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Driven by a brand promise, UD Trucks is optimising its vehicle range for the African market

DARSOT FOOD CORP. 62 Strong consumer demand is driving Darsot Food’s rapid growth

CASH CONNECT 86 Moving the bank to your store

JLT SOUTH AFRICA 102 Driven by people, passion for innovation and service excellence

CAPERAY MEDICAL (PTY) LTD 118

A world-first in breast screening and diagnosis

AFRICA OUTLOOK ISSUE 43 FEATURING: REDISA | SUDAN CURRENCY PRINTING PRESS | AFRICAN HEALTH BUSINESS SYMPOSIUM


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as diverse as Tanzania’s main city is In literality, if not in status, business in presenting a blend of it is nationally significant s bustle and paradise pleasure Writer: Matthew Staff

Dar es Salaam t may not be the capital city, but Tanzania’s largest business, cultural and trade hub is certainly the most enigmatic, and ‘abode of peace’ the country’s so-called itself among the has firmly established and regional elite on the tourism ent attractiveness developm business scale. humble fishing Transforming from a pot of village to a thriving melting than four industry comprising more the coast on location million people, its nal accessibility instils both internatio , while and picturesque aesthetics populous most the as g its positionin

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in the world Swahili-speaking city which is affirms a cultural diversity lure to of a proving more and more and travellers with western enterprises each passing year. of It is this mix and antithesis ses Dar lifestyles that best encompas hosting too; es Salaam on a daily basis and business a cacophony of noise by day, before bustle within its CBD relaxed, transcending into a sleepy, paradise come almost suburban-like sunset. suburbs Ironically, it is the sprawling the city themselves that are ingraining landscape further into the Tanzanian expatriate as a result of the growing

community, the rise in tourists drawn to the area’s natural beauty, and the subsequent economic prosperity that is emanating out of Tanzania’s most prized asset. And upon your arrival to the country’s shores, far what greets you is a musical, more cultural, artistic, flamboyant and beautiful might blend of attractions than primary be expected of any nation’s domain. economic

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Facts and figure to Dar And it’s not like the journey strenuous. es Salaam is any more arrival and As the country’s leading looking departure point for visitors the city, and to indulge in what both and islands, parks natural wider the g in the have to offer; its positionin reason for its country is the foremost evolution over the centuries. harbour Incorporating a natural Ocean, backing on to the Indian cast of rail, its leading role in the ns is road, sea and air productio Tanzania comprehensive – Country: complemented by a Swahili, English busy and not the Languages: although admittedly transport 1,590 square most enjoyable – internal Area: kilometres system. and Dar es The dala dala minibus (2014): 4.4 million help systems Population rail Salaam commuter stress Tanzanian shilling Currency: to counteract any possible own caused in making your GMT+3 Time zone: and way around the city, +255 the Dialling code: are complemented by .tz bus rapid transit system Internet TLD: which only opened its Tropical savannah Climate: doors in May, 2016. Issues surrounding safety the Julius and overcrowding On a more holistic scale, in each of these Airport is nal Nyerere Internatio Railways, cases can be complemented by Tanzania made up for in TAZARA its thriving port and the the amount of the city to Railways which connects money you have as well. neighbouring Zambia have don’t or – to ways to All-told, there are more to – pay across via Dar es Salaam Tanzania enter the city’s internal but – if based than via any other city, transit setup, but won’t feel like centrally – you certainly to maintain the the ‘fun’ down you’re missing out on daytime executive lifestyle; on the high street during rather you’ll be taxis, a motorcycle boardroom meetings; quieter altertransit business known looking forward to the hires car or , once business as Bodaboda ego of the city to arrive to go may be the better routes is closed for the day. down.

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Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 165,000 each month. To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Manager, Joe Palliser to find out more.

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W E L C O M E South Africa is Back Open for Business Contrary to recent opinion, and even to Africa Outlook’s recent feature saturation, South Africa seems to be on Driven by a brand promise, UD Trucks is optimising the mend, with a whole host of marketits vehicle range for the African market leading businesses stepping out of the wilderness to once again wax lyrical about the formerly sleeping giant. In summary, Africa’s gateway has awoken. And with Nigeria currently struggling through headwinds similar to those experienced in South Africa in recent years, there is an interesting power shift occurring on the continent. And so it is being reflected in this month’s edition, with a vast proportion of our showcasing segment emanating from the country. In the driving seat is Volvo Group subsidiary, UD Trucks, a Company optimising its vehicle range and adherence to local conditions to solidify its commitment to a brand promise of ‘going the extra mile’. In the passenger seats sit a plethora of industry specialists spanning the full range of sectors, from Darsot Food Corporation, Capitol Caterers and The X Group representing the food & drink domain, to CapeRay Medical and Edendale Hospital on behalf of South African healthcare. JLT South Africa address all matters financial, while EQUATE Africa and Haw & Inglis Group contribute towards a comprehensive construction assortment. Finally, we also revisit two old friends in the form of Bentel Associates International and Camel Fuels who are able to detail to us the recent cycle of South African economic fortunes better than most; alongside MicroEnsure and AttAfrica who also spoke to us post upturn. Elsewhere, Cash Connect, Sudan Currency Printing Press, Mim Cashew and ALTA Computec shed light on conditions elsewhere on the continent, with the latter tech-minded narrative leading in nicely to a front of book selection which covers the financial side of retail evolution and Facebook’s Free Basics initiative in Nigeria. Finally, our Business Travel Guide this month focuses on Dar es Salaam, Tanzania’s ‘abode of peace’; incidentally the new name for Outlook Publishing following the departure of Emily Jarvis; who we, in all seriousness, thank for her unwavering hard work as Deputy Editor for the past two-and-a-half years and wish the best for the future. Matthew Staff WWW.AFRIC AOUTLOOKMAG.COM

DARSOT FOOD CORP. 62 Strong consumer demand is driving Darsot Food’s rapid growth

CASH CONNECT 86 Moving the bank to your store

JLT SOUTH AFRICA 102 Driven by people, passion for innovation and service excellence

CAPERAY MEDICAL (PTY) LTD 118

A world-first in breast screening and diagnosis

AFRICA OUTLOOK ISSUE 43 FEATURING: REDISA | SUDAN CURRENCY PRINTING PRESS | AFRICAN HEALTH BUSINESS SYMPOSIUM

Editorial Director, Outlook Publishing

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Emily Jarvis emily.jarvis@outlookpublishing.com

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

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

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Admin Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Katie Park katie.park@outlookpublishing.com WEB DESIGN: Hamit Saka IT: James Le-May

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

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Enjoy the issue!

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

MANUFACTURING

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UD TRUCKS The Smart Choice for Ultimate Dependability

Going the extra mile to exceed customer expectation

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SUDAN CURRENCY PRINTING PRESS Securing Sudan’s Printing Needs Bolstering the business through continuous investment

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NEWS

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FREE BASICS BY FACEBOOK Switching-on Nigeria’s Entrepreneurial Spirit

All the latest top stories across the month from Africa

Zuckerberg is eager to be a part of the continent’s digital transformation

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REDISA Making Extended Producer Responsibility Sustainable

Pressure is mounting on South Africa’s manufacturers

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Combining to create a leading pan-African payments processor

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DAR ES SALAAM

East Africa’s ‘abode of peace’

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RILEY PACKAGING UGANDA Customer-Centricity

Continuously adapting to an escalating demand for box packaging

F O O D & D R I N K

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DARSOT FOOD CORPORATION Class in a Can

Strong consumer demand is driving Darsot Food’s rapid growth

RETAIL East E-Meets South

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CAPITOL CATERERS A Fresh Approach to Catering

Aligning with Africa’s healthy eating trend


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MICROENSURE Fearless Finance

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Extensive 2016 growth is just the beginning

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MIM CASHEW AND AGRICULTURAL PRODUCTS LTD A Force for Good

CAPERAY MEDICAL (PTY) LTD A Revolution in Breast Imaging

Applying patience, dedication and goodwill to cashew processing

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THE X GROUP Soil to Soul

Striving for excellence by applying Kaizen, discipline and integrity

CASH CONNECT Facilitating Trade Efficiency and Security

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TAZARA Rehabilitating a Transport Lifeline

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EQUATE Property Pioneers

A boutique-focused service offering with a guarantee of active multiple director involvement

HAW & INGLIS GROUP Setting the Benchmark

An innovative approach to both civil and personal development

Restoring a historic rail line to its former glory

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Moving the most amount of gas at the lowest possible cost

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ATTAFRICA First-rate Real Estate

A commitment to sustainable African property investment

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EDENDALE HOSPITAL Comprehensive Community Care

A sustainable, co-ordinated, integrated and comprehensive health service

Moving the bank to your store

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Gearing towards clients’ immediate needs and long-term growth

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A world-first in breast screening and diagnosis

ALTA COMPUTEC PLC Outpacing National Growth

BENTEL ASSOCIATES INTERNATIONAL A Holistic Approach to African Architecture

Helping to drive change in the real estate sector

OIL TRADING AND LOGISTICS AFRICA DOWNSTREAM EXPO

Recognising excellence in the African downstream petroleum value chain

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SOUTHERN AFRICA MINING CHAPTER 2016

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INTERNATIONAL ISLAMIC BANKING SUMMIT AFRICA

Accessing and developing Southern Africa’s mineral wealth

Harnessing the driving forces for the successful development of Islamic finance in Africa

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AFRICA RENEWABLE ENERGY FORUM

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INVESTING IN EMERGING MARKETS SUMMIT

The official international renewable energy side meeting of COP22 - Morocco

Delivering an actionable strategy for African problems

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AFRICAN HEALTH BUSINESS SYMPOSIUM Achieving a positive output for the East African Healthcare Federation

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Bringing Stability to Nigeria’s Oil & Gas Market By the end of the year, experts are optimistic that crude oil prices could recover to US$50 or above; however Nigeria’s summer gasoline glut could be a major drag on global energy prices Writers: Rob Hamill, Partner, and Jonathan Musker, Senior Associate at Mayer Brown

The price of oil has seen a recovery of sorts over the first half of 2016 with a number of forecasters optimistic that crude prices will reach US$50 or above by the end of the year. A substantial factor in that recovery had been the reduction in ‘over-supply’ that has been evident in recent years. Nigeria led the decline in oil

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supply with its crude output reducing to a near 30-year low of 1.3 million bpd in June, 2016 from a high of 2.2 million bpd, losing Nigeria its status as Africa’s top oil producer. This slump was caused by a succession of militant attacks since January, 2016 to the country’s crude oil infrastructure, in particular its pipelines. The Nigerian Government has

announced that stipend payments to around 30,000 former militants in the oil-rich Niger River Delta will resume, in an attempt to address some of the grievances that had given rise to the recent attacks. Peace talks also commenced in late July with the Movement of the Emancipation of the Niger Delta, but there are concerns that this will do little to bring an end to the attacks by the Niger Delta Avengers, who have claimed responsibility for many of the recent attacks and accused the Government of using the peace talks as a delay tactic. Against this backdrop, Nigeria’s Government is seeking investment sums of $40-50 billion for domestic oil projects to expand its output and has recently signed a potential deal for $8.5 billion of investment from China North Industries Group Corp. This follows a recent trend as some of the world’s largest national oil companies are seeking investment opportunities to expand output given the low oil price. Additionally, the Nigerian Government has also expressed a desire to diversify the Nigerian economy to reduce its dependence on oil and there is hope that Nigeria’s weakened currency, the naira, can act as a stimulant for foreign investments. The Italian Government stated its support for that process in August and, in particular, that it believes partnerships between Italy and Nigeria will be mutually beneficial, particularly in the agriculture and aerospace sectors. It is clear that bringing stability back to its oil & gas sector – much of which hinges on the Government’s ability to appease and control the militants, along with attempts to diversify its economy beyond oil & gas – are critical to Nigeria’s recovery from its worst economic crisis in decades.

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA


SHIPPING & LOGISTICS

“There is a strong case for logistics and transport service providers to adopt and utilise emerging technologies like mobility, digitisation

and cloud, or risk losing out to early adopters,” Lessing explained. The ability for apps to provide real time data while simultaneously turning data into useful information for business intelligence is just one of the benefits for transport and logistics service providers. “Apps can greatly improve business processes and connect users to remote resources. Another important benefit of mobile and digitisation technology is the ability to hold and store data post-transaction,” he added. For transport and logistics organisations there is an opportunity to eliminate the risk of lost paper documents and decrease delays in payment for lost goods. “Applications that successfully reduce costs such as those associated with storage and archives are a positive step forward and will likely make a lasting impact on the transport and logistics industry well into the future,” concluded Lessing.

which demonstrates that if you can listen to your customers, manage your risks and understand your operating environment; anything is achievable.”

In addition to registering solid results, Stanbic Bank managed to close a number of major transactional deals in the six month period, including its role as the lead arranger in the US$114 million syndicated loan to MTN Uganda. The bank also led in the structuring of an interest rate swap for the Karuma Dam term financing on behalf of the Government of Uganda (GoU), which hedged out the risk of future interest rate fluctuations and provided GoU with more certainty on their debt servicing costs. Looking towards the remainder of this financial year, Mweheire indicated that the bank is expected to continue on its growth trajectory, especially as the economy picks up in the second half of the year, spurred on by lower inflation and private sector credit driven growth as a result of reductions in the central bank rate.

Enterprise Apps Poised for Lasting Impact on Transport and Logistics According to Cassie Lessing, Managing Director of Strato IT Group, apps represent an increasingly important channel for companies to deliver content, information and services to users, especially in Africa. Already the growth of available apps has been phenomenal by historical standards. According to estimates, there are roughly 827,000 apps available for download on iOS, followed closely by an estimated 670,000 for Android. Lessing expects apps to continue disrupting various industries, adding that the potential benefits for logistics and transportation are far-reaching.

