, General Manager.
“Owning brands such as MASTERCRAFT™, Pastrex®, Crispa Gold, and Crispa Palm, and Holsum, we are well placed to meet the needs of our customers in the bakery, confectionery, and quick service restaurant (QSR) and hotel, restaurant, and catering (HoReCa) industries,” he continues.
Valentin emphasises that the diverse range of brands under SDGISA’s portfolio, combined with its dedicated team, enables the company to cater to a wide array of culinary needs across various sectors.
“With our in-house product innovation and development team, we
OILS OVER THE ORDINARY OFFERINGS
The modification of fats and oils involves changing their composition, structure, or physical properties to achieve specific characteristics or health-related goals.
One common method is hydrogenation, which is used to improve stability and structure, whereas interesterification rearranges fatty acids and triglyceride molecules. These modifications are often carried out to reduce saturated fat content or incorporate specific nutritional attributes.
“Having the capability to offer locally modified fats through hydrogenation and chemical interesterification allows us to custom-make and produce for various applications,” Valentin specifies.
Moreover, the SDGISA team is committed to continuous improvement and innovation to meet the evolving needs of its clients in the industry.
“HAVING THE CAPABILITY TO OFFER LOCALLY MODIFIED FATS THROUGH HYDROGENATION AND CHEMICAL INTERESTERIFICATION ALLOWS US TO CUSTOM-MAKE AND PRODUCE FOR VARIOUS APPLICATIONS”
– RUAN VALENTIN, GENERAL MANAGER, SD GUTHRIE INTERNATIONAL SOUTH AFRICA
Hydrogenating oils offers several advantages for SDGISA, as this process enhances the quality of its products by improving their stability, shelf life, and texture.
“Hydrogenation allows us to cater to different types of applications, especially those in confectionery, stock cubes, and soup powders,” he outlines. By utilising hydrogenation, SDGISA is not only able to meet diverse application needs but also innovate and customise products specifically designed to suit its customers’ unique requirements. Moreover, the team is committed to continuous improvement to meet the evolving needs of the industry.
“Having local hydrogenation capabilities allows us to innovate and develop tailored products, giving our customers confidence in our flexibility and dedication to meeting their needs,” Valentin proudly explains.
A SUCCESSFUL FORMULA
SDGISA’s oils and fats offer unique features that distinguish the company from competitors in the African market, contributing significantly to the company’s position as the leading supplier of infant formula.
“When it comes to infant-grade products and the production of infant formula, cereals, and other foods, contamination management is crucial.
This starts with how the product is sourced, transported, processed, and finally delivered to the end customer as part of our process,” Valentin tells us.
“It requires a lot of technical expertise and know-how on managing the activities at each point in the supply chain to minimise risk and ensure it adheres to the strict specifications we aim for.”
Effective contamination management is essential in ensuring the safety and quality of products, as every step in the supply chain –from sourcing to delivery – requires meticulous attention and specialised knowledge to meet the stringent standards SDGISA strives to uphold.
PIONEERING RESPONSIBLE PALM OIL PRODUCTION
Being the first in Africa to achieve Roundtable on Sustainable Palm Oil (RSPO) certification is a significant milestone for SDGISA, both underscoring the company’s commitment to sustainable sourcing and building trust in the brand.
“Our RSPO certification gives us responsibility in the market, which means that we set the tone for the rest of the industry. Even though uptake in SA is still very low, it remains one of our key messages to the market,” Valentin assures.
“As a subsidiary of SD Guthrie Berhad, being supported by the group and all their activities on sustainability and responsible agriculture does give us the ability to supply customers who require this in their products.”
Indeed, SD Guthrie Berhad is the world’s largest producer of Certified Sustainable Palm Oil (CSPO) and a founding member of RSPO.
Primarily, SDGISA collaborates with multinational companies that have established sustainability targets.
“We are slowly seeing a shift amongst local manufacturers, and
“FROM AN ENVIRONMENTAL PERSPECTIVE, WE’RE ALWAYS ON THE LOOKOUT FOR WAYS TO MINIMISE OUR WASTE AND ENSURE THAT WHAT WE DO PRODUCE CAN BE ETHICALLY AND RESPONSIBLY REPURPOSED OR REPROCESSED”
– RUAN VALENTIN, GENERAL MANAGER, SD GUTHRIE INTERNATIONAL SOUTH AFRICA
we see this as an opportunity to differentiate them from the rest of the market.”
Whilst the company is committed to sustainability initiatives that significantly influence its production processes, it also ensures its activities promote sustainability, maintain the high quality of its products, and allow it to remain competitive in the market.
“How we source the material is a key factor. Being fairly close to the end of the supply chain requires us to partner and work with players closer to the source to address issues on sustainability and responsible practices,” states Valentin.
Being a member of Supplier Ethical Data Exchange (Sedex) also helps ensure that SDGISA’s activities are
ethical and comply with local laws and regulations across all engagements with regional partners.
“From an environmental perspective, we’re always on the lookout for ways to minimise our waste and ensure that what we do produce can be ethically and responsibly repurposed or reprocessed.
“Most of the waste we generate is processed into biodiesel and biolubricants – landfill is always the last option,” he elaborates.
PRIMED FOR A POWERFUL PERFORMANCE
The upcoming year promises to be a dynamic and busy 12 months for SDGISA, driven by the
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SETTING SECTOR STANDARDS
SDGISA is committed to maintaining the highest standards of quality and reliability in the raw materials it procures.
Proudly ISO 9001 and FSSC 22000-certified, it holds suppliers to the same rigorous benchmarks that define the company’s operations. Through comprehensive annual audits of its suppliers’ facilities and operational practices, it forges strong partnerships to elevate their standards to match its own.
This collaborative approach not only enhances the quality of SDGISA’s products but also significantly uplifts the entire supply chain, fostering an ecosystem of excellence.
relentless demands associated with maintaining a thriving business.
As the company navigates challenges and opportunities, its commitment to excellence will guide it in managing a multifaceted agenda focused on growth and innovation.
“We’ve been on a growth trajectory regarding our financial performance over the last few years, which we define as needing to continue and build on,” Valentin reports.
To achieve its growth objectives, it is crucial for SDGISA to not only maintain its financial momentum but also enhance its market presence.
“We need to re-engage with our market and ensure we stay on top of and ahead of new requirements from our customers,” Valentin earnestly concludes.
SDGISA exemplifies the progressive intersection of quality, innovation, and sustainability within the food and beverage sector. The company not only meets the varying
demands of the culinary landscape but also sets a benchmark for responsible sourcing and production practices.
By leveraging local insights and capabilities, it is poised to continue its growth and influence in a competitive market, ensuring it remains the preferred choice for quality oils and fats across the Southern African region.
As SDGISA embraces the future, its passion for high standards and sustainability will undoubtedly play a pivotal role in shaping a more responsible food industry.
Blending the vibrancy of urban living with the serenity of Mauritius’ west coast, Cap Tamarin is a collaborative city equipped with a long-term vision of creating an exceptional quality of life. Yannick Louison, CEO – Real Estate, talks us through how this dream is being realised
Writer: Lucy Pilgrim | Project Manager: Ryan Gray
The real estate development market in Mauritius has seen a major upward trajectory in recent decades, driven by a stable political environment, growing demand for next-generation residential and commercial developments, and increasing interest from foreign investors.
Taking the sector one step further into a new age is Cap Tamarin, a 44-hectare mixed-use development and collaborative city located on the west coast of the island.
Cap Tamarin represents the beating heart of Western Mauritius, conceived as a walkable, humanscale city that allows residents to live, work, study, and play all within a five-minute radius.
Indeed, the development’s
ecosystem brings together residential neighbourhoods, commercial spaces, schools, healthcare, sports, and leisure facilities – all seamlessly integrated within a lively coastal environment that celebrates community and quality of life.
“As a collaborative city, Cap Tamarin was co-created with a network of best-in-class partners we call our ‘Champions’. Each plays a strategic role in shaping a vibrant, self-sustaining lifestyle ecosystem that makes everyday life here streamlined, convenient, and inspiring,” introduces Yannick Louison, CEO – Real Estate.
As such, the project’s success has been built from key partnerships in the areas of education, health, sports, well-being, retail, and lifestyle.
“Together, our Champions represent the core pillars of modern urban life, all harmoniously integrated within the city. Their presence ensures Cap Tamarin functions not merely as a neighbourhood, but as a self-contained city designed for connection and well-being,” he elaborates.
The development welcomes a vast range of clients, from Mauritian families and young professionals to a growing community of expatriates and international investors seeking secure, lifestyle-focused property opportunities.
“Collectively, they form a diverse and connected community that truly lives the Cap Tamarin philosophy of
“CAP TAMARIN IS NOT JUST BEING BUILT - IT IS BEING LIVED. BEYOND BRICKS AND MORTAR, OUR FUTURE CITY CENTRE IS SHAPED BY COMMUNITY SPIRIT, WELL-BEING, AND THE LIFESTYLE OUR RESIDENTS DESERVE”
– YANNICK LOUISON, CEO – REAL ESTATE, CAP TAMARIN
smart, sustainable, and happy living.”
PURPOSEFUL ORIGINS
The story of Cap Tamarin is deeply rooted in the legacy of the Jhuboo family, whose entrepreneurial spirit, integrity, and sense of purpose have long guided their contribution to Mauritius’ progress.
“At the heart of that legacy stands the late Dr Seewoosunkur Jhuboo, a respected physician, humanitarian, and community leader remembered for his compassion, discipline, and commitment to improving the lives of others,” Yannick shares.