Cassie Lessing, Managing Director, Strato IT Group

FINANCE

Stanbic Bank Reports Solid Half-Year Results Stanbic Bank has released its half-year results for the 2016 financial year, posting commendable growth on all key metrics and recording earnings to further consolidate its position of leadership. “We are very pleased with our performance and the resilience demonstrated by our diverse businesses in the first half of the year,” said Patrick Mweheire, Chief Executive Officer. “The strength of our diversified business model with multiple revenue streams and the intrinsic operating leverage in the bank really came through with these results. We grew revenues by 28 percent and profitability by 57 percent,

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Scatec Solar secures 100 MW Solar Project in Nigeria Announced in tandem with Scatec Solar’s impressive second quarter results, the Company has signed a partnership agreement with CDIL to develop, build, own and operate the 100MW Nova Scotia solar power plant in Jigawa State, Nigeria. “Solar power in Nigeria has significant long-term potential, and we want to take part in the development of this new market,” said Raymond Carlsen, Chief Executive Officer of Scatec Solar. “This investment is the culmination of an extensive review during which the Nova Scotia Power project stood out thanks to its exceptional fundamentals. With the quality of its site development standards and equity funded by Scatec Solar and its partners, the project is ideally positioned to progress rapidly to financial close. Arif Mohiuddin, President and CEO of CPCS, the parent company of CDIL added: “...We are proud of teaming up with Scatec Solar, who has demonstrated its unique ability to deliver similar projects in Africa.”

Janusz Naklicki, Oracle Vice President of the Russia, Africa and Central Europe region, welcomed customers to the two-day Oracle Africa Innovation Summit

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Oracle Continues to Drive Cloud Adoption in Africa

Exchange of best practices and gaining expert insights from top cloud strategists were the two key focuses for Oracle customers who took part in the Company’s two-day long ‘Africa Executive Summit’ that took place earlier this month in Mauritius. Janusz Naklicki, Vice President of the Russia, Africa and Central Europe, Oracle commented: “Cloud adoption in Africa is growing at a ENERGY

Aggreko to Bring 100 MW of ADDGASGenerated Power to Benin Aggreko has won the bid to supply 100 MW of ADDGAS-generated power to Benin. The one-year contract will support the country’s national grid with energy generated from ADDGAS; an add-on technology which substitutes a significant portion of diesel fuel with natural gas. With an annual GDP growth of nearly six percent and a rapidly

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rapid pace as organisations now realise that cloud offers them speed, value and better ROI. Africa is a priority market for us and the Africa Executive Summit is in line with our commitment to further drive this interest and support our customers in Africa in their journey to the cloud.” The two day summit included a host of information packed activities including panel discussions, customer testimonials and keynote addresses by top Oracle executives, including Naklicki; Cherian Varghese, Cluster Leader, sub-Saharan Africa; and Deepak Mehra, Vice President – Cloud Architect. expanding industrial sector, power demands across Benin are increasing exponentially. In its role as the national power utility and system operator in Benin, Société Béninoise d’Energie Electrique (SBEE) is working to bring high quality electricity to the country’s 10 million inhabitants by increasing generation capacity and further developing transmission and distribution networks. In response to the public tender process, Aggreko’s bid was the only one to include an ADDGAS option. By maximising available fuel types, SBEE will be able to make significant savings over the duration of the contract as a result of the flexible ADDGAS solution.

GO TO WWW.AFRICAOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM AFRICA


MINING & RESOURCES

Mining Indaba Appoints New Managing Director Investing in African Mining Indaba has appointed Alex Grose as Managing Director of Mining Indaba, which will come into effect on 10 October, 2016. Jonathan Moore, who is leaving after nine years at the helm, commented: “Alex will be joining Mining Indaba at a great point in its history with what is arguably T R A N S P O R T

East Africa Rising Analysis of International air travel to East Africa this year has revealed strong growth of 11.2 percent compared with the same period last year. This is an exceptional performance as growth for Africa as a whole has been 5.6 percent, with countries like

one of the best events teams in the business…The Mining Indaba has a sound strategy and one that is gaining significant traction in the market. Preparation for the 2017 conference is at an extremely advanced stage and I have no doubt that February in Cape Town will be the best Mining Indaba yet.” Algeria, Egypt, Morocco and Tunisia seeing little growth or even a decline. Olivier Jager, CEO, ForwardKeys, said: “We are seeing a tale of two Africas, with North African countries suffering from political instability and terror activities and sub-Saharan African countries powering ahead, with Ethiopia up 9.6 percent, Tanzania up 10.6 percent, Mauritius up 11.6 percent and Kenya up 14.9 percent. South Africa is up 11.4 percent”.

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Africa Could Become ‘The New China’ Africa has been identified as the continent with the potential to become the next China, thanks in-part to leapfrog mobile technologies and its rapid digital transformation that is driving the possibility of smart cities on the continent. “The digital revolution of Africa has great potential for the continent, but is also a source of risk and uncertainty,” said Hendrik Malan during GIL Africa’s CEO panel session. “Stakeholders across the continent need to ensure a greater degree of focus on empowering the next generation with the right skills and

Hendrik Malan, Operations Director, Frost & Sullivan

Tim Cable, Turner & Townsend

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Turner & Townsend Appoints New Director for South Africa Global professional services consultancy, Turner & Townsend has appointed a new Director for South Africa to drive further growth in real estate programme management. Tim Cable, the new Director, will be instrumental in deploying the consultancy’s bespoke intelligent Portfolio Management (iPM); an integrated programme management model that drives better delivery and outcomes across complex capital spend programmes. Cable said: “Real estate in Africa, and in particular the office sector in South Africa, has significant opportunities within both refurbishment projects of existing space as well as redevelopment of existing sites, with blue chip companies looking to consolidate their current portfolios and leverage off new workplace methodologies.”

digital infrastructure to take advantage of these opportunities.”

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TELL US YOUR STORY

AND WE’LL TELL THE WORLD AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa. We reach an audience of 165,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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


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Switching-on Nigeria’s Entrepreneurial Spirit

It has been four months since the launch of Free Basics by Facebook in Nigeria, and Company Founder, Mark Zuckerberg marked the occasion with his first visit to West Africa’s very own Silicon Valley Writer: Emily Jarvis

aving partnered with Airtel Africa to provide the innovative Internet. org Free Basics service to millions of Nigerians back in May, 2016, Facebook Founder, Mark Zuckerberg has reaffirmed his ‘internet for all’ pledge by taking a surprise trip to the country itself at the start of September. Not only was this his first visit to sub-Saharan Africa, but it has been heralded as one that has brought Nigeria’s technology sector firmly into the world spotlight. Nigeria is the seventh largest country worldwide with more than 86 million internet users. In May, Zuckerberg made the statement that Free Basics by Facebook was offering Nigerians, including 90 million people who are currently offline, the opportunity to access news, health information

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and services for free from 80 preselected websites. Furthermore, the Company is eager to help foster the continent’s well-documented digital transformation and entrepreneurial millennial spirit. “There’s a lot of innovation across Africa right now, and Nigeria in particular is home to a lot of talented developers,” declared Zuckerberg at the launch, citing Jobberman, a Nigerian start-up Company founded by three students in 2009 that connects job applicants to employers, as an example of such talent and innovation. In recent times, technology adoption has been on the rise in Africa, and several tech start-ups have attracted millions of dollars in venture


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investments. Moreover, an influx of cheaper smartphones and mobile broadband connections has increased internet accessibility on the continent; with experts predicting an additional 400 million new smartphone connections will be added by 2020. Jobberman is already listed on Free Basics. Facebook says it will work with developers like this in Nigeria who can build sites with local content which will improve the platform’s relevance to the local audience. In a post on his Facebook page, Zuckerberg said the Company was eager to offer “the opportunity to access news, health information and services like Jobberman that were built by Nigerians” without having to pay. Perhaps most unwelcome though are the side-effects of increased internet participation on the continent

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and African governments are having to battle with improper use as a platform for propaganda; and one that is ultimately causing social disparity and political frustration. According to eMarketer, high rural density, underdeveloped infrastructure, and low literacy rates – as well as the high cost of mobile phones and plans – have all contributed to low internet adoption rates in sub-Saharan Africa as a whole. In addition, central governments have not managed to spur along cheap and easy access to the internet, and some experts believe growth will remain low in to the coming years. Despite controversy, Zuckerberg has put his money where his mouth is, investing millions in the infrastructure – SpaceX satellites – and even African start-up companies such as Lagos-based Andela to demonstrate his commitment to defying these growth predictions and bringing more people online. In Nigeria in particular, Facebook says it has been welcomed as there is an appetite for solutions to tackle the country’s connectivity challenges.

Silicon Valley

During his surprise visit to the country’s economic capital, Lagos in the first week of September, Zuckerberg visited Co-Creation Hub (CcHub), a local innovation centre and tech hub in Yaba – in an area known as Nigeria’s Silicon Valley – and attended a closed-door meeting with President Buhari. He then went on to East Africa’s ‘Silicon Savannah’, Nairobi in Kenya, the continent’s unofficial tech capital. In spite of the tight security, many did not know Zuckerberg himself would be making an appearance. He said: “This is my first trip to sub-Saharan Africa. I’ll be meeting with developers and entrepreneurs and learning about the start-up ecosystem in Nigeria. The energy here is amazing and I’m excited

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Mark Zuckerberg visits Nairobi to see Kenyan innovation in action

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to learn as much as I can.” At the CcHUB, he talked to children at a summer coding camp and entrepreneurs who regularly visit the centre to build and launch their apps. Additionally, Zuckerberg thrilled Nigerians by walking around the streets of Lagos without any signs of armed guards or heavy security. He was also spotted jogging on the Lekki Bridge one morning. Nigeria’s start-up scene has always been tough for young entrepreneurs, given the harsh realities facing its economy today. Successful start-ups in Nigeria thrive against the odds of weak infrastructure, fledgling power supply and a general lack of funding and investment. While impromptu, Zuckerberg’s visit will no doubt have given tech entrepreneurs the shot in the arm they so desperately need as Nigeria dips into recession for the first time in decades.

“Free Basics by Facebook provides people with access to useful services on their mobile phones in markets where internet access may be less affordable. The websites are available for free without data charges, and include content on things like news, employment, health, education and local information. By introducing people to the benefits of the internet through these websites, we hope to bring more people online and help improve their lives” info.internet.org

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caught the attention of the tech world and they are capable of succeeding on a truly global level.”

Mark Zuckerberg

Shifting opportunity

Seni Sulyman, Director of Andela affirmed this during his visit: “We are excited and honoured to welcome Mark Zuckerberg to Lagos. His visit reinforces not only his support of Andela’s mission, but his belief that indeed the next generation of great technology leaders will come out of Lagos, Nigeria and cities across Africa. Andela has created a platform for passionate, driven software developers and engineers to break into the global tech ecosystem, but the barriers to entry are still very high. “Mark’s visit demonstrates to all Nigerian developers and entrepreneurs that they’ve

Since opening its first office on the continent in South Africa last year, Facebook has been gradually expanding its African presence and aligning with digital trends to tap into the online advertising market that is rising alongside the continent’s shift to digital commerce; a market that is expected to reach US$75 billion by 2025. Zuckerberg himself has also made no secret of his interest in Nigerian start-ups and other African tech industries. The rollout of Free Basics in Nigeria marks a significant milestone that will ultimately support the Company’s goals. Not only does the country represent the largest market in Africa for Facebook – used by 16 million Nigerians every month and seven million logging into the site daily – but with 97 percent of internet users accessing the site of their mobile, the market will be a lucrative one for its free service offering. However, Free Basics as a service is not without controversy as critics have said it violates the central tenets of net neutrality, which stipulate that all Internet content and users should be treated equally. According to some, cherry-picking free content isn’t considered fair or right and is an incredibly complex issue that has been at the forefront of global discussion for quite some time. Nevertheless, it does appear to be more than just the numbers stacking up for Facebook and Zuckerberg. He has made clear that his visit to Nigeria is for him to listen and learn and take ideas back to California on how to support businesses across the African continent.

Born

May 14, 1984 White Plains, New York, U.S.

Residence Palo Alto, California, U.S. Alma mater Harvard University Occupation Programmer, entrepreneur Years active 2004–present Known for Co-Founder of Facebook Home town Dobbs Ferry, New York, U.S. Salary One-dollar salary Net worth Increase US$54.5 billion (September 2016) Title Chairman and CEO of Facebook Spouse(s) Priscilla Chan Children Maxima Chan Zuckerberg Relatives Randi Zuckerberg (sister) Website facebook.com/zuck

“The future will be built by Africa”, Zuckerberg summarised in September. While intentions for Facebook’s growth strategy in Africa are not fully known yet, what we do know is that the social media Company will leverage the continent’s young and vibrant population to both hit its next billion users, as well as explore creative partnerships where technology and creativity intersect.

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P R O D U C E R

R E S P O N S I B I L I T Y

S U S TA I N A B L E

Making Extended

PRODUCER RESPONSIBILITY

Sustainable Manufacturers are becoming increasingly concerned about the rising costs of product manufacturing; particularly the costs associated with the end-of life disposal of these products Writer: Hermann Erdmann, Chief Executive Officer (CEO) of REDISA (Recycling and Economic Development Initiative of South Africa)

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rowing pressure on the environment and on natural resources can no longer be ignored. We as South Africans are all paying the price indirectly through air pollution, environmental degradation, bursting landfills and the resulting health impacts. The challenge facing companies is how to provide adequately for this liability, or better yet, how to prevent it from arising. In South Africa, for example, we introduced a cost for one-time plastic shopping bags which is currently at about R0.45c/bag, and most consumers have become accustomed to the cost associated with their purchase. Yet, most recyclers don’t collect them because they need to collect about 80 bags to earn R0.35c, which ultimately means that there isn’t a good return for them. So, although the problem has reduced, South Africa still has a big plastic bag litter problem. Consider that if just R0.10c of the fee charged at the till were paid to the informal collectors for each bag collected that would be worthwhile income, and the bags would all be collected.

29,000 Mpact Polymers’ new facility will process 29,000 tonnes of postconsumer PET bottles a year Plastic collection

It’s notable that we are seeing an increasing amount of support for recycled plastic from retail and brand owners who are recognising the importance of including recycled content in their products. A key example of this is the recently launched Mpact Polymers business, which has a new bottle-to-bottle facility in South Africa that will produce recycled polyethylene terephthalate (rPET) as a substitute for virgin PET, derived from crude oil. The plant will process 29,000 tonnes of post-consumer PET bottles diverted from landfills each year, while CO2 emissions will be reduced by approximately 53,000 tonnes each year. The challenge is to ensure sustainability and drive the collection rate to the ultimate goal we must have of 100 percent.

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R E S P O N S I B I L I T Y

S U S TA I N A B L E

“...there is still a vast difference between how countries in the developed and developing worlds define and understand sustainability” This is the challenge REDISA’s waste tyre management plan is addressing. REDISA has created a model of Extended Producer Responsibility in the waste tyre industry that can be understood as a form of environmental insurance that stabilises and supports the tyre recycling industry and is on target to reach 100 percent collection by the end of 2017. The money collected can

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therefore be applied to building and supporting collection and recycling systems and processes. The plan not only mitigates the environmental and resource consumption demands of an industry but also allows brands to manage the liability that can arise from their daily business of meeting consumer needs and wants.


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mix together all the different kinds of waste. Building this kind of awareness, and building smarter systems for collecting waste takes money, and the insurance money would go towards that. Currently consumers are indirectly paying the price of waste through local and national taxes. The reality is that most businesses do not consider the waste that comes from their products or operations as their problem, and few factor the cost of recovering and recycling this waste into the manufacturing cost. Essentially REDISA ensures that the product manufacturer is responsible for the entire lifecycle of the product and especially for the recycling and final disposal thereof.

Defining sustainability in SA

Society’s values

In the long-term, we also need to start another shift in society’s values. Just as it stopped being acceptable to empty one’s sewage into the streets a long time ago, and more recently it has become unacceptable to smoke in public places or when a guest in someone’s home, or to drink and drive; we need to drive awareness of how unacceptable it is to simply

“By integrating sustainability into their business models and purpose, companies can both help society and increase goodwill toward their brands”

While participating in the recent European Development Days conference in Brussels, and speaking with leaders from around the world on the panel, ‘Circular Economy/ Sustainable Consumption and Production’, I realised that there is still a vast difference between how countries in the developed and developing worlds define and understand sustainability, and that more needs to be done for us all to see the circular economy as being more than recycling. Closing this gap in understanding will continue to be critical to advancing development strategies that work to advance the circular economy further. By integrating sustainability into their business models and purpose, companies can both help society and increase goodwill toward their brands. For us, true sustainability is sustainable development. It means balancing economic growth, infrastructure development and creation of small business opportunities, as well as jobs to the poor; while lowering our emissions and overall impact on the environment.

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East E-Meets South

Direct Pay Online Group (DPO) merges with leading payment service provider, PayGate (Pty) Ltd as two regions’ leading online retail exponents combine for the benefit of 24 countries on the continent Writer: Matthew Staff

he Direct Pay Online Group (DPO Group) has announced a merger with PayGate (Pty) Ltd to create a leading pan-African payments processor comprising a presence across eight countries and with local acquiring capabilities across a further 16. The former, previously known as 3G Direct Pay Limited, is a leading online payments processor in East Africa, while the latter is similarly a prominent operator in South Africa; ensuring a ‘two-worlds-collide’ scenario set to make waves across the SADC region’s retail domain. The merger follows a recent investment in the DPO Group by Apis Growth Fund I, a private equity fund managed by Apis Partners LLP; a private equity asset manager focused on financial services in the growth markets of Africa and Asia. PayGate meanwhile was founded in 1999 and has more than 15 years of experience in providing payment processing and merchant services throughout Southern Africa. The Company’s abilities include enabling quick, secure online payments through a wide variety of payment solutions in South Africa and beyond; supporting a large array of digital payment methods. This latest agreement however fits into a recent, aggressive expansion strategy into the rest of Africa, epitomised by this latest deal with DPO. The latter is certainly set to reap the dividends of the former’s migration policy however, with PayGate having built a strong base of customers through its focus on building a best-in-class payments processing platform in Africa and in eliminating the complexity of accepting online payments. Similar to the DPO Group, PayGate holds PCI DSS Level 1 Certification, the highest security certification in the payment cards industry.

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S E C T O R

F O C U S

Accelerating growth

The combination of 3G Direct Pay and PayGate under the Direct Pay Online Group will provide a single contact point for merchants looking to accept online payments across the continent. Merchants will have access to 60plus DPO Group employees across the continent to provide bespoke development solutions and customer support in their local language; a single integration that offers their customers the broadest suite of payment options in Africa and world-class security and fraud prevention. Speaking about the merger, Peter Harvey, the Managing Director of PayGate said: “We are excited about the opportunity to partner with the DPO Group in building the marketleading payments processor in Africa. The merger is a landmark transaction for PayGate and a reward for our

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PayGate offers merchants connections to multiple acquirers and fully manages the technical connections and relationships with the banks, card, and payment networks. It also offers risk management services with payment notifications, settlement reports and fraud protection. PayGate is linked to more than 70 banks in over 30 countries and has been providing secure, reliable online payment services since 1999. Its immediately accessible services help businesses of all sizes stay on top of the continuously evolving world of online payments. dedication to building the best-in-class platform and maintaining excellent customer service for our merchants. “This is also an incredible opportunity to support our clients’ expansion across the African continent through additional on-the-ground coverage across the Group’s countries

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of operation.” “The PayGate team has grown a fantastic business, centred on providing the best online payments processing solution to its merchants,” added Eran Feinstein, the DPO Group’s Chief Executive Officer. “This merger allows the DPO Group to build a


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HISTORY The Direct Pay Online Group started operations in December, 2006 and has since focused on providing online payments solutions for the travel industry, venturing into other sectors as well.

pan-African payments platform with a presence across eight countries and processing ability in a further 24 countries. “Together, the Group will accelerate the growth of online payments in Africa, as we seek to empower every person and organisation to have the option to pay and be paid online; anywhere, anytime, and by any mode of payment.” The timing of the deal couldn’t be better with a Christmas period not a million miles away, but on a more long-term note, it addresses a trend that has been a slight concern among financial and retail analysts for some time now.

Eran Feinstein, the DPO Group’s CEO

Saharan Africa said: “While Africa’s ecommerce industry is still relatively small in comparison to more mature markets, it continues to grow steadily each year, especially in light of consumers having increased access to the internet via mobile technology and African ecommerce a fast growing middle-class. While much of the continent has “A McKinsey & Company been evolving ahead of the global report revealed that by curve under the ‘emerging market’ 2025, ecommerce could banner, ecommerce has remained a account for relatively small and immature notion in 10 percent of comparison to parallel markets, but with retail sales in the it now beginning to grow steadily yearcontinent’s largest on-year, companies such as PayGate economies and translate and the DPO Group can look forward to into US$75 billion in a more ready and educated market to annual revenue.” unveil its merged solutions to. He continued: Oliver Facey, Vice President of “Ultimately, it is Operations for DHL Express Sub essential for retail

operations to perform optimally, as it’s an opportunity to demonstrate their capabilities to a larger audience. Shortterm it will maximise profits, but in the long-term, it will deliver returning customers.” And a larger audience is certainly what both sides of this new merger will enjoy in the coming months with the rising wealth and prominence of the East complementing the existing infrastructure and gateway role of the South; resulting in a corridor of opportunity formed between the two business’s market-leading strongholds. Offer Gat, the DPO Group Chairman concluded: “The merger with PayGate enables the DPO Group to offer a wider range of products and services across the whole of East and Southern Africa, and provides the Group with a strong foothold in the large South African ecommerce market. “The Group will be in a better position to serve the growing number of African and global multinationals looking to serve consumers anywhere on the African continent.”

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In literality, if not in status, Tanzania’s main city is as diverse as it is nationally significant in presenting a blend of business bustle and paradise pleasures Writer: Matthew Staff

Dar es Salaam t may not be the capital city, but Tanzania’s largest business, cultural and trade hub is certainly the most enigmatic, and the country’s so-called ‘abode of peace’ has firmly established itself among the regional elite on the tourism and business development attractiveness scale. Transforming from a humble fishing village to a thriving melting pot of industry comprising more than four million people, its location on the coast instils both international accessibility and picturesque aesthetics, while its positioning as the most populous

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Swahili-speaking city in the world affirms a cultural diversity which is proving more and more of a lure to western enterprises and travellers with each passing year. It is this mix and antithesis of lifestyles that best encompasses Dar es Salaam on a daily basis too; hosting a cacophony of noise and business bustle within its CBD by day, before transcending into a sleepy, relaxed, almost suburban-like paradise come sunset. Ironically, it is the sprawling suburbs themselves that are ingraining the city further into the Tanzanian landscape as a result of the growing expatriate

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community, the rise in tourists drawn to the area’s natural beauty, and the subsequent economic prosperity that is emanating out of Tanzania’s most prized asset. And upon your arrival to the country’s shores, what greets you is a far more cultural, artistic, musical, flamboyant and beautiful blend of attractions than might be expected of any nation’s primary economic domain.


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Transport links And it’s not like the journey to Dar es Salaam is any more strenuous. As the country’s leading arrival and departure point for visitors looking to indulge in what both the city, and the wider natural parks and islands, have to offer; its positioning in the country is the foremost reason for its evolution over the centuries. Incorporating a natural harbour backing on to the Indian Ocean, its leading role in the cast of rail, road, sea and air productions is complemented by a comprehensive – although admittedly busy and not the most enjoyable – internal transport system. The dala dala minibus and Dar es Salaam commuter rail systems help to counteract any possible stress caused in making your own way around the city, and are complemented by the bus rapid transit system which only opened its doors in May, 2016. Issues surrounding safety and overcrowding in each of these cases can be made up for in the amount of money you have to – or don’t have to – pay across the city’s internal transit setup, but to maintain the executive lifestyle; taxis, a motorcycle transit business known as Bodaboda, or car hires may be the better routes to go down.

Facts and figures

Country:

Tanzania

Languages:

Swahili, English

Area:

1,590 square kilometres

Population (2014): 4.4 million Currency:

Tanzanian shilling

Time zone:

GMT+3

Dialling code:

+255

Internet TLD:

.tz

Climate:

Tropical savannah

On a more holistic scale, the Julius Nyerere International Airport is complemented by Tanzania Railways, its thriving port and the TAZARA Railways which connects the city to neighbouring Zambia as well. All-told, there are more ways to enter Tanzania via Dar es Salaam than via any other city, but – if based centrally – you certainly won’t feel like you’re missing out on the ‘fun’ down on the high street during daytime boardroom meetings; rather you’ll be looking forward to the quieter alterego of the city to arrive once business is closed for the day.

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UGANDA

PHOTO: VIJAY8808

The business end

That being said, Dar es Salaam’s relatively new status on a par with Nairobi and Addis Ababa as a leading economic hub to the east of the continent can make it seem like business is never closed. Since the turn of the millennium, it has become one of Africa’s fastest areas of urbanisation; thriving upon the country’s general upturn in the continental stakes and from its already established housing of Tanzania’s leading banks and indeed its Stock Exchange. The city’s harbour has also facilitated vast amounts of trade potential to the Middle East, and also acts as a middle man for landlocked countries including the DRC, Rwanda and Zambia. Ultimately, the mix when entering the city from above is startling as a look to the right blesses you with savannahs and beaches, before a turn of the head to the left greets you with a CBD skyline fit to grace any major business and governmental core.

Coco Beach, Dar es Salaam, Tanzania

Again, the suburbs tell a slightly different story to maintain a comforting indigenous and localised feel around its small independent businesses, but a major construction boom in recent years has largely epitomised the sprawl and development that the city is having to enjoy or endure – depending on which way you look at it – to cope with such a rapid rise in demand. For the business traveller of course, there are massive benefits to this evolution, namely in regards to

accommodation. When the biggest international brands are expected in town, you need the biggest international brands ready to welcome you; a notion which the likes of Hyatt and Protea have taken responsibility for. A balance of executive suites along the coastline and a host of more humble hotels, hostels, motels and guest houses ensure that all bases and requirements are accounted for, and ultimately go a long way in making up for the city’s transport shortcomings.