“His philosophy, centred on service, respect, and excellence, shaped the values his sons would carry forward in
their own endeavours.”
Inspired by their father’s example, the Jhuboo brothers founded Trimetys Group in 1998, guided by the conviction that hard work, responsibility, and integrity should underpin every enterprise.
Their journey began with Le Poulet Fermier, the family’s first company and a pioneer in local poultry farming – the foundation upon which the brothers would later build a group spanning education, hospitality, and real estate.
“Each new venture reflects the family’s long-term vision of creating opportunity, nurturing communities, and delivering tangible value to Mauritian life,” Yannick expands.
It is this same philosophy that inspired the creation of Cap Tamarin, whereby the spirit of integrity endures under the leadership of the Jhuboo family.
“Through sustainable urban planning, responsible construction, and partnerships with trusted Champions across education, healthcare, sport, and retail, Cap Tamarin continues to grow as a selfsustaining, inclusive, and forwardlooking community – a tribute to Dr Jhuboo’s enduring influence and values.”
AN IMPORTANT BLUEPRINT
At the core of Cap Tamarin’s collaborative approach is the Masterplan, a blueprint for a truly next-generation urban community that evolves organically, adapts to the
Jhuboo brothers
CAP TAMARIN’S CHAMPIONS
EDUCATION
École Paul et Virginie – A leading bilingual primary school that offers a holistic curriculum within walking distance to residents. It anchors Cap Tamarin’s commitment to family life and quality education for the next generation.
HEALTH
Life Together – A multidisciplinary medical and wellness clinic providing integrated care, from general practice to specialised treatments, ensuring residents have access to quality healthcare right at their doorstep.
SPORTS AND WELL-BEING
RM CLUB Tamarin – A world-class fitness, tennis, and padel centre with a range of leisure facilities that encourages active, balanced living. Today, it serves as a vibrant social hub for residents and visitors from across the region.
RETAIL AND LIFESTYLE
Coeur de Ville Tamarin – The west coast’s first modern shopping centre, featuring a Super U hypermarket alongside a curated mix of boutiques, cafés, restaurants, and essential services. The centre anchors everyday convenience at Cap Tamarin and serves as a lively meeting point for residents and visitors alike.
ENTERTAINMENT AND NIGHTLIFE
Big Willy’s - A beloved west coast institution, Big Willy’s brings together dining, sports, and nightlife in a relaxed, friendly atmosphere. From family lunches and live sports screenings to evening events and live music, it offers a vibrant social setting that complements Cap Tamarin’s dynamic lifestyle and community spirit.
needs of its residents, and continues to create long-term socioeconomic value.
The Masterplan has been structured into four progressive layers that set out a roadmap for the development, each designed to strengthen the foundations of a complete, connected city.
First is the project’s core anchors – comprising a school, health clinic, sports club, public park, co-working spaces, and shopping centres like La Place Cap Tamarin – which form the heart of the community.
Complementing these anchors is a cultural layer that reflects the unmistakable spirit of Tamarin.
“Our park and public spaces are designed to bring people together to gather, create, and connect – from open air concerts and community festivals to everyday moments shared outdoors.
“Building on initiatives such as the Bridge Tamarin Eco-Arts Festival and
AN EXCEPTIONAL QUALITY OF LIFE
Cap Tamarin’s collaborative Champion model and Masterplan work to serve one central idea – a fulfilling life is built on balance.
“Our city brings together the vibrancy of urban living and the serenity of coastal life, ensuring residents have access to everything they need whilst staying connected to nature,” Yannick highlights.
Its five-minute lifestyle concept means schools, clinics, offices, cafés, and parks are all within walking or cycling distance, promoting both well-being and sustainability.
Nestled between La Tourelle Mountain, the Tamarin River, and the Indian Ocean, Cap Tamarin enjoys an exceptional setting with direct access to a rich outdoor lifestyle - from mountain climbing and surfing at the bay to mountain biking, paddleboarding, and more.
For golf enthusiasts, the region is blessed with five world-class golf courses within a 45-minute reach, a unique advantage that elevates everyday living.
The project’s amenities are equally as impressive. For example, RM CLUB Tamarin offers an active lifestyle, whilst the Life Together clinic provides highquality healthcare and wellness services.
Elsewhere, La Place Cap Tamarin and Coeur de Ville Tamarin offer lively social hubs with restaurant, cafés, shops, and essential services.
“Combined with our diverse residential offering, from apartments to villas, the result is a complete, walkable community where residents can truly live, work, and play in harmony – a lifestyle reminiscent of the best coastal cities around the world, from Mauritius to Sydney.
“Cap Tamarin is not just being built - it is being lived. Beyond bricks and mortar, our future city centre is shaped by community spirit, well-being, and the lifestyle our residents deserve,” Yannick smiles.
Happy Sakili, Cap Tamarin continues to champion local talent and joyful, inclusive events,” Yannick prides.
This creative spirit comes alive through collaborations with Mauritian artists, whose murals and installations add colour, storytelling, and a distinctly west coast flair to the neighbourhood.
Together, these experiences celebrate the area’s natural creativity and deepen the community’s sense of belonging.
“These core anchors make the city immediately liveable and demonstrate that our vision is not a concept, but a reality that’s already thriving,” Yannick emphasises.
The second phase of the Masterplan is Cap Tamarin’s immediate growth, the next phase of which will see the launch of the Financial Hub –positioning the development as the economic and business centre of the west coast.
Cap Tamarin Beach Club, a highend social and leisure destination, will also soon be launched as part of the development’s growth.
Cap Tamarin will cement this cultural vision through a dedicated Centre for the Arts. This project is
SPECIALITY COATINGS
that places quality, precision and excellence at the forefront of every project.
Our reputation is built on reliability, meticulous attention to detail and a commitment to transforming complex requirements into seamless, durable solutions. From large-scale developments to bespoke installations, we bring the same level of technical mastery and elevated service to each engagement.
As we continue to expand across the region, we remain driven by one mission: to provide exceptional value through uncompromising standards and innovative, future-ready solutions.
“BY BLENDING WALKABILITY, GREEN INFRASTRUCTURE, AND COMMUNITY ENGAGEMENT, WE’RE SHAPING A CITY DESIGNED NOT JUST FOR TODAY, BUT THE DECADES AHEAD”
– YANNICK LOUISON, CEO – REAL ESTATE, CAP TAMARIN
being developed as a public-private partnership to ensure long-term sustainability and broad community access.
A plot of land has already been reserved within the city for this purpose, reinforcing Cap Tamarin’s commitment to culture, education, the environment, and community well-being.
“Together, these projects will balance professional and lifestyle appeal, attracting entrepreneurs,
investors, and residents seeking worklife integration,” he highlights.
Between 2026 and 2030, the third pillar of Cap Tamarin’s Masterplan will focus on the expansion of its ecosystem with new educational institutions, a wellness hub, boutique hotels, senior residences, and an iconic mixed-use building.
“Each addition enhances the diversity of experiences within the city, ensuring it caters to every generation and stage of life.”
Finally, Cap Tamarin’s longterm vision is to be recognised as Mauritius’ first truly urban coastal city – a benchmark for sustainable development, inclusion, and smart living in the Indian Ocean.
“By blending walkability, green infrastructure, and community engagement, we’re shaping a city designed not just for today, but the decades ahead,” Yannick affirms.
Indeed, Cap Tamarin’s humancentric approach drives the Masterplan’s innovation, with each phase being guided by three core principles of sustainability, inclusivity, and connectivity.
“Through this structure, Cap Tamarin is becoming a living model of smart urbanism – a city that grows responsibly, nurtures community, and continues to inspire confidence amongst residents, partners, and investors,” he reflects.
EMPOWERING PARTNERS
Collaboration is undeniably fundamental to Cap Tamarin’s success.
“From the very beginning, we
envisioned a city that not only serves its residents but also empowers partners, businesses, and investors to grow within a shared ecosystem of trust and innovation,” Yannick divulges.
Cap Tamarin attracts collaborators by building long-term value propositions rather than shortterm opportunities, as evidenced by the comprehensive approach of its Masterplan which unifies and reinforces education, health, sports, retail, and business sectors, generating sustained activity.
Collaboration is therefore integral to Cap Tamarin’s Champion model as it doesn’t just simply lease space – it co-creates with leading brands and operators who share the development’s values of quality, sustainability, and community well-being.
Key partners are brought into each project well in advance through an early contractor involvement (ECI) model. Cap Tamarin was the first company in Mauritius to adopt this procurement approach, which has since been integrated into local
INTEGRAL CONSTRUCTION ENTERPRISE
In 2020, Cap Tamarin established its own in-house construction company, Integral Construction Enterprise.
The strategy behind this was simple – to offer greater flexibility, faster execution, and full customisation to its clients.
“By operating as a management contractor, we retain full control of the project whilst sourcing the best suppliers and craftsmen in Mauritius. This allows us to coordinate every stage of construction – from structure to finishes – with a high level of precision and quality,” Yannick confirms.
For Villas A’loès, this set up allows the company to customise each villa according to the individual needs and lifestyle of the client, optimise costs and timelines as it is no longer dependent on a third-party contractor, and ensure consistency in quality architecture across the entire project.
“This approach transforms Cap Tamarin’s accommodation offering from standard residential units to tailor-made homes, blending personal design with the character of the future city centre.
“It allows future residents to feel they are not just buying property but building a home that truly reflects who they are,” Yannick urges.
procurement practices.
This model fosters stronger collaboration, ensures more accurate and efficient cost control, and enables projects to be delivered on time and within budget - ultimately contributing to a complete, seamless, and thriving city experience.