MIGORI LAKE VICTORIA

BUKUOBA

RWANDA

TARIME MAASAI MARA NATIONAL RESERVE

MUSOMA

NAIROBI

RUBONDO ISLAND

KIGALI

RUBONDO

KENYA

SERENGETI

MWANZA

BURUNDI

WEST KILIMANJARO

SERENGETI NGORONGORO

KILIMANJARO

KILIMANJARO(JRO) LAKE MANYARA MOSHI ARUSHA

KIGOSI GAME RESERVE

MKOMAZI GAME RESERVE

KURO

TARANGIRE NATIONAL PARK

PEMBA

TANZANIA SAADANI

UGALLA RIVER GAME RESERVE LAKE TANGANYIKA

PANGANI ZANZIBAR

RUAHA NATIONAL PARK

DEM. REP. OF CONGO

TANGA

RUAHA

MIKUMI

DAR ES SALAAM

MAFIA

UDZUNGWA MOUNTAINS

SONGO SONGO (FANJOVE) SELOUS SELOUS GAME RESERVE

KILWA

ZAMBIA

Your link to all essential destinations in Tanzania → → → → →

Zanzibar Swahili Coast Islands of the Indian Ocean Flying Safari Packages Private Charters

MALAWI LAKE MALAWI

MOZAMBIQUE

www.coastal.co.tz

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→ safari@coastal.co.tz

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→ +255 752 627 825

www.coastal.co.tz safari@coastal.co.tz +255 752 627 825


Outlook recommends “Many travellers bypass ‘Dar’ completely; those that stick around will be rewarded by the city’s eclectic cultural mix and down-to-earth vibe.” - Lonely Planet NATURE

RESTAURANTS & CAFÉS

LEISURE

Coastal Aviation

Karambezi Cafe

Coco Beach/Oyster Bay

‘The flying safari company’ will transport you to some of the most incredible, remote and protected areas in the world via its ever-broadening fleet and network Coastal Aviation Coco Beach/Oyster Bay Karambezi Cafe

Mamboz Restaurant

Dar es Salaam Zoo Las Vegas Poker Room Sea Cliff Casino

Mbudya Island

RETAIL

Azam Marine and Coastal Fast Ferries

Kariakoo Market

Botanical Gardens 305 Karafuu

MUSEUMS National Museum

Kariakoo Market

Village Museum Village Museum

Kivukoni Fish Market 305 Karafuu

Mwenge Woodcarvers Market WWW.AFRICAOUTLOOKMAG.COM

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Askari Monument

IMAGE: VINCENT VAN ZEIJST

Although it has a slightly tarnished reputation as a result of street touts, the bronze statue dedicated to Africans killed in WWI offers a more cultural and poignant landmark while in Dar es Salaam, away from the noise of the CBD and the splendour of the natural world. Located centrally since its unveiling in 1927, it is the third in a group of three Askari Monuments all introduced at the same time; the other two situated in Mombasa and Nairobi, in Kenya.

Dar es Salaam Marine Reserve

The Dar es Salaam Marine Reserve System (DMRS) comprises some of the most stunning marine wildlife reserves the country has to offer, made up of nine uninhabited islands and acting as the perfect taste of paradise away from the hustle of inner-city life. Providing protection for several ecosystems, coral reefs and seagrass beds, each and all of the reserves within the System are recommended to fully experience the natural side of Tanzania.

Bongoyo Island

Chief among the DMRS is Bongoyo Island Marine Reserve, around a 30 minute boat ride from the mainland. Numerous marine species’, plant life, birds, caves and lagoons make the trip worthwhile, while there is also the option to either hike around the island if you feel like exploring, or to simply relax on the beach if you’re happy with the view sat down.

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Kipepeo Beach & Village

“Much has been written about this beautiful safari country... However, there is one exceptional beauty that is often overlooked. Miles and miles of unspoilt and undeveloped white sandy beaches on the south coast (or beach) of Dar es Salaam. At Kipepeo Beach & Village the tropical turquoise waters of the Indian Ocean entice you in at all times. Kipepeo Beach Village is the ideal place to unwind, relax and forget about all hassles in life.” - Kipepeobeach.com


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IMAGE: PROF. CHEN HUALIN

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Traditional African dance at the Bagamoyo Arts Festival

THE MAIN EVENTS

Salaam Annual Charity Goat Races

“Since the first goats raced in 2001, the Dar es Salaam Charity Goat Races have quickly grown to become Dar’s premier charity event. Each year the Dar es Salaam Charity Goat Races raise millions of shillings to support small local organisations and charities to carry out their work, and support their local community”; making a significant and sustainable impact on people based in these areas. - www.goatraces.com

Bagamoyo Arts Festival

“Visitors from all over the world converge on Bagamoyo in October for the annual Bagamoyo Arts Festival. Bagamoyo is Tanzania’s arts capital, home to the Chuo cha Sanaa, the Bagamoyo College of Arts, sculpture, crafts and arts centres, and artist cooperative groups. “For five days in October, Bagamoyo is buzzing with activity, with traditional dance and music performances, acrobatics displays, hip hop, reggae and bongo-flava stars rocking the house, drama, art and sculpture exhibitions, workshops and more. It’s a time for Tanzanians to showcase their creativity and celebrate their culture.” - Tanzania Travel & Tourism Date: October, 2016 Venue: Bagamoyo Website: www.sanaabagamoyo.com

International Trade Fair

“7 July is a national holiday across Tanzania. Saba Saba, meaning seven seven for the seventh day of the seventh month, is Workers Day. While the country enjoys a well-earned break, Dar es Salaam is a hive of activity with the International Trade Fair. Taking place at the Mwalimu J.K. Nyerere Trade Fair grounds, more than 1,500 exhibitors from more than 18 different countries attend the fair, establishing global partnerships and developing trade in Tanzania.” - Tanzania Travel & Tourism

Date: September, 2017 Venue: Kenyatta Grounds, Dar es Salaam Website: www.goatraces.com

Date: 7 July, 2017 Venue: Mwalimu J.K. Nyerere Trade Fair grounds, Dar es Salaam

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

Read on for this month’s profiles. Emily Jarvis, Deputy Editor emily.jarvis@outlookpublishing.com


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


ame U D

T R U C K S

The Smart Choice for

Ultimate Dependability

UD Trucks is optimising its vehicle range for the African market to solidify its long-term commitment to the brand promise of ‘going the extra mile’ Writer: Emily Jarvis | Project Manager: Kane Weller

riven by a long-term commitment to continuous improvement and brand leadership, UD Trucks has set its sights on securing the number-one slot in the medium duty market in South Africa, in a bid to get closer to its customers. This target is by no means far away, with the Company currently sitting among the top three contenders. Led by the wider Volvo Group’s brand focused strategy – having previously been a part of Nissan Diesel – UD Trucks’ strong market presence is a product of its evolution over time.

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“Despite the name change to UD Trucks in 2010 as a means to unify our identity as a global brand, we have been present in South Africa since 1962,” recalls Rory Schulz, Marketing Director of UD Trucks. “We were one of the first manufacturers who brought back the OE engine from Nissan Diesel in the 1990s and in the early 2000s, we became the first Japanese Company to seriously enter the truck-tractor market in South Africa; in total we now have more than 35,000 units on the roads.” Epitomised in the brand promise of ‘going the extra mile’, UD Trucks South Africa offers products with a

high level of fuel efficiency, uptime, reliability, durability and drivability; while meeting today’s demanding safety and environmental standards with modern technology. The Company has around 40,000 medium and heavy duty vehicles in operation across sub-Saharan Africa, accompanied by a full aftersales service; including servicing and maintenance contracts which have been developed over the years to address the needs of the local market.

Going the extra distance

Split into two parts, UD Trucks’ brand promise embraces the


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“At my workshop, when a customer wants to discuss lubricants, I ask them one simple question: would you prefer to have your vehicles in the workshop or on the road? We both know that Mobil Delvac is the right answer to that one every time!�

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current and future industry trends that will ultimately shape the future of logistics on Africa’s roads. “In South Africa, there is a dichotomy in terms of whether the country are seen as an emerging or developed market, and we reflect this trend in the kind of products we bring to the market, making sure each vehicle demonstrates our commitment to ‘going the extra distance’ and ‘making the extra effort’; the two strings of our brand promise,” Schulz offers. “For example, we have a highend, heavy duty range that deals with the more sophisticated customer, the Quon range, which was introduced in South Africa in 2012; then in the mid-price range we introduced the heavy-duty Quester last year. The latter was the first product made by UD Trucks that was specifically tailored for the developing market and will be one of many lined-up to be released under this guise.”

Our promise is more than just enabling exceptional fuel efficiency; it is about delivering products with worldclass durability and reliability...

Rory Schulz, Marketing Director of UD Trucks

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One of the big driving factors globally that all vehicle manufacturers have to consider is of course fuel economy and reducing their carbon footprint. Thanks to the wider Group’s firmly-rooted sustainability goals, UD Trucks is proud to be one-step ahead of the curve in South Africa and is already in a position to meet the Euro 5 emissions standards that could be imposed on the market soon. “Our promise is more than just enabling exceptional fuel efficiency; it is about delivering products with world-class durability and reliability that meet the high safety and environmental demands of today. This has been achieved through our relentless focus on dependability through the global state-of-the-art driveline solutions utilised by the wider Volvo Group,” Schulz adds. A further element of this efficiency strategy is making sure that each vehicle is adapted for use in the local South African environment where


Centlube and ExxonMobil seen as brand of choice ExxonMobil, the world’s largest petroleum and chemical company, and Centlube, their authorised distributor for South Africa, have been identified as preferred partners as UD Trucks Corporation focuses on growth and customer centricity in the region. According to Gert Swanepoel, acting Vice President for UD Trucks Southern Africa, the deal was preordained as ExxonMobil and the vehicle manufacturer have built a relationship spanning more than 150 years. The developers of UD Engines and Parts have worked closely with ExxonMobil to ensure that optimal performance is achieved from these engines. ExxonMobil offers a comprehensive range of light and heavy-duty synthetic oils for commercial machinery, vehicles for any automotive driving condition, and industrial lubricants which allow for greater energy efficiencies and reduced operational costs. “Although the commercial vehicle industry in South Africa has faced some tough challenges over the first half of 2016, the Company felt optimistic as partnerships such as this will improve efficiencies and provide quality servicing to our clients,” says Swanepoel. ExxonMobil appointed Centlube as their authorised distributor of Mobil Lubricants as well as Volvo and UD Genuine Oils in Southern Africa. This ultimately led to Centlube providing UD Trucks with a complete lubrication solution ensuring each dealer across the network is sufficiently supplied. “Centlube understands that fleet maintenance is almost certainly the largest expense for

any logistics company or fleet owner. We therefore hope to not only bring our technical experience to this important partnership, but also our expertise of dealing within the South African landscape,” says Jake Govender, Chief Commercial Officer at Centlube. The strengths of ExxonMobil who are international market leaders in lubricants and Centlube, who are distributors of a diverse range of oil and lubricating products, will see both organisations’ combined efforts give the partnership a strategic advantage. “Buying a truck is a huge investment and commitment with the fleet owner inevitably buying into a partnership with the brand. We see this as an opportunity to prove our worthiness as a supplier that can have a substantial impact on their business operations,” continues Govender. To help their customers achieve their goals and grow their business, Centlube facilitates onsite technical and product training between the UD Maintenance Teams and ExxonMobil Technical and Industry Experts. The Company also provides value added technical services such as oil analysis with precision oil sampling using MobilServ lubricant analysis. “With a strategic partnership like Centlube, our organisation benefits from having a dedicated business partner with as much focus on business growth as ourselves,” says Swanepoel.

T +27 11 824 0560 www.centlube.co.za


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Each vehicle’s mechanics is tailored to the local conditions

possible, which is exemplified in UD Trucks’ aggressive approach in the mining industry. Schulz highlights: “As part of our continuous improvement, we have invested in the adaptation of our vehicles for this market, where conditions are known to be a lot harsher in South Africa. We deliberately did not take a more domestic product directly from Japan. Instead, we adapted it to local conditions with improved suspension, chassis strength, better air filtration systems to cope with the dust and other attributes to improve the dependability of our vehicles. “Elsewhere, we are looking at updating our aging medium duty range and replacing this with 13 new iterations under the Quester name, due for release in the second quarter of 2017. The vehicle will blend together the qualities required in both developed and emerging markets. Some of these exciting concepts will

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be unique to the UD Truck’s offering in Africa; further solidifying our marketleading position.”

Making the extra effort

...we are looking at updating our aging medium-duty range and replacing this with 13 new iterations under the Quester name, due for release in the second quarter of 2017

Epitomised in the second part of its brand promise is the commitment to go the extra mile for customers. Building relationships in this industry is crucial given the considerable cost of each vehicle and the competitive nature of the industry. “In terms of sales, particularly in South Africa, we find that a lot of customers want some direct contact with the OEM, so we have bolstered our fleet sales department to cater for this,” says Schulz. “From these sales reps right down to our workshop mechanics, all of our employees on the frontline stay in close contact with customers so they can identify and solve any potential challenges. It is imperative that we facilitate a direct relationship between ourselves –as


Strategic Transport

Strategic Transport Tel: +27 11 421 2645 Fax: +27 11 420 2474 Cell: +27 72 2744764 6th Eleventh Avenue Benoni Gauteng 1501 South Africa


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SYSPRO

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YSPRO has been providing specialist ERP software to simplify the core business processes of manufacturing and distribution companies for well over 30 years. The company has become well known for delivering innovative yet simple solutions designed to meet the real needs of customers. UD Trucks has been utilising SYSPRO for its manufacturing ERP solution for over a decade. SYSPRO is the software of choice because it is both robust and works seamlessly with very little intervention or support required. In addition, SYSPRO integrates effectively with third party and parastatals such as the electronic national administration traffic information system (eNaTIS), which is an essential tool for UD Trucks to optimise their logistics and remain ahead of the competition.

www.syspro.com UD Trucks’ SA HQ

the OEM – and the customer to ensure they have the right tools to take their business to the next level.” Accompanied by a direct marketing approach – comprising face-to-face interactions at annual events and also through its dealer network – UD Trucks is also making sure to keep-up with the latest digital marketing interactivity methodologies; including opening communication channels on social media for certain products. “With our professional and passionate approach, we are able to leverage the wider Group’s rich resources to provide products for customers, big and small. In South Africa, there are a lot of smaller organisations that we have identified who require quality vehicles. Therefore, we make sure to assess and provide for their needs in addition to bolstering our existing ties with the bigger purchasers; both are equally important customers for UD Trucks,” Schulz emphasises.

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INCON HEALTH UD Trucks and Incon Health – a relationship build on trust

With our professional and passionate approach, we are able to leverage the wider Group’s rich resources to provide product for customers, big and small

It takes a dedicated amount of time and energy to build strong, lasting business relationships today. These relationships don’t just happen and develop without the dedicated, consistent work between a service provider and the client. Incon Health’s relationship with UD Trucks spans over a period of eight years and we pride ourselves on being part of the journey that will see UD Trucks take Africa forward. Incon Health looks forward to sharing the road ahead with a visionary company such as UD Trucks. T +27 21 975 2694 | +27 12 667 5745

www.inconhealth.co.za


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Vehicles are brought in, in a semi-knockdown state in accordance with the regulations set out by the Department of Trade and Industry

We see competence and local skills development as a social responsibility, not just a requirement...

programmes. We train in excess of 600 people a year on an ongoing basis.” Elsewhere, UD Trucks is also committed to working closely with the South African Government to improve total manufacturing in the country, so that the Company – and others in the medium/heavy duty truck market – can source more parts locally.

Long-term strategy

Local assembly

Optimising the world-famous Japanese assembly standards and operating methodologies to suit the South African market, UD Trucks’ facility in Rosslyn is fully equipped for local assembly of around 6,000 units a year at full capacity. With a team that is proudly 100 percent South African, the Company is keen to boost the local manufacturing and skills development in the country; with vehicles brought in, in a semi-knockdown state in

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accordance with the regulations set out by the Department of Trade and Industry. “This means our vehicles can be brought in duty-free, which of course assists with the affordability of the vehicles locally,” Schulz says. “We see competence and local skills development as a social responsibility, not just a requirement; whether we retain our employees for the longterm or not, we support them through apprenticeships and other educational

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Over the next 12 months, UD Trucks will take stock of its current market positioning and bolster its customercentric processes to ultimately get even closer to the customer on a continuous basis; from considering a purchase, through to after-sales. “This will help us to grow orders for the new Quester range coming next year and will also put us in a strong position to take the numberone slot in the medium duty market,” Schulz says. “Beyond this, we will be focusing on improving our support structures across Southeast Africa with


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Straight Forward CHASSIS DIAGNOSTICS CC

Contact details: Info@straight-forward.co.za www.straight-forward.co.za

Rudy: +27 79 247 3529 Gerald: +27 83 645 9355 Jacques: +27 83 415 0259

BEFORE

AFTER

Send it.... We’ll bend it • Chassis Straightening on Trucks & Trailers • Trailer Repairs • Wheel Alignment • Axle Bending • Truck & Trailer Services • All Truck Electrical • All Modifications • Trucks to Tanker spec ADR • Bakkie Chassis • Landcruiser Axle bending • Forklift Fork Bending • Induction Heating

Merging the best qualities of a vehicle more suited to emerging markets, with the qualities more familiar in developed markets

the launch of the Quester range in these markets as well. This range really merges the best qualities of a vehicle more suited to emerging markets, with the qualities more familiar in developed markets.” He concludes: “To better capitalise on the emerging opportunities in Kenya, Tanzania and Uganda, we are in the process of appointing a new partner so that we can re-energise our efforts in Southeast Africa. To summarise, we strive to emulate what we are doing in South Africa in the neighbouring regions as part of a long-term strategy. “As we have held a presence in South Africa for more than half a decade, we are driven by this longterm evolution strategy. By adapting a world-leading product for the local markets on the continent, we hope this will take us forward into some exciting times to help Africa’s economies develop.”

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Striving to achieve accreditation to international standards, Sudan Currency Printing Press is utilising its technical capabilities to further the country’s economic returns Writer: Emily Jarvis Project Manager: Kane Weller

Securing Sudan’s

y implementing a continuous improvement strategy with a technical focus to further develop Sudan’s printing sector, Sudan Currency Printing Press (SCPP) has made a name for itself as one of the local institutions realising economic returns following the loss of the bulk of oil revenues during the country’s secession. Established as a Government Company working under the law of private sector of limited liability in 1994, the Company is responsible for the printing of currency, secure documents and commercial printing; including passports, citizenship cards, financial documents, books and posters. “In close cooperation with the civil registry and the Ministry of Interior, SCPP is proud to be entrusted with the printing of secured documents such as passports and Visa stickers,” says Eng. Salah Ahmed Ali, General Manager. “As one of the pioneering institutions in our field, we are actively working to develop the printing industry by employing technical expertise and qualified personnel in currency printing; while also ensuring to communicate the opportunities available in the sector to the country’s youth, including fresh graduates, in order to future-proof this lucrative industry.”

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Securing currencies. We understand your needs throughout the cash cycle.

Securing currencies. Across the globe, governments, central banks, and print works place their trust in our competencies and technologies. In close cooperation with our customers, we provide innovative products and solutions in currency production and currency management. For over 160 years, we’ve been setting new standards for the world of tomorrow. Visit us at www.gi-de.com


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CSPP's currency printing success is further compounded by its extensive activities in commercial printing

“There is continuous training for our cadres to deal with the different machines. Further, the Company has Reaching international standards while relations with a number of companies, remaining locally-responsible is a big importers and manufacturers of commitment that forms a strategic part of our vision currency printing all over the world,” says Ahmed Ali. and mission In line with its continuous improvement goals, SCPP has introduced modern machines for automatic sorting that meet the Modernisation required specifications set out by With the addition of a new currency customers. Having been awarded the production line in both 2005 and 2009, ISO certification for quality in the past, SCPP has built a reputation for its the Company is now preparing to gain continual reinvestments to bolster the two certificates in environment and business in order to cope with increased safety, and an international certificate competition in the future. Sourcing its that will allow SCPP to compete highly complex machinery from the internationally. world’s top supplier – who exports 80 “Reaching international standards percent of currency printing machinery while remaining locally-responsible is a globally – the Company’s equipment big commitment that forms a strategic is proudly maintained by its own part of our vision and mission,” the engineers and technicians; reducing General Manager explains. “And there downtime and total cost of ownership in are ongoing arrangements to add a Graphic designer hard at work the long-term. new production line – bringing our

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iesecke & Devrient (G&D) is a leading global technology provider with its headquarters in Munich, Germany; and 58 subsidiaries, joint ventures, and associated companies in 31 countries across every continent. At the end of 2015, G&D had approximately 11,400 employees, and in fiscal year 2015 generated total sales of around two billion euros. G&D was founded in 1852 by Hermann Giesecke and Alphonse Devrient as the ‘Officin für Geld- und Werthpapiere’ in Leipzig, a city with a rich printing and publishing heritage. It is a family-owned Company with roots in Germany and operations all over the world. Its ethos is based on trust, security, and professional expertise. Innovative, customercentric products, system solutions, and services make G&D a reliable partner for governments, central banks, security printers, commercial cash centre operators, public authorities and companies. G&D is a global technology leader in banknote and security solutions for an efficient and secure cash cycle (banknote business unit). It supplies banks, mobile network operators, public transportation providers, companies, and original equipment manufacturers (OEMs) with scalable security solutions comprising hardware, software, and services for mobile security applications, especially in telecommunications and electronic payments (mobile security business unit). The government solutions business unit has today been split up into two units. Veridos

GmbH, a joint venture between G&D and the Federal Printing Office, provides turnkey, complete solutions for highly secure travel documents and identification systems for governments and authorities. These solutions can be used for conventional identification purposes as well as for authenticating and safeguarding online business transactions The second subsidiary, Secunet Security Networks AG, is one of the leading German providers of sophisticated IT security. By working closely with its customers – companies, authorities, and international organisations – Secunet develops highperforming products and advanced IT security solutions. Research and development have always been a top priority for G&D. The Group currently has 1,200 developers working on new products and processes, and R&D spending totaled around 105 million euros in fiscal 2015. G&D holds some 7,200 patents and patent applications worldwide. G&D is a global market leader and cuttingedge innovator in its banknote and mobile security business units, as well as with Veridos and Secunet. Over the course of its history, the technology group has successfully penetrated numerous new business fields.

T +49 89 4119-0 E info@gi-de.com www.gi-de.com


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total for currency printing to four – in order to manage increased demand for our services and ultimately contribute to our sustainability.” Operating an efficient and streamlined supply chain, SCPP has attracted the attention of several neighbouring countries in search of a reliable and high quality printing company. “Not only are we localising Sudanese printing by encouraging the quality, but we have also obtained several contacts in the neighbouring countries, particularly in currency and secured documents printing which makes up around 80 percent of our business,” highlights Ahmed Ali. “In secured printing, we concentrated on the printing of financial, legal and official documents and subsequently, we now have several contacts with some African countries to meet their requirements, in addition to printing the cheques for local and international banks.”

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GTS

Not only are we localising Sudanese printing by encouraging the quality, but we have also obtained several contacts in the neighbouring countries...

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TS was founded in 1990, and, from humble beginnings, the Company started the development and manufacture of the first banknote counting machines. With its unique counting technology, including a rotating disc, GTS has constantly pursued perfection and innovation, elevating the quality of counting machines to a new high. Today it is even possible to count in both directions, from top to bottom and from bottom to top, reaching unbeaten counting accuracy. In addition to the development and manufacture arm of the business, banderol printing was integrated and developed to the highest quality, making the Company an essential supplier for high security paper banderols worldwide. With an extremely high production depth of more than 80 percent and limited use of third-party parts, GTS has become a global system supplier, designing, developing and producing customised machines and finishing lines. Due to this wide production range GTS can rise to the challenge of today’s changing market requirements. Increasing worldwide demand allied with constant innovation has enabled GTS’ expansion and today The Company’s headquarters in Heilbronn, Germany have 5,000 square metres of production plant with 50 high qualified employees working across the entire product range. The Company also offers apprenticeships in the technical and commercial professions, and all apprentices are taken on upon completion of the course. T +49 7131 285100 E info@gts-countmaster.com

The Company plays a big role in combating counterfeiting and forgery

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www.gts-countmaster.com


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KBA-NOTASYS

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BA-NotaSys is a global provider of high security printing solutions, helping customers worldwide to produce secure banknotes since 1952. We harness more than 60 years of worldwide knowhow to continuously develop and deliver innovative high security printing solutions. This experience means we can handle all our customers’ needs; from design to production and beyond.

SCPP has several contacts for the printing of cheque books for local and international banks

Case Study E-passport At the top of the priority list for many African governments right now is the adoption of the e-passport, with many countries still assessing the cost and quality requirements before selecting a manufacturer. Working closely with its partners – including KBANotaSys, Atlantic Zeiser and Kugler Womako – SCPP has developed an advanced solution to manufacture the whole document in Africa; localising e-passport manufacturing technology on the continent. “We have worked hard to consider the quality, cost and efficiency aspects to create a solution to answer the continent’s needs,” affirms Ahmed Ali.

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Combating challenge

SCPP’s currency printing success is further compounded by its extensive activities in commercial and secured printing. Ahmed Ali details: “This encompasses secured documents such as diplomatic, official passports, citizenship cards, birth certificates, insurance certificates, university and school certificates, financial receipts and more. While on the commercial security side, we have been known to handle the printing of plastic cards, cash register rolls, phone scratch cards, and other documents that include security features to prevent counterfeiting.” Representing the first line of defence against counterfeiting and forgery, the Company plays a big role in combating this challenge. “It is not a new challenge globally, but it still remains one which institutions such as SCPP have to focus on constantly to make our documents in a way that is hard to forge,” explains Ahmed Ali. “Counterfeiting and forgery are a danger to society and security agencies, and we exert a lot of effort to combat this issue. In this regard, we act as advisors to our customers, which include the Ministry of Interior and the Central Bank of Sudan.”

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As creators of the world’s most secure banknotes, we know exactly how to protect our customers’ most important assets. KBA-NotaSys’ commitment to global trade quality gives absolute confidence. The Company’s technologies pave the way in the development for new generations of high security printing solutions. Our innovations anticipate emerging market trends and always aim to deliver significant customer benefits. Focusing on the specific challenges our customers face is central to our new approach. Smart Solutions allows us to combine proven modular systems with newly developed expert services to offer customers even more value. “Helping countries worldwide to produce their own secure banknotes has been our goal since we were founded in 1952. Meeting tomorrow’s high security printing challenges requires a shift in focus: one that harnesses decades of innovation and know-how in order to offer solutions that better address our customers’ specific requirements. We are committed to pioneering this new approach, which sees the introduction of Smart Solutions. We are confident it will ensure KBA-NotaSys remains uniquely placed to combine modular systems with expert services to deliver the production efficiency and attentive support needed by customers in today’s ever-changing high security printing environment.” - Eric Boissonnas, CEO KBA-NotaSys E info@kba-notasys.com

www.kba-notasys.com


OPTIMAL EFFICIENCY DELIVERING SECURITY In order to create the highest level of security in Banknotes, it is imperative that unique and exclusive technologies are used in their production.

At KBA-NotaSys we also value that adding security must go hand-in-hand with an optimal level of efficiency. Therefore, we develop all our technologies with that principle in mind and offer highly automated and user friendly platforms that ensure cost-efficient production over the entire life-time of the system.

KBA-NotaSys SA

www.kba-notasys.com - info@kba-notasys.com Š 2016 KBA-NotaSys SA, all rights reserved


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LANDQART

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uality, trust, and security are traits that define Switzerland and represent the values that are expected of Landqart as the only manufacturer of high security paper in the country. In operation for more than 100 years, we are the supplier of banknote substrates to the Swiss National Bank, and are trusted by central banks throughout Africa and the rest of the world, ensuring the security and durability of their banknotes.

T +41 81 307 90 90 E info@landqart.com

www.landqart.com The Company follows the latest industry trends in the printing field

Aside from this, SCPP gained a distinguished reputation for on-time delivery of all the voting cards for the Sudanese general elections in 2015. The Company accomplished the job within 31 days without error. “Creating our own unique management system to efficiently produce the ballot cards without major changes in the production layout, we were very efficient and well coordinated in the task of distributing the required quantities of paper to the correct destinations in time,” emphasises Ahmed Ali. “The General Election Commission commended our performance and we are confident in our ability to meet the requirements for future elections.”