Cap Tamarin’s collaborative ethos also extends to its investors, whereby it ensures transparency, clear returns, and tangible value through prime locations, strong demand, and thoughtful urban design that enhances asset appreciation.
Designed as an open and connected community, the development’s neighbourhood and services extend well beyond its borders – supporting the neighbouring village of Tamarin, Black River district, and Western Mauritius, making it a genuine hub of activity, connection, and opportunity.
“We attract collaborators and investors in the same way we build – through authentic partnerships, proven performance, and a shared belief in sustainable, long-term growth.
“Cap Tamarin offers not just real estate, but a rare opportunity to help shape the future of urban life on the west coast of Mauritius,” Yannick reflects.
NEXT-GENERATION URBAN COMMUNITY
In order to keep building on its mission of facilitating an exceptional quality of life, Cap Tamarin has a range of forward-thinking projects both nearing completion and in the pipeline.
At the forefront is O’Patio, a collection of 72 thoughtfully designed apartments arranged around a beautiful interior garden, creating a calm, green space that promotes neighbourly interaction and well-being.
“Marking an important milestone, the residential project was conceived
as an inclusive, community-driven development offering quality homes at accessible prices – starting at just MUR3.6 million.
“This opens doors for many families who would otherwise be unable to afford high-standard housing in such a desirable market, where prices are usually much higher,” Yannick explains.
Also nearing completion are a public park and H57, an ultramodern office building that offers modular, flexible workspaces ranging from 25 to 630 square metres (sqm) designed to meet the needs of modern professionals.
“Together, these projects reflect our mission to build a vibrant, inclusive, and self-sustaining urban ecosystem that meets the evolving needs of modern living,” he insights.
Elsewhere, Cap Tamarin’s Villas A’loès will be home to a boutique enclave of 14 premium four-bedroom villas, each combining elegant architecture, private pools, and lush landscaping.
To date, six villas have been
delivered, six are nearing completion, and one final unit remains available for sale.
Beyond O’Patio, H57, and Villas
A’loès, Cap Tamarin is particularly excited about Zetwal, a new residential development of 33 apartments and duplexes designed to suit diverse lifestyles.
True to Cap Tamarin’s ‘à taille humaine’ philosophy, Zetwal is a smallscale, people-focused development centred around community living and proximity to key amenities – creating a warm, connected, and convenient neighbourhood experience.
Another key development is the upcoming Financial Hub, created in partnership with a leading finance company.
“Designed to serve as a centre for business, innovation, and entrepreneurship on the west coast, the hub will attract companies, start-ups, and professionals seeking a modern, flexible workspace environment seamlessly integrated into the vibrant urban fabric of Cap Tamarin.”
SHAPING THE CITY CENTRE OF THE FUTURE
Going forward, Cap Tamarin’s main priority is to continue shaping the future city centre of Tamarin with a strong focus on residential, commercial, and office spaces, creating a vibrant urban heart where people can live, work, and thrive.
With over 100,000 sqm of land still to be developed, its other goals for the coming year include expanding its network of partners and operators.
“We are constantly looking for passionate Champions and industry specialists to bring expertise in areas such as healthcare, education, hospitality, wellness, sports, gastronomy, and culture,” Yannick reveals.
“We firmly believe the success of Cap Tamarin lies in trusting the right experts to shape exceptional experiences. Our role is to create the framework – a well-designed city –where these specialists can elevate the way we live.”
Additionally, the city will focus on elevating everyday life by integrating thoughtfully designed public spaces, walkable streets, sustainability, and smart solutions, whilst also strengthening its community-first vision.
“What makes the development special is that it has been built for everyone – Mauritians, expatriates, young professionals, families, and retirees.
“We have created a true community where daily life unfolds seamlessly, naturally, and sustainably. That inclusivity and authenticity are what truly set Cap Tamarin apart,” Yannick concludes.
REHM Grinaker Construction Co. Ltd is on a mission to leave a sustainable legacy for Mauritius’ construction industry, delivering growth for all stakeholders, employees, and communities. Remy Couve, the company’s new CEO, tells us more
Writer: Lily Sawyer | Project Manager: Ryan Gray
EXPERIENCE, FUTURE
Having undergone rapid evolution in recent years, Africa’s construction industry continues to expand at a steady pace.
Technological progress has streamlined processes and improved efficiency, whilst government initiatives have helped attract foreign investment.
Yet these changes also raise fundamental questions: how can technical skills be preserved? How will an increasingly demanding sector continue to attract young talent? How can the industry ensure that growth remains responsible and sustainable?
Leading multidisciplinary contractor REHM Grinaker Construction Co. Ltd (REHM Grinaker), present in Mauritius for 35 years, intends to address these issues through a strategy that places people, coherence, and responsibility at the centre.
“We can deliver a full spectrum of projects locally for both public and private clients,” opens Remy Couve, CEO.
“I have only recently joined REHM Grinaker, and my first priority has been to listen, observe, and understand.
“I am joining a company with 35 years of solid expertise, built by teams who have shaped parts of Mauritius’ landscape. My ambition is not to change that legacy – but build upon it.”
STANDING OUT FROM THE COMPETITION
Over the decades, REHM Grinaker has benefitted from international heritage through its long-standing association with Grinaker-LTA, now part of Aveng, which has enabled the company to develop strong technical capabilities.
“This heritage gives us a valuable foundation,” Remy explains.
“But today, we are entering a new phase. It’s still very early for me – I’m meeting teams, observing our sites, and studying our processes. What I want is to bring structure, clarity, and coherence to everything we do.”
The company operates with documented procedures and integrated digital tools across tendering, planning, and delivery.
For Remy, however, tools only matter if the people using them are empowered.
“What strikes me most is the talent within this company - people who know how to build, understand the island, and care deeply about the quality of their work,” he acknowledges.
“My role now is to create the right environment for them to perform at their best. I’m just starting to put this in place, step by step.
“Joining REHM Grinaker feels like joining a new adventure, one where long-standing expertise and renewal can reinforce each other,” Remy smiles.
INGRAINED SUSTAINABILITY
REHM Grinaker is strengthening its commitment to sustainability through realistic and measurable approaches.
“I believe in coherence before image,” Remy says.
VISION AND VALUES
Vision
• To build a better future
Values
• Safety
• Accountability
• Integrity
• Client satisfaction
• Employee fulfilments
“We’re at the beginning of this journey. My focus is on organising our environmental efforts properly, so that what we announce is something we truly deliver,” he adds.
Since Remy’s arrival, the company has begun implementing a new environmental committee and laying the groundwork for a five-year roadmap built around several key priorities, including environmental responsibility, innovation, and knowledge transmission.
“Education is essential if we want to build for future generations,” he explains.
“But it is only one of several challenges we must address. Sustainability and education are two important pillars, amongst others, that will shape the way we evolve. This transformation touches multiple dimensions of our work.”
Remy then goes on to emphasise the importance of consistency.
“WE HAVE 35 YEARS OF EXPERTISE BEHIND US; NOW, WE MUST BUILD THE NEXT 35”
– REMY COUVE, CEO, REHM GRINAKER CONSTRUCTION CO. LTD
“Sustainability only makes sense when it becomes a habit, not a slogan. What matters is discipline, continuity, and long-term impact.”
The company aligns itself with frameworks such as Leadership in Energy and Environmental Design (LEED) certification, not for publicity but as guidance for continuous improvement.
PROLIFIC PROJECTS AND PROCUREMENT
One of the company’s recent successes is the award of the Telfair 47C contract in the dynamic new city of Telfair in Moka, a mixed-use district designed around modern urban living.
“This project is a chance to demonstrate the direction in which we want to go,” Remy explains.
“It’s an opportunity to show professionalism and discipline, and we’re using it as a benchmark for the standards we aim to strengthen,” he continues.
Indeed, Mauritius’ supply chain requires foresight and partnerships built on trust.
“Procurement is a key element in this ecosystem,” Remy notes.
“We are a small island; success depends on discipline, planning, and collaboration. Part of my work now is to organise how we approach this systemically.”
AN ONGOING LEGACY
As a 100 percent Mauritian-owned company, REHM Grinaker prioritises local employment – though workforce dynamics have shifted in recent years.
“Over the past decade, the proportion of expatriate workers has increased across the industry,” Remy notes.
“Many young Mauritians are choosing careers in other sectors. We need to show that construction is a noble profession, one that builds the country, offers stability, and carries real pride.”
Upskilling is therefore a central pillar of his strategy.
MAKING HISTORY
Having recently been contracted to construct Milestone Limited’s world-class car museum, founded by collector and car enthusiast Terry Smith, Remy reflects on this landmark project.
“This project is a major milestone for the company,” he explains.
“It sets a new benchmark for design and construction standards on the island and showcases the level of engineering excellence that our teams are capable of.”
The project involves complex formwork, advanced support systems, and large in-situ concrete structures, requiring significant technical expertise and coordination.
“We are looking forwards to the completion of the museum, which will enhance Mauritius’ profile as a major cultural and tourist destination,” he adds.
A project of this scale represents a prestigious addition to REHM Grinaker’s portfolio and illustrates the company’s ability to deliver high-end, technically ambitious operations.
“DIGITAL TOOLS HELP US WORK FASTER AND BETTER, BUT CONSTRUCTION REMAINS A HUMAN-DRIVEN ACTIVITY”
– REMY COUVE, CEO, REHM GRINAKER CONSTRUCTION CO. LTD
“I’m beginning to organise how we will train, support and upskill our teams. It will take time; you don’t transform a culture overnight, but we have an excellent base to build on – people with strong experience, deep know-how, and a sense of responsibility.”