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Reliability

Having proved itself during the secession of South Sudan – where it became necessary to immediately replace the currency in circulation which SCPP was able to remedy in record time – the Company has demonstrated its continued tenacity, flexibility and reliability to complete the task in-hand. “Our contribution to the national economy is substantial,” confirms Ahmed Ali. “Due to the peace agreement between the Government of Sudan and PLSM in 2005, one of the agreement points was the money exchange from dinar to pound in a limited time, and after split of the Sudan, the Government needed to make another exchange which was requested also in a very critical time. Despite this pressure, SCPP succeeded to implement the two exchange projects, taking into consideration the defecting, design, timing, distribution and logistics; and implementing new

security and durability features.” As a cash-based economy, the swiftness with which the currency was replaced with the new one prevented the country from a veritable political catastrophe that otherwise might have taken place. Distinguished today by its vast technical capabilities as an

owner of the latest version of currency printing machines, SCPP is now classified as one of the most advanced currency printers internationally, out of the non-European countries. It is thanks to this commitment to continuous improvement that the Company is able to assist Sudan in realising economic returns.

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Riley Packaging is keen to retain its competitive market-leading position by capitalising on the lucrative packaging opportunities in Uganda and surrounding landlocked countries Writer: Emily Jarvis • Project Manager: Stuart Parker

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aking the transition from a semi-automated to a fully-automated manufacturing line during a strategic move into brand new premises in 2007 has been the main catalyst driving the growth of Uganda’s number one corrugated box packaging manufacturer, Riley Packaging. Taking all the necessary steps to improve its technical capacities and

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allocating the capex spending required for state-of-the-art machinery to remain a competitive player in the market over the past nine years since establishment of the new plant, the Company now has plenty of room to continue bolstering its internal capacities; led by an unparalleled customer-centric focus that sees its boxes supplied to the vast majority of FMCG, pharmaceutical, food & beverage, flowers, cosmetics, stationary, tobacco, plastics and more in Uganda. Furthermore, the Company is the largest exporter of corrugated boxes to the surrounding countries – Rwanda, Burundi, DRC and South Sudan – where demand for its services has escalated in recent years as the aforementioned landlocked countries look to Uganda for an affordable and quality packaging solution close-by. Company Director, Vipul Desai recalls Riley Packaging’s journey to the present day: “When we formed in 2001, there were already a few players in existence and around two years later, we had proved ourselves in the market so started to expand by putting up a semi-automatic plant. By around 2005, we had reached capacity of our semi-automatic line which prompted the need to expand further and to improve productivity. “Therefore, we identified the 17 acre site in Mukono Town, 25 kilometres from Kampala and, starting from scratch, we took the next step and put up a fully-automated manufacturing plant – with 5-ply corrugation equipment imported from Taiwan – that went on to be inaugurated by the President of Uganda in 2007. We have also purchased additional land of more than seven acres, taking our total land up to around 25 acres. This central region on Jjinja Highway is emerging as a main commercial centre and the size of the site still gives us plenty of room for future expansion.”

Customer-centricity

Having compounded these initial spends in both 2010 and 2014 with the addition of new lines to cope with the organic increased demand for its corrugated boxes, it quickly became apparent how important Riley Packaging’s service was not only locally, but in the surrounding landlocked countries who face their own geographic challenges. “Before our plant investment and relocation, around half of the Uganda’s packaging was being imported from Kenya; with a similar situation occurring in Rwanda, Burundi, DRC and South Sudan,” says Desai. “In striving for a better solution, around four years ago we forged a strong relationship with Dodhia Packaging in Kenya; aligning synergies between the two companies and sharing industry expertise, expats and other internal efficiencies that promise to mutually enhance our interests.” This strategic alliance has helped to generate long-term clientele from all walks of business across East Africa and reaffirms the all-important customer trust and confidence in Riley Packaging to produce the very best product to international quality standards.

Company Director, Vipul Desai recalls Riley Packaging’s journey to the present day

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Factory control room: The PLC machine plans output for the corrugator

TCY 6PA printing machine

“Our customer-centric focus approach – or CCF as we call it – means that we work hard to make sure our finished product continues to meet the changing needs of our clients. Given the addition of new lines over the years and these customer changes, we have invested in a quality control lab, and an upgraded in-house design studio for research and development purposes that provides clients with the option to choose us for handling the

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Film exposing machine in the design department

printing and other tailored value-add services,” Desai explains. In-house maintenance teams who carry out daily safety checks and weekly full machine inspections – in addition to the Company’s other integrated administrative processes that make the business run more efficiently – further reiterate Riley Packaging’s leading market position; around 92 percent of our employees are local and have benefitted from the

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Company’s training programme. He adds: “It is important that we keep the team safe, which comes across through our commitment to maintenance and quality control regimes, and this is further epitomised by the fact that we have never lost a full day of production in the history of our operations.” By keeping abreast of the latest packaging industry trends, the Company has also made sure to implement the necessary environmental considerations throughout its supply chain. Desai notes: “Reflecting our mindful approach towards the impact of our operations, around 95 percent of waste from our factory is recyclable, with our ballast imported from all over the world and paper imported from the neighbouring Port of Mombasa in Kenya. Paper waste is then sold back to the companies that make the paper, making this a cyclical process that limits the Company’s production waste. Adding to this, our finished product [the corrugated boxes] is biodegradable.”

Market understanding

Having the correct packaging is


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integral to the safe moving of goods globally, with many perishable goods having a strict window in which to maintain their freshness and others adhering to strict distribution timelines. Given Riley’s distance from the nearest port – which is more than 1,000 kilometres away in Mombasa – retaining at least three months worth of paper stock is vital to cope with demand. “Timely and effective delivery of our raw materials is monitored monthly during a joint meeting with Dodhia Packaging, where we review our stock levels, monitor consumption and make sure that our supply chain is fit for purpose,” says Desai. “Our customers come first, and timely and effective delivery of our raw materials allows us to maintain this philosophy.” With plenty of land at its disposal to expand its manufacturing facilities long into the future, Riley Packaging eagerly awaits a market boost; with future growth prospects based on the stable market conditions of the surrounding countries, as well as adjusting to customer requirement. As new players enter the local market and new challenges arise, internal continuous improvement activities remain a core facet of Riley Packaging’s business strategy in order to maintain its market-leading status. Desai emphasises: “The situation has changed over the past decade and the political instability felt in some of the neighbouring countries which we export to inevitably has an effect on us, and so we have to continually re-evaluate costs and uphold stringent internal processes as these belts tighten further.” He concludes: “Our timely corrective and preventative strategies that we have embedded over the past few years are helping us to achieve our CCF goals and maintain our service levels in line with this, so we must make sure we take the right actions accordingly – working closely with our customers – to keep growing our top and bottom line.”

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Sheets waiting to be printed on the TCY 6PA machine

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Leading South African canned food manufacturer, Darsot Food is set to continue doubling its year-on-year turnover thanks to a competitive expansion and backward integration strategy designed to improve the quality of its products Writer: Emily Jarvis | Project Manager: Joshua Mann

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ligning its business model and marketing strategy with the competitive traits of international brand leaders, South African canned food manufacturer, Darsot Food continues to upscale its FMCG trade capabilities through the backward integration of its supply chain. Paired with a diversification strategy that has seen the Company expand to 11 production facilities across the country today, the Company has doubled its turnover year-on-year for the past six years, reflecting strong consumer demand for its Dursots, All Joy and Veri Peri branded products across sub-Saharan Africa. “Starting as a family-run business 23 years ago – when my father returned to South Africa towards the end of the apartheid era – with one 1,200 square metre cannery, we have shaped our investments around consumer demand and emerging industry trends; adding a number of different production facilities and subsequent products to our portfolio over the years, such as other vegetables, edible oils, condiments and detergents,” recalls Muhammed Naasif Darsot, Marketing Director. “At the time, it became quickly apparent that backward integration was a necessity to guarantee the quality of our products. This resulted in the decision to produce our own edible oil, as well as the establishment of a larger can manufacturing facility by 2006, which represents a major milestone in the Company’s history.” Once again instigating change in line with the growing local market for canned goods, Darsot made the transition from a mainly private label manufacturer to focusing on its own brand, Dursots. A play on the founding family’s surname as well as the increase in imported foods from Europe – particularly Germany at the time – the initial iteration of

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Home design at its best CONTACT INFO CONTACT PHONE: +27(0)118571235 PHYSICAL ADDRESS: 8632 Tugela Crescent Lenasia 1827 Johannesburg South Africa E-MAIL: SALES@AAWHOLESALERS.CO.ZA

AA

WHOLESALERS

Quality, consistency and a good reputation built over many years


Your furniture, appliance & bedding specialist HOME APPLIANCES FURNITURE BEDS AND MATTRESSES CATERING EQUIPMENT PLASTICWARES IMPORTED PRODUCTS HOUSEHOLD GOODS


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the name had an accent on the ‘ü’ which has since been altered as local manufacturing has increased. “This was our way of following in the footsteps of international brand strategies to develop our offering in South Africa, but to also position the Company as an exporter,” he adds.

Adding value

Having been in the South African FMCG market since the end of the apartheid era, Darsot Food has seen firsthand just how quickly food manufacturing trends can shift. Muhammed offers: “For example, in 2010, the edible oil market really started to take-off and become more saturated. In order to distinguish ourselves, we had to look at ways to add value to this portion of the business and consequently, we decided to diversify into the manufacture of mayonnaise. Not only did we diversify, but the facility we

Led by a competitive backward integration strategy

Darsot’s tomato processing machinery is state-of-the-art

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put up was state-of-the-art, making us the most advanced mayonnaise manufacturer in South Africa and thus, an attractive supplier of this product.” This same philosophy to differentiate itself from the competition through quality and value-add saw Darsot acquire not only the All Joy tomato sauce and Veri Peri product ranges in 2012, but also its main tomatoprocessing factory from Tiger Brands in Tzaneen, Limpopo in 2015. “More than 60 percent of South Africa’s tomatoes are currently produced in the Limpopo region, and a key objective for Darsot is to increase the local supply of raw materials to 95 percent to reduce pressure on imports to meet demand. After the acquisition of the Tzaneen factory, we invested R100 million in a brand new plant, with Rossi Catelli equipment imported from Italy. The plant is capable of producing 300 tonnes of tomatoes a day and we remain actively engaged with local growers to maintain a steady output.”


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Diversifying the manufacturing process

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The Company received the B.I.D Century International Quality ERA Award at the 13th Century International Quality ERA (CQE) Convention in Geneva

Revising forecasts

Running its first trials in September, 2015 to great success, the factory gained the attention of local media in the first half of 2016 which increased exposure for the Dursots and All Joy house names. “This has opened potential opportunities from a geographical perspective as our tomato production currently only services the South African market. Further, agro-processing has high job creation potential, so as our new facility grows over the next 12 months, we hope to increase the number of permanent and seasonal employees,” says Muhammed. The factory has provided an accessible outlet for local growers to sell their tomatoes while leveraging industry knowledge – including the supply and learning to use fertilisers – to create a final product that meets the required standards set out by Darsot. “Based on the rate things are progressing, we should reach capacity in year two [2017]; ahead of our earlier 2018 forecasts.

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In turn, this has brought forward our decision to build another much bigger facility capable of processing 500 tonnes a day; driving us towards our goal to supply 30-35 percent of the total tomato paste demand in South Africa,” he further details. Despite being delayed due to the All Joy acquisition, Darsot meanwhile also made a ripple in the local peanut butter manufacturing subsector in 2013; with its version of the product subsequently voted South African Product of the Year in 2015 in the peanut butter category.

Upscaling

Bolstered by the strength of doubledigit growth year-on-year and its backward integration strategy, Darsot Food decided to go global with its products two years ago and is carefully surveying the marketplace to identify the right opportunities as it looks to scale the business further. “Equipped with our own in-house logistics including a fleet of around 80


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Suppliers of: Spices Seasonings Batch Packs Food Ingredients Contract Blending Address: Unit C4, Kimbult Industrial park, 9 Zeiss Road, Laserpark, Honeydew. Tel: 011 794 8096 Fax: 011 794 8096 email: leigh@spicegro.co.za

Tzaneen tomato paste plant opening

Soweto lapdesk initiative

vehicles, we decided we had grown to the state of self-sufficiency required to take our products to the world stage,” says Muhammed. “Part of this process involved acquiring the business of our existing packaging supplier in 2015, resulting in a dedicated packaging division for all our requirements in this area. After updating and acquiring new machinery – with further equipment due to be commissioned in the latter part of this year – this investment is already delivering positive productivity results.” With all of its existing and upcoming expansion plans in place, Darsot Food is keen to take its business to the next level. Muhammed concludes: “Right now, we are investing considerable capex in implementing international levels of food safety across all our facilities which will be a crucial enabler in ‘going global’. Opportunities are being presented to us daily, and it is important that we select the best course of action to continue to explore and develop new business ventures.”

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An established brand with entrepreneurial flair, Capitol Caterers is bringing a fresh and sustainable approach to catering services that breaks away from traditional industry expectations Writer: Emily Jarvis Project Manager: Joshua Mann

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A Fresh Approach

TO CATERING dopting a new strategic business angle to differentiate it from the increasingly saturated catering market, Capitol Caterers is bringing together its industry expertise and high levels of professional service to target the three meals a day market across the SADC member states. “Having grown into a national organisation since establishment in 1992, we are now the preferred service provider in Southern Africa, with more than 100 contracts undertaken at any given time,” explains Eelco Camminga, who has held the position of Group Chief Executive Officer (CEO) since October, 2013. Expanding its initial focus on South Africa’s education sector with subsequent entry into the areas of healthcare and welfare, industrial, corporate and in-flight catering, Capitol Caterers’ complete service offering has facilitated rapid growth both nationally and internationally. “Adding further value, our business has expanded into site facilities management, where we provide the full spectrum of services including catering, cleaning, laundry and so on. Further, we have listened to our customers and now offer function catering to our existing clients, delivered with a uniquely personal touch,” he adds.