“We have 35 years behind us, now, we must build the next 35. My ambition is to gradually strengthen our methods, elevate our standards, and make REHM Grinaker the best people to work with.”
Whilst technology will support this journey, Remy remains clear-eyed.
“Digital tools help us work faster and better, but construction remains a human-driven activity. The value we create comes from people, their judgement, skills, and hands,” he insights.
SPECIALITY COATINGS
that places quality, precision and excellence at the forefront of every project.
Our reputation is built on reliability, meticulous attention to detail and a commitment to transforming complex requirements into seamless, durable solutions. From large-scale developments to bespoke installations, we bring the same level of technical mastery and elevated service to each engagement.
As we continue to expand across the region, we remain driven by one mission: to provide exceptional value through uncompromising standards and innovative, future-ready solutions.
“We’re at the beginning, but the foundation is there – strong expertise, committed teams, and a shared ambition.
“If we continue to build with discipline, respect, and coherence, I’m convinced we can take REHM Grinaker to the next level, and we will do it together,” Remy concludes.
Tel: +230 249 3501
info@rgcl.mu www.rehmgrinaker.mu
SOLAR FOR EVERYONE
A leader in engineering, procurement, and construction, Eversolar is addressing the evolving challenges of South Africa’s electricity supply with innovative solar and battery solutions. Johan Pienaar, CEO, elaborates on the company’s key operations across the commercial, industrial, and agricultural sectors
Writer:
Lucy Pilgrim
Project Manager: Ben Weaver
Established in 2019 in South Africa (SA), Eversolar was founded by a small, dedicated team who were passionate about helping the nation’s businesses take control of their energy future.
Upon the company’s inception, SA’s energy landscape was already under immense pressure, characterised by load shedding, rising electricity tariffs, and an overstretched grid accelerating a shift towards private energy generation.
Over the last decade, Eskom tariffs have escalated by more than 350 percent, placing enormous strain on commercial and agricultural businesses alike.
This environment has driven strong demand for reliable, cost-effective, and scalable renewable energy solutions.
“The sector has matured significantly – from early adopters experimenting with small rooftop systems to today’s landscape of utility-scale solar and battery projects.
“Engineering, procurement, and construction (EPC) companies like Eversolar now operate at far higher technical and financial capability, delivering full turnkey systems that integrate with clients’ operational and financial models,” opens Johan Pienaar, CEO.
Indeed, the company initially served small to medium-sized commercial and industrial (C&I) clients but soon grew into a leading EPC provider for large-scale solar and battery systems for the C&I, mining, and agricultural markets across SA and Southern
Johan Pienaar, CEO
“Our growth has been entirely organic, built on referrals and reputation. We believe in ‘doing the right things right’ – a philosophy that underpins everything we do.
“Eversolar is not just an EPC; we are a long-term partner in each client’s energy transformation,” he expands.
As such, the company has a simple mission – to deliver reliable, high-quality renewable energy solutions that enable businesses to thrive in an unpredictable energy environment.
“Every project we deliver aims to reduce cost, improve energy independence, and enhance longterm sustainability for our clients,” Pienaar states.
A COMPREHENSIVE, INTEGRATED APPROACH
Eversolar offers a strong portfolio in solar photovoltaic (PV) and battery energy storage systems (BESS), differentiated by its experience across multiple projects with unmatched in-house engineering capabilities.
“We design, simulate, commission, and operate every system ourselves, ensuring seamless integration, remote monitoring, and proactive maintenance.
“Even after commissioning, our support team continuously optimises system performance through data analytics and field inspections, safeguarding our clients’ return on investment,” Pienaar confirms.
With this in mind, Eversolar’s excellence in project development
and execution sets it apart as it delivers holistic, end-to-end energy strategies.
From technical feasibility to commercial structuring, the company is able to design, structure, finance, and deliver turnkey systems that truly work for the client.
“This integrated approach allows businesses to benefit from renewable energy without large upfront costs – a major advantage in today’s economy,” Pienaar urges.
Furthermore, because Eversolar deeply understands both the engineering and financial dimensions of energy, the company is often trusted to structure fully-funded offbalance sheet solutions such as power purchase agreements (PPAs) and rental models.
PPAs in particular are tailored for businesses seeking predictable energy costs and a reduced reliance on Eskom. Under the agreement, clients only pay for the energy they consume, typically at a rate far lower than the utility tariff, whilst Eversolar takes care of system financing, operation, and maintenance.
“This model is particularly effective for mining and agricultural enterprises where energy costs directly affect competitiveness.
“By stabilising electricity expenses and eliminating capital barriers, Eversolar enables clients to focus on their core operations whilst enjoying clean, reliable energy,” Pienaar details.
PIONEERING AGRICULTURAL PROJECTS
Compared to other industries, the agricultural sector is facing significant hardship due to rising Eskom costs and unreliable energy supply. In fact, many farms are now spending millions annually on electricity, with tariff escalations far exceeding inflation.
Amongst these challenges, the company has become a trusted partner to this sector by delivering large-scale solar and BESS that directly address such industry difficulties.
“Eversolar’s experience in commercial solar has uniquely positioned us to serve agriculture –an industry that demands reliability, flexibility, and technical precision.
“From irrigation to cold storage, our engineers design each system to match specific load profiles and optimise uptime,” Pienaar points out.
Indeed, the company’s solarplus-storage systems help farmers maintain uninterrupted operations and hedge against any tariff shocks, enabling them to reduce their reliance on Eskom and displace high daytime energy costs through solar energy.
BESS, meanwhile, allows farmers to shift consumption away from peak times, maximise solar utilisation, and stabilise their energy supply, often resulting in energy cost reductions of 50 to 90 percent.
The battery systems can also be utilised for optimum energy arbitrage,
“OUR GROWTH HAS BEEN ENTIRELY ORGANIC, BUILT ON REFERRALS AND REPUTATION. WE BELIEVE IN ‘DOING THE RIGHT THINGS RIGHT’ – A PHILOSOPHY THAT UNDERPINS EVERYTHING WE DO”
– JOHAN PIENAAR, CEO, EVERSOLAR
which involves charging with solar during off-peak hours, whilst discharging during peak demand periods to ensure lower costs.
Eversolar also helps to rationalise agricultural supply points by creating internal networks fed from central solar and storage hubs, ultimately reducing fixed-line charges.
The company’s projects additionally enable farmers to shift high-load activities like irrigation and water pumping into daylight hours for additional savings, as well as enabling business expansion by providing energy systems for
additional grid capacity in areas where Eskom is unable to.
This holistic approach has allowed many farms to regain control of their cost base, secure operational continuity, and reinvest savings back into production and growth.
“For agribusinesses considering the shift to renewables, our advice is to view energy as a strategic investment, not just an expense.
“Partnering with a company like Eversolar means having a technically capable, financially sound, and valuesdriven team walking the journey with you – from concept to long-term success,” Pienaar advises.
RELIABLE AND COSTEFFECTIVE RESULTS
A recent demonstration of Eversolar’s key support for agribusinesses is the company’s work with a leading potato producer who faced mounting challenges from rising energy costs, frequent power disruptions, and Eskom’s increasing tariffs, all of which directly affected irrigation and packaging operations that were essential to productivity.
Eversolar subsequently implemented a fully-integrated hybrid energy system that combined 1.11-megawatt peak (MWp) of solar PV, 1.275 megawatts (MW) of backup generation, and 2.18 megawatt hours (MWh) of battery energy storage.
The system reduces reliance on Eskom by displacing grid consumption with solar energy and leveraging battery energy arbitrage to replace costly peak-hour power with stored solar and off-peak energy.
CREATING SHARED VALUE
The company strongly believes in creating shared value wherever it operates. This includes supporting local employment where possible, offering training programmes for technicians and contributing to energy awareness in rural communities.
“Every Eversolar project also indirectly supports environmental sustainability by displacing fossil fuel emissions and building long-term energy resilience,” Pienaar elaborates.
The notion of shared value also extends to the company’s team, consisting of around 50 skilled professionals across sales, engineering, and project management, each embodying the company’s values of integrity, trust, accountability, diligence, and passion.
“Our team’s diverse expertise enables us to manage complex projects end-toend – from development, design, and integration to commissioning – whilst ensuring reliable long-term system operations,” Pienaar highlights.
Employees are also empowered through professional development, open communication, and ownership of outcomes.
“Every project is a team effort, and our culture of accountability and excellence ensures we consistently deliver outstanding results.”
STRATEGIC AND STANDARDISED SUPPLY
The South African renewable energy supply chain has matured considerably since the inception of Eversolar, and the company is proud to partner with trusted suppliers and logistics companies, enabling it to deliver multiple largescale projects simultaneously.
Eversolar leverages a standardised procurement strategy to ensure that every installation uses Tier 1 PV modules, inverters, and BESS components.
As such, working closely with reliable distributors and logistics providers mitigates risk across the company’s supply chain and allows it to focus on quality execution and project delivery.
“Partnerships are central to our success; we view suppliers not just as vendors, but as strategic collaborators who share our commitment to quality, safety, and performance.
“Through long-term relationships, we’re able to secure priority support, technical innovation, and consistent availability of key components – all of which directly benefit our clients,” Pienaar shares.
To further enhance efficiency, the company also restructured the farm’s internal electrical network, consolidating multiple Eskom supply points into a single, central hub, thus significantly lowering fixed-line costs and simplifying energy load management.
“Once load management is fully implemented, the system has the potential to supply up to 60 percent of the farm’s total energy demand through renewables, marking a substantial step towards long-term
energy independence,” Pienaar explains.
The modular design additionally allows for seamless future upgrades as the business expands. Moreover, by approaching the Eskom smallscale embedded generation (SSEG) process strategically, Eversolar enabled the farmer to gain faster access to renewable power through an alternative connection pathway that shortened approval times.
“The result is a resilient, costeffective, and future-ready energy
platform that underpins the operation’s ongoing sustainability and growth ambitions,” he adds.
INNOVATION AND ENERGY AUTONOMY
Eversolar has similarly transformed the operations of a prominent citrus producer in SA that faced a complex energy challenge.
The client had already invested in a renewable energy system, but Eskom’s SSEG regulations limited operations to just 25 percent of designed capacity due to network restrictions.
The public utility also required costly network upgrades before approving any increase in grid capacity, effectively constraining both production potential and future agricultural expansion.
Therefore, Eversolar expertly engineered an alternative hybrid energy solution that unlocked the site’s full potential without relying on grid expansion.
The new system – featuring 1.61 MWp of solar PV, 1.6 MW of back up generation, and 2.288 MWh of battery storage – enables the farm to operate efficiently whilst remaining fully compliant with regulatory requirements.
“Through a reconfigured internal distribution network, Eversolar optimised power flows, reduced fixed supply costs, and maximised renewable energy utilisation,” Pienaar affirms.
As a result, the new system now displaces approximately 90 percent of the farm’s peak tariff-period energy and around 70 percent of total demand, delivering dramatic cost reductions and improved energy stability.
The hybrid energy system’s modular, private microgrid design additionally allows farmers to expand their own energy network to power future agricultural developments –an opportunity that was previously impossible under Eskom’s grid capacity constraints.
By once again helping the client to navigate the SSEG process through an alternative technical and regulatory pathway, Eversolar assisted the farmer in gaining access to cleaner, cheaper power far sooner than traditional grid connection processes would have allowed.
“This project stands as a benchmark for innovation and energy autonomy in the agricultural sector, showcasing how the company’s engineering excellence and creative problemsolving enables farmers to achieve real independence, resilience, and growth – despite SA’s regulatory and infrastructure limitations.”
DIVERSIFYING AND SOLIDIFYING
Working to futureproof the business amidst SA’s everchanging energy landscape, Eversolar is focused on three priorities going forwards.
Firstly, the company is steadily diversifying into the mining sector, where large, energy-intensive
operations require dependable and efficient solar-plus-storage systems – something Eversolar has become highly proficient in.
Elsewhere, as BESS technology enters the mainstream, it is integrating advanced storage for tariff optimisation and peak shaving.
Eversolar is also working to maintain its leadership in the agricultural sector by continuing to deliver innovative, cost-saving systems for farms and agriprocessing operations.
“We see significant growth in larger project sizes, where technical expertise and execution capacity are critical differentiators,” Pienaar concludes.
Tel: 012 880 0548
sales@eversolar.co.za eversolar.co.za
A POWERHOUSE POSSIBILITIES
POWERHOUSE OF POSSIBILITIES
As a dynamic industrial services provider offering comprehensive turnkey solutions, TMS-Redec is a true leader of the South African energy and utilities sector. Nico Schoeman, Managing Executive, tells us more about his introduction to the field and the company’s plans for supporting the country’s future
Writer: Lauren Kania
Project Manager: Joshua Mann
At TMS-Redec, ‘do it once, do it right, do it safely’ is how we plan, execute, and hand back every job.”
This steadfast sentiment towards quality, safety, and successful outcomes – as stated by Nico Schoeman, Managing Executive of TMS-Redec – is evident in the company’s position as an industry stalwart in South Africa (SA).
Established in 1998, TMS-Redec is a turnkey industrial services provider to the energy, petrochemical, oil and gas, mining, marine, manufacturing, and construction sectors. The company’s core disciplines include everything from access scaffolding and abrasive blasting to high-pressure water jetting and asbestos removal, and much more.
“We operate nationally from Waterfall City in Midrand, with branches in Cape Town, Durban, Richards Bay, Sasolburg, and Secunda, as well as a regional footprint including Mozambique and Tanzania. We support leading brands
across power, fuels, petrochemicals, mining, and fast-moving consumer goods (FMCG),” details Schoeman.
With a career at the intersection of complex operations and peoplecentred leadership, Schoeman initially trained as an engineer before moving into industrial services.
“What drew me to energy and
CAN YOU TELL US MORE ABOUT TMS-REDEC’S CULTURE REGARDING SAFETY, COMMITMENT TO QUALITY, AND THE ENVIRONMENT?
Nico Schoeman, Managing Executive: “Safety is the first line on every agenda – we embrace fearless reporting, encouragement, recognition, and learning.
“Our ISO-aligned integrated management system governs planning, risk assessment, method statements, and incident learning across all disciplines. We maintain good standing and relevant industry memberships and training credentials, resulting in consistent, auditable performance from pretask risk assessment to close-out.”
utilities was the real-world impact –when you keep a refinery, mine, or power station running safely, you keep communities and economies moving,” he insights.
Currently, Schoeman views the energy and utilities industry as particularly exciting, as the South African power system is gradually stabilising but remains sensitive to shock, making high-quality maintenance and disciplined shutdown execution more critical than ever.
Simultaneously, mining is gaining momentum because when commodity prices strengthen, capital budgets unlock, thus driving infrastructure upgrades, enhanced maintenance routines, life-extension work, and larger, better-planned shutdown scopes.
TMS-Redec is also witnessing a drive towards clean fuels, which is catalysing capital projects. Meanwhile, many ageing petrochemical plants are facing heightened reliability and compliance pressures, translating into a greater need for integrated maintenance solutions.
“For us, that convergence makes this a demanding – and very exciting – time to deliver multi-discipline outcomes safely and at speed,” expands Schoeman.
MERGING TWO INDUSTRY GIANTS
TMS-Redec is a merged entity of the businesses formerly known as TMS Group Industrial Services and Redec Services and is a proud member of the Sekta Group – a company providing clients with a simple route to plan, execute, and commission projects through one aligned ecosystem, thus reducing interfaces and delivering safely at speed.
As part of Sekta Group, the company integrates the planning, commissioning, and construction capabilities for end-to-end delivery with fewer interfaces.
This merger consolidated deep capability sets, from heavy-duty industrial cleaning and access to coatings, corrosion protection, and specialist repairs. It also provided the platform for an expanded services offering and geographic reach into Africa.
“This union simplified contracting for clients by delivering more disciplines under one accountable partner with common systems, supervision, and reporting,” informs Schoeman.
TMS-Redec continues to differentiate itself from the competition through this unique and powerful merger alongside other factors.
Notably, the company’s position as a frontline solutions partner allows it to work shoulder-to-shoulder with site teams to diagnose root causes and design fit-for-purpose methods. It consistently leads with innovative approaches, bringing new solutions to old problems. From alternative access strategies and accelerated surface-prep to specialised linings and catalyst-handling methodologies, TMS-Redec is always aligned with safety and schedule.
Equally, the company prioritises safety and quality in every activity it undertakes. It boasts ISO-aligned integrated management systems, governance planning, risk, and closeout across every discipline.
This aligns with TMS-Redec’s emphasis on empowerment and local value. The company is a Level 1 broadbased Black economic empowerment (B-BBEE) contributor, 100 percent black-owned, and 51 percent black women-owned.
Most importantly, the company highlights its culture.
“We care for our people, work on management visibility, and have a ‘we all go home safely’ mindset evident in disciplined planning, clean worksites, and incident-free execution,” prides Schoeman.
TMS-REDEC SERVICES –AT A GLANCE
• Abrasive blasting and industrialscale painting
• Asbestos removal
• Catalyst handling
• Chemical cleaning
• Cold cutting
• Concrete rehabilitation and repairs
• Epoxy and specialised floor coatings
• Fireproofing
• Heavy metal removal, power tooling, sandblasting, and repairs to marine vessels
• High-pressure washing
• Industrial cleaning vacuumation and waste removal
• Industrial fire prevention and suppression
• Industrial scale specialised corrosion protection coatings and linings
• Insulation and cladding
• Kwikstage, Ringlock, and Layher® access scaffolding
• Rope access
• Tank desludging and cleaning
MAKING WAVES IN INDUSTRIAL MAINTENANCE
TMS-Redec expertly specialises in shutdowns, general outages, largescale maintenance, and projects where schedule control, multi-trade coordination, and safe execution are non-negotiable.
“Our teams deliver scaffolding, access, and alternative access solutions at scale and apply coatings with precision and insulation with perfection,” details Schoeman.
“We execute complex catalyst change-outs – including inert and continuous monitoring environments – whilst performing high-pressure water jetting, vacuumation, chemical cleaning, the application of specialised floor and tank linings, and structural repairs to extend asset life.”
By doing all of this under one contractor, plan, and quality system, it consistently shortens outages and improves hand-back certainty, making TMS-Redec the partner of choice for
many.
The company’s industry-leading expertise is also evident in the recent projects it has undertaken.
Within the petrochemical sector, the company conducted an insulation remove-and-replace on a 97-metre-tall vessel using Layher® access scaffolding system, delivering a two-and-ahalf-month schedule improvement over prior project performance.
Additionally, the company delivers twice-yearly catalyst changeouts under inert atmosphere conditions for several consecutive years whilst maintaining an incident-free safety record throughout.
“We have a multi-year track record of successful boiler outage execution, achieving a consistent combined downtime reduction of up to four days per event through the use of Layher® access scaffolding systems and suspended access solutions, achieving a multi-million Rand benefit to the client,” informs Schoeman.