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UNILEVER FOOD SOLUTIONS

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t Unilever Food Solutions, we’ve been in food since the 1880s, and we are home to some of the world’s favourite brands: Knorr, Hellmann’s and Lipton, to name a few. We work closely with businesses of all sizes, from independent restaurants through to hotels chains and contract caterers, in 74 countries. So we understand that critical balance between impressing your guests and making a profit. As part of Unilever, we use our extensive knowledge to help chefs and caterers keep up with people’s changing tastes, using our team of highly skilled chefs and nutritionists. T +27 86 031 41 51

www.unileverfoodsolutions.co.za Adhering to the most modern of healthy eating trends

Differentiating

With healthy eating trends driving healthy competition in Africa’s catering industry, Capitol Caterers is keen to demonstrate that it can differentiate on not only a service level, but provide nourishing, varied and wholesome food; adopting a philosophy whollyfocused on “providing a home away from home in our food”. Camminga highlights: “We pride ourselves on the fact that we don’t lose contracts due to poor service and we place enormous value on long-term partnerships to ensure we maintain our high levels of service excellence. For example, in the three meals a day market, there is much more of a focus on nutritional value which we take very seriously.” Targeting hospitals, schools and retirement homes through its new strategic angle, Capitol Caterers is looking to refresh the traditional approach to catering in these markets. “And all of these markets have

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We pride ourselves on the fact that we don’t lose contracts due to poor service and we place enormous value on long-term partnerships to ensure we maintain our high levels of service excellence

different needs to satisfy, such as dietary requirements, portion sizes and nutritional value, and we are constantly asking for feedback to make sure our dishes remain relevant,” adds Camminga. “In addition, we have to continuously refresh our approach to make sure that our food reflects the latest trends and flavours while meeting the budget set out in the contract.” He continues: “Too often we see that the contract catering industry uses pre-prepared, mass produced goods. What makes us different is our fresh approach, both literally and figuratively speaking. South Africans have become sophisticated diners, so we continuously research global trends and apply them in a local context to ensure we meet our customers’ needs. It was with this in mind that we introduced an a la carte menu in hospitals; for example, providing choice and that little something special for patients.”


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We k now food ser vice We create ingredients that save precious prep time in the kitchen, without compromising on flavour or flair. And constantly provide ideas and inspiration that keep your menu fresh and exciting.

A business bank www.unilever foodsolutions.co.za

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First National Bank - a division of FirstRand Bank Limited. An Authorised Financial Services and Credit Provider (NCRCP20).

First National Bank - a division of FirstRand Bank Limited. An Authorised Financial Services and Credit Provider (NCRCP20).

As a business bank built by entrereneurs, we aim to continue to As a business bank built by entrereneurs, we aim to continue to

First National Bank -your a division of FirstRand Bank Limited. An Authorisedwe Financial Services and Credit (NCRCP20). business needs, because care about itsProvider growth. As a business bank built by entrereneurs, we aim to continue tounderstand

understand your business needs, because we care about its growth.

Visit the bank that understands business and Switch to FNB Business. understand your business needs, because we care about its growth. Visit the bank that understands business and Switch to FNB Business.

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Sustainability goals

Aligning with the wider industry need to develop sustainable and green practices, Capitol Caterers’ vision is to not only halve its impact on the environment, but, by measuring its waste, reach the ambitious target of zero landfill waste by 2020. “In our business, there are four different kinds of waste; packaging, food waste, prepared meals after service time that weren’t eaten, and that found on the diner’s plate at the end of a meal. We are doing a number of things to address some of these issues, such as banning the use of polystyrene, sourcing our natural ingredients from suppliers with complete traceability and the relevant quality certifications, as well as launching initiatives to reduce our carbon footprint and food wastage,” explains Camminga. “By setting clear targets on when we will achieve our goals, we hope to set the bar high for the wider industry.”

Fresh food from a constantly renewed menu

This sustainability focus is further compounded in the Company’s recent membership of the Global Green & Healthy Hospitals Network, an organisation committed to implementing a comprehensive

The first catering Company in Africa to actively control food waste in hospitals

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environmental health framework for hospitals and health systems; including sustainably-grown healthy food. “We are the first catering Company in Africa to actively control our food waste in hospitals, and we also raise awareness on the importance of limiting waste on several blogs and websites,” he adds. Similarly, Capitol Caterers’ newly focused marketing strategy is beginning to take-off. The Company has revitalised its branding materials across the entire business to boost its profile; serving as valuable tools to enhance the look and feel of the brand in alignment with its core values and beliefs. “It enhances what we keep saying to our customers; our food is fresh and our menu’s constantly renewed, it is not ‘brown food’,” the Group CEO emphasises. Equally refreshing is the Company’s approach to people management, where it invests in the best training, support and business structures to ensure every staff member remains


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committed to exceeding client expectations. “Each year, we give a member of staff six targets to reach that are clearly measurable in terms of service delivery,” details Camminga. “We then reward the employee based on their performance and drive. Meanwhile, embracing the work ethic of millennials, we recently introduced the ‘winning ticket’ concept that provides instant gratification when we catch an employee doing something right.”

Value-add proposition

With all the pieces of the puzzle falling into place for its existing service divisions, Capitol Caterers continues to seek out new ways to add value to its business and improve the customer experience. One of the ways the Company is doing this is through the acquisition of likeminded businesses that further integrate within its catering offering. “We recently acquired the iwantmycoffee (IWMC) brand, allowing us to offer our clients a retail brand that is flexible enough to fit into virtually any catering environment. An iconic brand that uses an award-winning blend from Ethiopia, IWMC shops will be constructed at the lowest possible cost while also capitalising on the coffee shop phenomenon and delivering value, aesthetic appeal and a consistent quality final product,” says Camminga. He concludes: “We are confident in our steps to not only source but retain long-term contracts with our clients, while also looking at ways to add value through potential acquisitions that align with our culture and values; including our sustainability goals and continuous improvement drive. “Having grown 40 percent in 2015, the next few years promise to be very exciting. There is so much opportunity for us across SADC and beyond, so we are looking forward to what the future holds; both in terms of our three meals a day focus and our new acquisition.”

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ame MIM

CASHEW

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AGRICULTURAL

PRODUCTS

LTD

A Force for Good

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Mim Cashew is making waves far beyond the confines of its cashew processing domain as it looks to evolve upon foundations of sustainability and integrity Writer: Matthew Staff Project Manager: Joshua Mann

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im Cashew and Agriculture Products Ltd is on the lookout for strategic industry partnerships to further a brand which has already established itself as one of the leading cashew processing companies in Ghana. Currently comprising two major customers – and therefore targeting its highly refined structure towards their satisfaction – the Free Zone enterprise is a middle stage processor currently exporting more than 90 percent of its products in line with a mission which revolves around personable relationships and sustainable client partnerships.

From this stable platform, core products including cashew kernels, cashew nut shell liquid, and fruit brandy are produced with the ambition now to develop a larger range of value added products tailored to consumer demands. “We are considering partnerships that demonstrate significant synergy for all,” affirms the Company’s Executive Director, Lars Wallevik. “We are considering partnerships with companies where there is major strategic fit for both companies, and where the financial and competency synergies are highly apparent. We are not going forward with brand awareness until we have this in place.”

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LTREMARE designs and manufactures integrated solutions for the agro and food industries. Starting with the processing of cashews in Bologna, Italy, the Company introduced the first mechanical cashew processing plant after formation in 1960. This in turn has enabled the Company to become a world-leading manufacturer of cashew nut processing turnkey plants and a service provider for the cashew business. OLTREMARE has realised more than 100 industrial projects throughout the cashew nut industry and has sold thousands of single machines for various processing operations across the globe.

www.oltremare.biz Mim Cashew’s new building promises to enhance its production capacity

Such honed ideologies derive from a continuous improvement model that has always had aspects of personable business interaction at the core; initiating with employee satisfaction and the working environment, and branching out into product integrity and quality, technical progression, marketing acumen, sustainability, stakeholder consideration, and creating an all-round feel-good factor throughout the organisation. “If I take it to the very highestup-in-the clouds level I can, I want Mim Cashew to emanate strength, goodness, beauty and success,” Wallevik continues. “We want the Company to be and feel great, and we want it to be genuinely successful. “Our very capable Managing Director, Joseph Yeung is far more practical and pragmatic in his approach than what I have stated here, but that is ultimately what I want it to be.”

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We are considering partnerships that demonstrate significant synergy for all

New barrels in Mim’s distillery

Fermantation tanks


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processing cashew is an art PLANTS, MACHINERY AND SERVICES FOR THE CASHEW NUT INDUSTRY ITALY – VIETNAM – BRAZIL – INDIA – WEST AFRICA – EAST AFRICA www.oltremare.biz

Being part of something larger

Officially incorporated in April 2008, Mim Cashew’s quick rise to prominence is testament to its ethos and is epitomised by the scope of its factory which spans 1,880 acres and includes a distillery, adjoining cashew, palm oil and citrus plantations, housing facilities, forestry, various other facilities and an airstrip “My father’s successful history in Mim, as well as his 18 years living in Ghana from 1957, gave us credibility and enthusiasm from the local community,” Wallevik recalls. “We officially started on 1 January, 2008; I sent 1,000 kroner from Denmark – around US$150 – via Western Union at the end of 2007, and we hired 15 labourers to start pruning and cleaning up the plantations and factory. “We were able to start quickly because most of the former employees and managers were waiting for a new investor to come in and

get the ball rolling again. We had the former company director and technical manager, Hermann Bani, who helped build and establish the estate, as a director of the new Company; Mim Cashew and Agricultural Products Ltd.” By the end of the first year, the Company boasted a 300-strong workforce and a completely revamped premises consisting of 51 houses and an overall estate blessed with quality construction, aesthetic beauty and integrity. “We spent the first years going forward developing the operations; establishing new production buildings, investing in equipment, converting the palm plantations to cashew, and developing our workforce,” Wallevik says. The feedback was immediately positive, especially considering the source of its first client, in the form of globally renowned wholesaler, Costco.

Employee satisfaction forms part of the Company’s continuous improvement

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Wallevik adds: “They loved our factory and approach, and we developed a very supportive and engaged customer relationship. They believed in us. It made us feel really good that such a huge company came to us in the middle of the rainforest in Ghana and were so committed to our path. It was a really big deal.” Similarly prominent business partnerships have flourished in the intervening years to ensure prosperity either side of Mim Cashew’s middle grounding, including more specific industry specialists such as worldleading Oltremare; whose turnkey processing plants have helped to realise more than 100 industrial projects across the cashew nut industry. A close relationship with the African Cashew Alliance has further affirmed the business’s

P R O D U C T S

We had some really hard times and that support was a blessing. They wanted us to be successful which helped motivation to get through the very hard times

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own prominent role in the sector. “The African Cashew Alliance started just before us, and started taking off at the same time we did,” Wallevik notes. “It was a great support and made us part of something larger. Bill and Melinda Gates had donated US$25 million or so to help get the African cashew processing industry off the ground and in addition to their contribution, several huge cashew buyers gave commitments in almost doubling that amount. “This gave us an additional measure of confidence and helped the whole industry and its potential become more visible. It also gave Mim Cashew a lot of initial exposure and helped us develop. We had some really hard times and that support was a blessing. They wanted us to be successful which helped motivation to get through the very hard times.”

A learning and growing organisation

“We loved all the attention and positive profiling [from The African Cashew Alliance]; it’s part of our ultimate ambition to create more brand awareness, and create a closer connection to the end consumer,” Wallevik continues. “We want people to know about our story and engage with us. It’s important for our employees that they feel recognised and the Company becomes part of them.”

Attaining a reputation as a balanced and fair employer

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Adapting to industry trends to add as much value as possible to its products

And there are certainly a lot of employees to formulate the everstrengthening team, with a total of 1,287 staff members rising to as many as 1,500 during peak season. Subsequently attaining a fantastic reputation in the industry as a balanced and fair employer, Mim Cashew defies its technically small size by creating a much larger sense of enrichment both inside and out of the Company, but especially amongst its cherished workforce. “We try to hire as many people from the local area as possible, however, we also feel it is healthy to bring in some outsiders from other areas in Ghana; it adds to the mix and culture of our staff and makes the company more interesting,” Wallevik says. “We always look for the best people and who we all feel good about, and place a lot of emphasis on treating people fairly and well. “We strive to be a learning and growing organisation, and want people to love working with Mim Cashew.” The internal continuous improvement philosophy extends to areas of technological developments, administrative enhancements and facility investments: most recently epitomised by the implementation

of a Balanced Scorecard Programme; lockers, changing rooms, and a canteen for employees; and the ongoing engagement in more corporate social responsibility-related initiatives such as the concerted balance of employment between men and women. All of this is carried out amid a backdrop of frequent industry fluctuations and inevitable unforeseen challenges, but Wallevik is confident that Mim Cashew has the basis in place to thrive despite how much work there is left to do. “The cashew business is challenging and we need to add as much value as possible to our products. We need to differentiate Mim Cashew and provide tangible, additional benefit to our consumers,” he concludes. “In the coming years we are adding another 200 acres to our plantations, bringing our total cashew plantations to 1,000 acres. “I would also be very happy if we could announce a partnership that demonstrates real synergy, scalability, value addition, consumer focus, efficiency, and unlimited growth and wealth creation potential. “The ball is rolling on all of these fronts.”