At Bazibi Engineering, we transform concepts into reality, reliable, and future-ready solutions. Our expert team delivers Mechanical and Piping Engineering Design and Drafting, and Structural Design services tailored for projects of any scale. Whether you’re expanding a plant, developing new systems, or upgrading existing infrastructure, we provide accurate designs, quality workmanship, and efficient project execution. From concept to completion, we ensure every detail counts.
LET US ENGINEER YOUR SUCCESS.
Another snapshot of TMS-Redec’s range is its work on new boilers. Specifically, as the scaffolding and insulation partner for three new boilers for a petrochemical client, enabling a shift away from coalderived steam – a strategic move to reduce greenhouse gas emissions, with the project expected to cut imported coal steam to zero and reduce carbon footprint.
KEEPING CRITICAL INDUSTRIES WORKING
TMS-Redec is proud to assist the critical and core industries that play a vital role in SA’s sustainability and well-being.
“Our purpose is to keep critical industry working – safely and reliably. We translate that purpose into measurable outcomes for power, fuel and petrochemical, mining, and manufacturing operators,” impassions Schoeman.
The company upholds this role through various means, most notably by its uptime and resilience, asset integrity and life extension, people and environmental protection, energy transition readiness, local value and skills, and partnerships and continuous improvement.
Specifically, its partnerships and continuous improvement involve a frontline solutions approach, with root-cause analysis, fit-for-purpose methods, and close-out learnings, all of which compound reliability gains over successive outages.
Equally as important to TMSRedec’s reputation as an industry leader is how it treats its team members.
“Our people are our edge. We invest in formal certifications, on-the-job mentorship, and supervisory development,” explains Schoeman.
The company recognises excellence with visible leadership engagement on sites and ‘safety moments’
“OUR PURPOSE IS TO KEEP CRITICAL INDUSTRY WORKING – SAFELY AND RELIABLY. WE TRANSLATE THAT PURPOSE INTO MEASURABLE OUTCOMES FOR POWER, FUEL AND PETROCHEMICAL, MINING, AND MANUFACTURING OPERATORS”
– NICO SCHOEMAN, MANAGING EXECUTIVE, TMS-REDEC
that celebrate proactive hazard identification. It is most excited about its graduate internship programme, which has yielded a 68 percent conversion to permanent employment over the past six years, lifting the company’s competency levels, creating
opportunities for qualified professionals to enter the industry, and underpinning succession planning.
“The result is confidence, careers, and – most importantly – sustained improved service delivery,” concludes Schoeman.
As TMS-Redec continues to look towards an ever-successful future, it is prioritising reliability partnerships, selective regional growth, capability deepening, and talent pipeline and transformation – ultimately allowing it to retain its well-earned and timeproven status as a game-changer in the energy and utilities industry.
Tel: +27 11 554 8600
info@tms-redec.co.za
www.tms-redec.co.za
THE TECHNOLOGY LEADER SHAPING GLOBAL ENERG Y
Where a century of heritage meets the technology manufacturing of tomorrow, KONČAR Group has achieved enviable prominence in the global energy transition. Gordan Kolak, President of the Management Board, tells us how its portfolio of cutting-edge solutions meets worldwide market demand and shapes a sustainable future
Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence
Aflagship of Croatian and regional industry, KONČAR Group (KONČAR) has evolved over the past century from a small workshop into the nation’s leading net exporter and a globally recognised technology leader.
Today, the company stands as a symbol of strength, quality, and reliability, with a presence in more than 130 markets worldwide.
This unique European story of excellence, dedication, and vision began on 24th January 1921 in Zagreb, the capital of Croatia, with the founding of Elektra Inc. (Elektra), a business focused on electrical and mechanical engineering.
That same year, Elektra became part of the international giant Siemens, and from 1945, operated as Rade Končar.
In 1947, the company launched its serial production of transformers, which began with voltages of up to 35 kilovolts (kV), alongside the
production of small oil-filled and dry-type instrument transformers for distribution networks and industrial facilities.
A year later, Rade Končar reached a major milestone that would shape its future – marked by technological breakthroughs and significant contributions to global engineering and science.
This milestone was the first RK generator, with a capacity of 24 megavolt-amperes (MVA), voltage of 10 kV, and weight of 220 tons, produced for the Mariborski Otok hydropower plant (HPP) in Slovenia.
After 40 years of successful operation, the generator became a museum exhibit and one of the company’s historic symbols.
Since January 1991, just a few months before Croatia declared independence in June, the company has operated as KONČAR.
Today, it is recognised as one of the most prominent examples of technical
expertise and business success in modern industry.
A TRACK RECORD OF EXCELLENCE
Over the decades, KONČAR has manufactured and revitalised more than 700 generators and successfully delivered over 400 HPP construction and refurbishment projects worldwide – either independently or in collaboration with partners.
Today, the company is best known for its expertise in power transmission and distribution, particularly in the development and production of transformers.
To date, it has manufactured and delivered nearly 500,000 transformers, including various types, voltage levels, and capacities.
With KONČAR transformers operating in almost 120 countries, they represent the most globally distributed Croatian industrial product.
Gordan Kolak, President of the Management Board
In addition to its core areas of expertise, the company stands as an undisputed regional leader in renewable energy, power engineering, urban mobility, and infrastructure, as well as digital solutions and platforms. This leadership is firmly supported by key performance indicators (KPIs). For example, last year marked KONČAR’s fifth consecutive year of record-breaking results across all key financial metrics, highlighted by major development milestones and strategic partnerships.
In 2024, the company also achieved consolidated revenue from the sale of products and services exceeding €1 billion, representing an 18.1 percent increase compared to the previous year.
An additional measure of KONČAR’s continued growth was its order book, which surpassed €2 billion as of 31st December 2024 – an increase of 43 percent compared to the beginning of the year.
Moreover, newly contracted business in the same year amounted to €1,667.4 million, up €357.3 million from 2023.
KONČAR continued its steady upward trajectory in the first half of
2025, with Q2 marking over five years of uninterrupted growth.
Compared to the same period in the previous record-setting year, the company achieved a notable increase in consolidated revenue from product and service sales, underscoring its robust market position and operational efficiency.
KONČAR’s strong global competitiveness and the synergy among its companies are best reflected in the export share, which made up a significant majority of total revenue.
Positive developments were also recorded in newly contracted business, further reinforcing the foundation for continued expansion in the coming periods.
Meanwhile, the book-to-bill ratio in the first half of 2025 stood at 1.4, driving the order book to a recordhigh value of €2.3 billion.
AMONG EUROPE’S LEADING TECHNOLOGY POWERHOUSES
In recent years, the global energy sector has entered its most intensive phase of the green transition.
This socioeconomic shift is increasingly evident in the power
industry, which is now facing unprecedented demand for hightech equipment and solutions – particularly in the power transmission and distribution segment.
Thanks to its competitive and globally recognised portfolio, KONČAR has leveraged these market opportunities to achieve historic growth rates and strengthen its position on the international stage like never before.
With top-tier, custom-made products and solutions tailored to meet even the most demanding requirements of customers worldwide, KONČAR has entered a new era of power engineering as a firmly established company among Europe’s most relevant technology manufacturers.
KONČAR’s export performance remains a clear indicator of its strong global positioning and the synergy across its companies.
In the first half of 2025, exports made up a substantial majority of total revenue from product and service sales, further reinforcing the company’s role as Croatia’s leading net exporter.
Compared to the same period in 2024, exports saw a significant yearover-year increase. The European Union (EU) contributed the most to this growth, with EU countries accounting for the dominant share of KONČAR’s total exports.
Among the most prominent export destinations are Germany, Austria, and the Netherlands, whilst notable breakthroughs have also been achieved in Scandinavian markets, particularly Sweden and Norway, where KONČAR is actively involved in strategic national energy infrastructure projects.
POWERING THE US’ SUSTAINABLE FUTURE
Despite unfavourable forecasts earlier this year related to US administration policies and proposed
tariffs, KONČAR achieved significant additional breakthroughs in the US market during the first half of 2025.
“According to financial reports for the first half of the year, KONČAR recorded substantial revenue growth from product and service sales in the US and Australian markets, more than double the same period last year. This growth was primarily driven by solutions in the power transmission and distribution segment, where KONČAR has been consistently strengthening its global competitiveness,” outlines Gordan Kolak, President of the Management Board.
“In the US market, the most notable export performance came from KONČAR – Instrument Transformers, which achieved a significant year-over-year increase, reflecting the company’s growing
presence and relevance in this strategic region. These results confirm the effectiveness of our long-term strategy and strength of our portfolio in key global markets.
“Such deliveries primarily include transformers of various types and capacities, which serve as key components in major transmission network construction projects across the US market. For example, in just the past three months, we delivered 16 transformers rated at 245 kV and 525 kV to the US, which will be installed at the Heward and Freezeout substations in Wyoming, Little Snake substation in Colorado, and Coyote substation in Utah. In addition, we supplied a larger number of transformers under two contracts with Dominion Energy, headquartered in Virginia,” he continues.
Therefore, despite current developments related to tariffs, the US market remains highly promising and strategically important for KONČAR.
As a result, the company is actively exploring further strategic partnerships and the potential for a local presence.
JACK-OF-ALL-TRADES
Hydropower is a niche in which KONČAR holds a level of experience, expertise, and references matched by very few companies worldwide, as one of the areas where the Croatian company is highly recognised and respected on the global stage.
Recently, KONČAR added two major strategic projects to its extensive portfolio – the €65 million revitalisation of the Haditha HPP in
Iraq and the €80 million revitalisation of the Vidraru HPP in Romania.
These complex and high-value projects not only mark new milestones in the hydropower segment but also reflect KONČAR’s strong global competitiveness, having been awarded them through international tenders.
The company is also recognised in the field of renewable energy for its own wind power plant, Pometeno Brdo – Croatia’s first wind farm with a capacity of 20 megawatts (MW), built 16 years ago, which generates approximately 25 million kilowatt hours (kWh) of electricity annually.
KONČAR has also built a strong track record in solar energy. In recent years, it has constructed around 10 large-scale solar power plants across Croatia for various partners
and recently signed contracts for the construction of two new solar power plants in Slovenia.
These facilities will be located near the Brežice HPP, a project in which KONČAR played a vital role.
The plant features a nominal capacity of 45 MW and a flow rate of 500 cubic metres per second, with the company having delivered three generators with a maximum continuous output of 21.5 MVA, along with excitation and monitoring systems.
In addition, KONČAR has installed integrated photovoltaic systems at nearly all its manufacturing facilities, significantly reducing the company’s carbon footprint, contributing to the decarbonisation of industry, improving energy efficiency, and –most importantly – leading the green industrial transition by example.
LEADING IN POWER TRANSMISSION AND DISTRIBUTION
Power transmission and distribution is a field in which KONČAR has long demonstrated its expertise, consistently reinforcing its reputation on the global stage – particularly within the EU.
Whilst all business segments of the company have shown growth in recent years, this segment leads the way, driven by historically high market demand.
Transformers represent the most powerful export lever within KONČAR’s production portfolio.
As some of the most sought-after products in today’s power industry, they have played a key role in its overall achievements.
KONČAR has also made notable
development strides in the transformer segment, among them the delivery of transformers featuring bluemint® Steel, a high-quality transformer core material produced with 50 percent lower carbon dioxide emissions compared to conventional manufacturing processes.
Additionally, KONČAR has developed a dedicated GREEN LINE of instrument transformers, which are shipped to customers worldwide.
The share of transformers made with environmentally friendly materials continues to grow, with the largest volumes currently delivered to Germany, Sweden, Denmark, the UK, US, and Australia – further underscoring the company’s global competitiveness.
In addition to KONČAR –Distribution and Special Transformers, KONČAR – Instrument Transformers and KONČAR – Power Transformers have also delivered outstanding results.
Elsewhere, compared to the previous year, KONČAR achieved double-digit growth in product sales revenue, with a significant portion of that generated in the US market, further confirming its strategic importance and global reach.
A key strategic milestone for KONČAR was the acquisition of Dalekovod, which created strong synergies between two experienced and capable companies actively engaged in some of the most important energy infrastructure projects across the EU.
One notable example is the construction of a new 420 kV transmission line on the Vik – Sogndal route in Norway, which includes a crossing over one of the country’s largest fjords – just one of many major projects Dalekovod is delivering in the Scandinavian market.
Thanks to its outstanding references, strong presence in demanding European markets, and the growing need for transmission network revitalisation, KONČAR –now further strengthened through strategic expansion – is poised to play a prominent role on the global stage in the years ahead.
ADVANCED TRANSFORMER MANUFACTURING
The unprecedented global demand for transformers and related equipment in the power transmission and distribution sector has introduced new challenges for the industry.
One of the key components in transformer production is the transformer tank, for which market demand continues to rise. To effectively respond to this growing need, KONČAR has once again joined forces with Siemens Energy, a global industry leader and long-standing partner.
Their successful collaboration dates back 30 years to the founding of KONČAR – Power Transformers in 1995. This joint venture (JV) between KONČAR and Siemens Energy, in which the former holds a 49 percent stake and the latter 51 percent, is now recognised as one of the world’s leading manufacturers of large power transformers.
In July 2024, KONČAR and Siemens Energy established a new joint venture, KONČAR – Transformer Tanks (KTK), with KONČAR holding a 60 percent majority stake and
Siemens Energy 40 percent.
As part of this initiative, a stateof-the-art transformer tank factory is nearing completion at KONČAR’s site in Sesvetski Kraljevec in Eastern Zagreb.
The facility will employ over 400 people, is scheduled to begin operations in early November 2025, and is projected to manufacture approximately 160 custom-made transformer tanks annually, tailored to meet the specific requirements of global markets and customers.
“It’s important to note that KONČAR has previously manufactured transformer tanks independently. However, the establishment of KTK significantly enhances our capacity and competitiveness in this segment,” Kolak emphasises.
“Strategic partnerships like the one between KONČAR and Siemens
Energy represent a major step forward in strengthening European industry, advancing technological development, and positioning Croatia on the global energy transition map.
“These collaborations allow us to expand production capacity, exchange knowledge and expertise, share risks, and improve market reach. Beyond boosting resilience and operational efficiency, such partnerships also create new jobs and open opportunities for mutual professional growth, innovation, and long-term business stability,” Kolak comments.
PIONEERING SUSTAINABLE URBAN MOBILITY
In the global race toward carbon neutrality, Croatia is making a meaningful contribution to Europe’s decarbonisation efforts – not only
through the integration of renewable energy and digital transformation but also the electrification of public transport and modernisation of rail systems with sustainable, green solutions.
At the forefront of developing advanced solutions for domestic urban mobility and infrastructure is KONČAR – Electric Vehicles (KEV), a company that leverages the knowledge and expertise of Croatian engineers.
With a rich tradition of in-house development, its high-tech products and solutions in the field of urban mobility and infrastructure have become synonymous with quality, innovation, and reliability.
A prime example is the latest generation of low-floor trains, widely regarded as Croatia’s most complex technological product. These trains embody the synergy of knowledge, capabilities, and competencies of local experts.
After unveiling its first batterypowered train and accompanying
“STRATEGIC PARTNERSHIPS LIKE THE ONE BETWEEN KONČAR AND SIEMENS
ENERGY REPRESENT A MAJOR STEP FORWARD IN STRENGTHENING EUROPEAN INDUSTRY, ADVANCING TECHNOLOGICAL DEVELOPMENT, AND POSITIONING CROATIA ON THE GLOBAL ENERGY TRANSITION MAP”
– GORDAN KOLAK, PRESIDENT OF THE MANAGEMENT BOARD, KONČAR GROUP
charging station at InnoTrans, the world’s largest transport technology fair held in Berlin in September last year, KONČAR has delivered its most anticipated innovations to Croatian railways this year – battery multiple units (BMUs) and battery electric multiple units (BEMUs), along with supporting infrastructure.
In May 2025, BEMUs – powered by a 100 percent electric drive and supplied with energy from both onboard batteries and the overhead
contact line – entered service.
Given a significant portion of Croatia’s railway network has still not been electrified, this hybrid technology offers an ideal solution for sustainable, carbon-neutral longdistance passenger transport across the country.
The debut of KONČAR’s BMU on Croatian railways this September marked a significant milestone –positioning it as the only train of its kind in commercial operation globally.
Both train types were developed under the Application of Green Technologies in Railway Passenger Transport project, funded by Croatia’s National Recovery and Resilience Plan 2021-2026.
As part of the project, six charging stations were installed at railway stations in Split, Osijek, Varaždin, Bjelovar, Virovitica, and Pula.
THE BEST OF BATTERY POWER
BEMUs offer 157 seated and 158 standing places and are designed for an average daily range of up to 480 kilometres (km) and 18 hours of operation.
They can be functionally coupled with the latest generation low-floor trains, enabling increased passenger capacity.
On non-electrified tracks, BEMUs reach a maximum speed of 160 km per hour (km/h) using battery power whilst on electrified tracks, powered via the overhead contact line. The
batteries can be charged either from the contact line or at dedicated charging stations.
On the other hand, BMUs reach a maximum speed of 120 km/h and offer 113 seated and 114 standing places. The optimal range per charge is well over 100 km, with testing showing it can reach distances exceeding 200 km on a single charge.
Like the BEMU, BMUs can be functionally coupled with the latest generation of low-floor trains, allowing for increased passenger capacity.
Both train types are equipped with ramps for wheelchair accessibility and accessible toilets, as well as dedicated bicycle spaces.
The entire passenger area is under video surveillance and features monitors for video content, visual and audio station announcements, and free onboard Wi-Fi for passengers.
“KONČAR’s new battery-powered trains, among the first of their kind globally, are a clear testament to the
SUSTAINABILITY BEYOND THE TREND
A key component of sustainable development for KONČAR is its dedication to community engagement and the well-being of people.
In its Sustainability Development Strategy for the period 2024-26, published early last year, the company placed particular emphasis on employee health and well-being, quality education through collaboration with Croatia’s academic community, gender equality, equal opportunities and dignified work for all employees, skills development, and active contributions to society through humanitarian and socially responsible initiatives.
Traditional volunteering activities also play a significant role in KONČAR’s environmental and community efforts. Each year, employees participate in reforestation campaigns across various locations in the country, leaving behind a healthier environment and a legacy of care for nature and future generations.
KONČAR is especially proud of its partnership with the Croatian Paralympic Committee, which reinforces the company’s commitment to diversity and inclusion whilst raising awareness of the challenges faced by people with disabilities.
One of the key goals of this collaboration is to foster a broader social and corporate culture defined by understanding, empathy, fairness, and equal opportunities.
fact we are not only keeping pace with much larger players but also leveraging our specialised expertise in highly focused technological niches, gaining a competitive edge. This positions us firmly among Europe’s most relevant high-tech manufacturers,” highlights Kolak.
“These two examples of our latest technological achievements –developed together with supporting infrastructure for our long-standing partner, Croatian Railways –demonstrate that we are successfully responding to the global demands of the green transition, both industrially and infrastructurally.
“Moreover, we possess all the prerequisites for a stronger presence in the European market, offering solutions for high-quality and long-term sustainable urban mobility,” he expands.
SETTING GLOBAL STANDARDS IN CYBERSECURITY
Whilst this is the fastest era of technological advancement and digital transformation in human history, it is also one of the most turbulent periods in terms of global instability, threats, and uncertainty.
From energy crises and supply chain disruptions caused by armed conflicts to macroeconomic volatility driven by shifting geopolitical dynamics, many of today’s industrial breakthroughs have emerged as direct responses to these global challenges.
Smart cities, automated industries, and advanced urban infrastructure are becoming essential, with data networks and digital systems increasingly integrated into critical infrastructure.
As a result, cybersecurity is no longer just a technological trend – it’s now a strategic imperative for all industry stakeholders.
Croatia can proudly point to KONČAR as a globally competitive representative and regional leader in technological development within this domain.
Backed by a team of top-tier experts, specialised knowledge, and a growing portfolio of references, the company is becoming increasingly recognised in this field.
Through strategic acquisitions in engineering, particularly digital solutions, KONČAR has strengthened its competencies and expanded access to new markets – positioning itself as one of the most serious IT players in the region.
Cybersecurity is one of the core specialties of KONČAR – Digital, which became the first company in the world to receive certification for cybersecurity compliance under the International Electrotechnical Commission (IEC) 62351 international standard in 2023.
This important certification was awarded by the renowned German certification body TÜV NORD, representing one of the highest recognitions of excellence and alignment with the latest global cybersecurity standards for managing critical infrastructure systems.
The first digital solution in the world to receive this certification, and one of the most representative digital products of Croatian industry, KONČAR’s PROZA Station is designed for the cybersecurity management of transformer substations and other critical infrastructure systems.
So, what exactly is PROZA Station? It is KONČAR’s next-generation supervisory control and data acquisition (SCADA) software, a field in which the company has been recognised for many years.
Indeed, PROZA Station is a flagship example of KONČAR’s capabilities, built from over 40 years of experience in developing industrial software used for monitoring, controlling, and optimising infrastructure in sectors such as power engineering, e-mobility, data centres, transportation, water supply, and other transmission, distribution, and urban infrastructure systems.
The solution can be integrated with communication and protectioncontrol devices from various manufacturers and is based on the modern PROZA HAT software platform, which supports the development of SCADA systems for real-time monitoring and control of critical infrastructure whilst also enabling rapid customisation and the creation of entirely new solutions.
A key feature of this advanced system is its ability to operate in a private cloud environment using Docker containers, which enhance efficiency in data centre deployment and maintenance and introduce additional digital redundancy to improve the resilience of critical
infrastructure systems.
PROZA Station is currently in pilot for commercial use at several transformer substations in Croatia and abroad, and KONČAR plans to launch several new digital solutions based on the PROZA HAT platform – particularly in the areas of solar power plant monitoring and control, transport infrastructure, and advanced asset management for energy systems.
HOME-GROWN TALENT, WORLD-CLASS EXPERTISE
KONČAR’s globally established reputation is built primarily on technological products and solutions that stand out for two key reasons.
First, they are developed and manufactured according to a custommade approach, tailored to meet even the most complex requirements of clients worldwide – including some of the largest power systems.
Second, and most importantly, every KONČAR product and solution is created by Croatian experts, many of whom began developing their skills within the company as early as their academic years.
With nearly 6,000 employees, KONČAR is not only one of the largest employers in the country but also one of the most desirable.
A significant portion of the workforce consists of highly educated professionals – such as electrical and mechanical engineers – including more than 50 PhDs, a competitive advantage the company is proud of.
For over six decades, KONČAR has fostered a tradition of academic excellence and close collaboration with the Croatian education system.
“WE ARE PROUD TO SAY KONČAR STANDS SHOULDER TO SHOULDER WITH BOTH DOMESTIC AND INTERNATIONAL COMPETITORS WHEN IT COMES TO THE ENGINEERING AND TECHNOLOGICAL COMPETENCIES OF OUR EMPLOYEES AND THE ACCUMULATED EXPERTISE WITHIN THE COMPANY”
– GORDAN KOLAK, PRESIDENT OF THE MANAGEMENT BOARD, KONČAR GROUP
Many employees actively contribute to higher education as lecturers, course co-organisers, and lab instructors at the nation’s leading universities.
This scientific and professional cooperation allows many promising students to engage with the company during their studies and gain hands-on experience through internships at KONČAR businesses.
A large number of these students eventually join the company, taking their first professional steps in the offices, laboratories, and production facilities of one of Croatia’s most prominent industrial manufacturers.
“We are proud to say KONČAR stands shoulder to shoulder with both domestic and international competitors when it comes to the engineering and technological
competencies of our employees and the accumulated expertise within the company,” Kolak glees.
“This is clearly reflected in the final products we deliver to markets worldwide – products that are highly complex and technologically demanding. Designing and manufacturing a train, tram, transformer, or custombuilt generator tailored to specific customer requirements, whilst remaining cost-competitive, is an exceptional achievement. Ultimately, this speaks volumes about the high level of rare and specialised technological knowledge held by the people at KONČAR,” he adds.
Systematic investment in the personal and professional development of employees has been at the core of the company’s capital investments over the past five years, and KONČAR remains committed to this mission in the years ahead.
“Supporting the growth of our
people and providing competitive working conditions to enhance employee satisfaction will be one of our top priorities in 2025 and beyond. With a strong order book and a strategic framework focused on fostering a culture of excellence, we expect continued growth across all business segments and an even stronger market presence – not only as a competitive technology manufacturer but also as one of the most attractive employers in Croatia,” Kolak closes.
PEOPLE, INNOVATION, INVESTMENT
KONČAR is entering a new era of fully equipped power engineering products thanks to timely and strategic investments in both capacity and competencies. These efforts have positioned the company as a leader in emerging technological trends.
Indeed, over the past several years, KONČAR has made significant investments in expanding its production and research capabilities, accelerating digital transformation, and supporting the continuous development of its people.
With the launch of its new business strategy – ‘People, Technologies, Investments – KONČAR 2030’ – the company is intensifying its transformation, aiming to strengthen its global presence through a modern, digitalised portfolio of products, solutions, and services across the energy, transport, and industrial sectors.
Looking ahead, KONČAR plans to continue with extensive capital investments, focusing not only on new technologies and innovation but also on R&D, modernisation of production facilities, and most importantly – people.
The strategy places a strong emphasis on attracting and retaining talent whilst enhancing market competitiveness through the development of internal resources.
Building on strong contractual
commitments, an increasingly prominent global position, and clear market trends, KONČAR has set highly ambitious goals for the period leading up to 2030.
In this time, the company aims to increase the share of total revenue of services to 15 percent, achieve 85 percent of its revenue through exports, establish three regional hubs globally, and become the first choice in the power industry across Central and Eastern Europe.
Aligned with a culture rooted in excellence and continuous technological advancement, KONČAR also plans to digitalise 80 percent of its product portfolio and further strengthen its position as the most desirable employer in Croatia’s energy transition.
In pursuit of a net zero scenario, the company is also committed to reducing Scope 1 and 2 emissions by 45 percent and developing over 500 MW of its own renewable energy sources by the end of the target period.
KONČAR is thinking broadly, globally, and ahead of the current energy industry. With extensive experience and key transformation processes already underway, the company continues to lead the regional landscape into a new era of power and energy.
To round off each issue, we ask our contributing business leaders for their views on the same question
WHAT IS THE BEST PIECE OF ADVICE YOU HAVE RECEIVED?
Remy Couve CEO, REHM Grinaker Construction Co. Ltd
“One of my first jobs was in marine works, and my first boss told me something I will always remember – “The best way to do marine works is by not doing marine works”.
“I didn’t quite understand at first, but I’ve now come to understand it’s all about being able to think outside the box – even when something is obvious – and being able to attack any problem from a different angle. It’s an idea that’s stuck with me to this day.”
Yannick Louison CEO – Real Estate, Cap Tamarin
“My years working in Singapore taught me a lesson that has guided me ever since – real success comes from planning with patience and acting with precision.
“In Singapore, I learnt the value of long-term thinking – how discipline, foresight, and attention to detail can transform even the most ambitious ideas into reality. It’s a place where progress is never accidental; it’s engineered through consistency,
collaboration, and respect for process.
“This mindset has profoundly shaped how I approach leadership and development at Cap Tamarin. We don’t build in haste; we build with intent. Every decision and project is part of a larger, carefully thought-out vision for a city that will still thrive decades from now.”
Johan Pienaar CEO, Eversolar
“The best advice I’ve ever received is simple – always show up. In this industry, challenges are constant and decisions must be made daily.
“By consistently showing up and tackling issues head-on, you maintain momentum, build resilience, and ensure your business remains relevant in a rapidly changing world.”
Nico Schoeman
Managing Executive, TMS-Redec “Control the controllables. Do it once, do it right, and serve safely. That mantra anchors our preparation, our respect for people, and our promise to clients.”
Anil Shah
Resident Director, Sugar Corporation of Uganda Limited
“The best advice I’ve ever received was from our founder, the late Nanji Kalidas Mehta – “Build something that will outlive you”.
“He believed that true success is measured not in wealth but in the number of lives you uplift and the legacy you leave behind. That principle continues to guide everything we do to create an enterprise that benefits Uganda for generations to come.”
Are you a CEO/Director with a company story to tell? Contact Africa Outlook now!
Corica Mining Services
To
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.