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SOIL toSoul The X Group’s four complementing divisions are combining to capitalise on a host of opportunities in Africa and beyond, via a family-driven philosophy to maintain top quality and strong relationships Writer: Matthew Staff | Project Manager: Joshua Mann

omprising a passionate and energetic team of entrepreneurial partners and leaders across production, packing, logistics and marketing, The X Group’s company arms are pulling in the same direction as part of a more holistic strive for excellence. Xcelsior Agri, Merite Packers, Xtreme International and Xperts Solutions make up the the four-strong squad tasked with achieving this aim for the sake of the South African citrus growers’ customers and stakeholders, and Chief Executive Officer (CEO), Cecilia Landman believes that the subsequent Group balance is perfectly assembled to fulfil these requirements. “The X Group strives for excellence in all our dealings by relentlessly applying Kaizen, discipline and integrity,” she says. “Therefore, we focus on quality and good relationships with all our stakeholders by caring deeply, being open, showing respect

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and communicating clearly and promptly. “Each Company has its own unique differentiator and it is very difficult to clone any competitors, so sometimes it is only a small angle to a different approach that makes you different.” Such small angles include vertical integration emanating from its own production units and packing houses helping to better understand the value chain, and the monitoring of industry and consumer trends which also allows The X Group to remain flexible and adapt its offering where necessary. All of these facets are compounded by the business’s ultimate differentiator deriving from being an entrepreneurial family entity making waves on an international scale. “We currently distribute to 27 countries worldwide from Europe, the Middle East, North America and the Far East including countries such as China, Japan and South Korea,” Landman continues. “We are not focusing on

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one specific market or client segment, rather we have a strategy to play wide, and this works for us for two main reasons; from a risk point of view in knowing that nothing is constant in this changing world, and in ensuring the best average return for our growers across all varieties, sizes and grades which can only be achieved by catering for all markets and clients in each region, from wholesale to retail.”


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Quality is everything

Founded by Cecilia and Gert Landman in 2007, the citrus growing experience enjoyed by both has aided the Group’s rapid rise to prominence over the following decade, based on a knowledge not only of the products and wider market, but equally the best structure and ethos to instil within the organisation. Getting the right people on the

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bus and in the right seats; building measurable systems with Kaizen at the core; analysing new industry trends and opportunities; and ingraining a strong sense of trust within business partnerships and the value chain have combined to ensure continuous improvement both internally and externally. And such development is an ongoing process too, with pivotal upgrades and enhancements being

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XCELSIOR AGRI

is a farming company that has three production units producing grapefruit, oranges, lemons, pomelos and the Tango mandarin, avocadoes, macadamias timber and cash crops such as butternuts and gem-squashes.

MERITE PACKERS

is the main packing facility where all the citrus and mangoes are packed.

XTREME INTERNATIONAL

is the marketing company and was established with likeminded growers in the Letsitele, Hoedspruit, Marblehall and Tsipese area. This partnership between The X Group’s professional marketing Company and passionate reliable growers allow the business to deliver a competitive and quality product to clients in 27 countries across the world.

XPERTS SOLUTIONS

carries out all of Xtreme’s and Xcelsiors’ administration, finance and logistics.

seen even in the past few months. “We are focusing on delivering to the marketplace and specifically what they need in terms of quality,” Landman emphasises. “That means the correct class, sizes and timeframes for the market. Quality is everything! “Business is about people and to align the right personalities according to market specifications, while we also make sure we know which markets have what requirements from a quality perspective; including logistics, documentation and protocols to ensure alignment with the products

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we deliver from specific growers and orchards.” Attendance at numerous trade shows epitomises this adherence to the very latest requirements and preferences and are complemented by ongoing content research and market reviews to evaluate new opportunities and emerging markets. Landman adds: “Above all, the best way to improve your brand is to listen to the client and then make sure you deliver the right product for them. We believe quality in the long run is everything and if you back that up

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with excellent service and a personal relationship you can succeed in the fruit industry. “We value personal relationships and interests highly and we strive to understand our stakeholders’ position and circumstances to allow us to deliver a product that is 100 percent suitable for their organisation. This adds a tremendous amount of value to our relationships and differentiates us from other companies in our sector.”

World-class organisation

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close, long-term relationships are the people employed by The X Group who have to convey the same principles and ethos laid out by Gert and Cecilia at the time of the organisation’s inception. “Human resources is one of our key focus points,” the latter affirms. “We spend a lot of time and energy in recruiting and training the right people and we make use of tools like Career Direct to guide us during the recruiting process. Once in the team we also make use of programs like Enneagram to help us to work well together.”

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Finding and retaining the best talent possible is likely to be a major challenge moving forward but is worth the time and effort in ensuring that all other industry headwinds can be negotiated in the future by the best minds the industry has to offer. “As we are mainly in the citrus industry we keep on participating in markets that have recently opened for South Africa; such as South Korea, Thailand, Indonesia, etc,” Landman explains. This follows the previous three year slowdown in European business which has emphasised the need for a plan B, and is compounded by a host of domestic industry requirements including the transition from wholesale to retail from an international trade perspective, and the issue of land claims and repossessions in South Africa itself. Huge capital investments into orchard expansion and enhanced administrative systems have aided

the ability to roll with these punches and once again epitomise the Group’s overall aim to remain adaptable for the sake of even more concerted industry success in the future. Landman concludes: “I feel privileged to be in the agriculture industry of South Africa. By running and operating a world-class organisation we can make a huge difference on ground level by supplying work to people and families and this contributes to a sustainable regional area and in contributing to a healthy family environment. “We are in an ideal position to supply countries in both the northern and southern hemisphere, and this will lead to some great opportunities for growth in the agriculture sector in South Africa; with Africa a fast growing continent which will need more and more fresh fruit and vegetables. “I am excited about the opportunities South Africa will give us in the near future.”

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Facilitating Trade Efficiency and Security Cash Connect’s role as the pre-eminent South African manufacturer and service provider of automated cash management solutions for businesses and retailers continues to have a positive impact far beyond its own internal confines Writer: Matthew Staff | Project Manager: Callam Waller s the pre-eminent manufacturer and managed service provider (MSP) of automated cash management solutions for business and retailers in the South African market, Cash Connect’s influence has grown rapidly and extensively over the past 10 years; and is subsequently celebrating its landmark anniversary via a strive towards continued organic growth and concerted expansion over the next few years. Providing an end-to-end cash management and logistics solution to three of the largest banks in the country, Cash Connect’s 2016 forecast is to process more than R40billion on behalf of its clients, with a growth rate exceeding 30 percent. To that end, the Company can boast a role as the largest independent supplier of its type within the retail cash management domain, with some of the leading retailers, wholesalers

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and online operators basking in the Company’s astuteness. “Cash Connect’s expertise, technology and experience encompass the entire spectrum of automated cash deposit technology, validation, settlements and diverse payment streams,” confirms the Company’s Joint Chief Executive Officer, Steven Heilbron. “It is an approved service provider to blue-chip companies such as the Spar Group, Shell, Engen, Pick ‘n Pay and OK, to name but a few. “Our brand promise is ‘We take the risk’. From the moment you deposit the cash in our robust cash vaults, whilst in transit, and until it reflects in your bank account, we have you

covered. It’s like we move the bank to your store.” Ultimately, Cash Connect’s goal is to enable businesses to operate more efficiently and securely by providing a safe trading environment to carry out such necessary transactions, and the business therefore hones in on a customer-focused performance culture, “which seeks to not only deliver reliable technology and a dependable service, but equally, provide highly responsive support if and when needed”, Heilbron iterates. Joint CEO and expert in cash management and logistics, Richard Phillips adds: “Our clients’ businesses are distinguished by being retail stores

(Ten) 10 Acts of Kindness Paying it Forward Campaign “As part of our 10-year celebration, we’ve decided to ‘pay it forward’ with 10 acts of kindness during 2016. “At Cash Connect, we take an interest in social issues and believe in making a difference in the lives of people in our community. Therefore, it is important that we offer our time and effort and love to lend a helping hand, and not just choose the easy way out by making monetary donations. We believe that our social upliftment endeavours will have a life-changing consequence for the recipients, as well as boost the morale of our employees. “We are passionate about making a difference and constantly challenge other businesses to invest in our community. We reached out to the elderly, abandoned babies, intellectually challenged and various disadvantaged youth groups.” – Sumay Herbst, General Manager, Marketing

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BIZ EXTEND

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izExtend’s business solutions represents the many synonyms for the word extend which include to aide, to assist, to build, grow, enhance and to be accessible. We specialise in customised outsourcing solutions via our 24/7 contact centre infrastructure. By performing specific functions according to agreed-to protocols, procedures and service levels, BizExtend enables its clients to extend their reach, hours of business, and improve their brand and service. BizExtend’s uninterrupted customised solutions allows clients to focus on their core business whilst other important functions are taken care of. In addition, BizExtend offers a comprehensive Disaster Recovery centre for companies requiring a stand-by facility in the event of business interruption, conveniently situated adjacent the N1 in the Constantia Kloof area. BizExtend is proud to be Cash Connect’s service extension partner in respect of the Cash Connect 24/7 technical assistance helpline. The cornerstone of this successful, customised solution is based on transparency, commitment and mutual respect in an on-going partnership. The BizExtend solution entails: • Transparent, real-time access to operational systems • Secure and encryption-certified data • Cost effective and competitive service delivery • On-going, professional workflow analysis and recommendations • Access to proficient and empowered staff BizExtend proudly recognize the Cash Connect shareholders, management and staff for building a successful, innovative and competitive brand in the automated cash management environment. Being associated with Cash Connect is a privilege and we wish them even greater success in the years ahead.


One stop, hasslecustomised solu

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BizExtend proudly playing its role in keeping Cash Connect an effective organisation 24/7

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One stop, hassle-free, customised solution

T: +27 (0)10 020 2570 E: info@bizextend.co.za www.bizextend.co.za

T: +27 (0)10 E: info@bize Call us www.bizex

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Call us to find out how BizExtend can make you more effective 24/7


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Whilst many forms of electronic and mobile payment options have been introduced over the years, it is a fact that cash is still the preferred method for consumers to transact.

POLYGON UNDERWRITING

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s a business, Polygon Underwriting combines the traditional values of integrity and a strong business and work ethic with progressive developmental ideas to enhance our products, providing a sustainable, solid underwriting and risk management operation on behalf of all our stakeholders, shareholders, clients, staff and suppliers. Our vision is to be highly rated by the insurance fraternity, as well as our clients, as being the leading underwriter to the valuable specie market. At Polygon Underwriting we commit to achieving quality in every aspect of our business, from the products we develop to the skills we employ and resources we utilise. We offer clients peace of mind with highly specialised cover for transit and storage of cash and valuables for retailers, restaurants, casinos, security companies, cash acceptance device companies and banks.

where the staff and their customers are no longer intimidated by the fear of attack and where the focus of attention has shifted to improving the working and shopping experience in every way.�

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Based in Johannesburg, and complemented by branches in Cape Town, Pretoria and Durban - where the manufacturing plant is based - all nine South African provinces are catered for by the business, and with international expansion a very real prospect, the significance of such an offering is constantly being added to from a value perspective and through its everdiversifying product options. “We provide a variety of payment options to our diverse customer base who, depending on the volumes involved, will make use of one or more of our cash vaults: Connectr 3000.u;

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We are very proud of our comprehensive product range which we continuously develop to ensure it remains current with the needs of our customers. Our company structure facilitates decision making and rewards initiative as we focus on providing fast but consistent responsiveness to our partners and clients. No one of these objectives on their own can ensure a coordinated service offering without efficiency of operation in aspects such as costs, productivity and delivery. With these corporate objectives supporting our vision and mission we constantly aim at achieving a sustainable market position, from where we are able to lead our competitors and set the benchmarks for development and service delivery.

T +27 86 110 3000 E info@polygongroup.co.za

www.polygongroup.co.za


CASH INSURANCE FOR RETAILERS CASH Peace of mind cash INSURANCE insurance for cash in store in transit Peaceand of mind cash insurance for cash in store and in transit

FOR RETAILERS

Specie insurance is highly specialised cover for the transit and storage of cash and valuables for retailors, fuel retailors, restaurants, casino’s, security companies, cash acceptance device companies and banks. As leading insurance professionals, tailorformade specialist policies areofdesigned to Specie specie insurance is highly specialisedour cover the transit and storage cash and protect diverse for commercial Specie Insurance covers high value precious items such as valuables retailors, assets. fuel retailors, restaurants, casino’s, security companies, cash cash,acceptance gold, diamonds, valuable documents, fine art and jewellery whilst in transit or at rest. device companies and banks. We As support ourspecie clientsinsurance with intelligent and pragmatic riskmade management by our leading professionals, our tailor specialist advice policiesenhanced are designed to expertise in diverse the cash insurance environment of Insurance South Africa, offering best end-to-end insurance protect commercial assets. Specie covers highthe value precious items such as product forgold, retailors dealing in cash.documents, fine art and jewellery whilst in transit or at rest. cash, diamonds, valuable We support our clients with intelligent and pragmatic risk management advice enhanced by our expertise in the cash insurance environment of South Africa, offering the best end-to-end insurance product for retailors dealing in cash.

OUR MAIN PRODUCT LINES - End-to-end Cash Insurance Solutions - Static Vault / Safe Cover - Fidelity Risks (Contract specific or general) - Fine Art and Collectables - ATM’s and Deposit Taking Devices (Static and Transit Exposures) End-to-end Cash Insurance Solutions - Static Vault / Safe Cover - Fidelity Risks (Contract specific or general) - Fine Collectables Contact usArt for and any further information: - ATM’s and Deposit Taking Devices (Static and Transit Exposures)

OUR MAIN PRODUCT LINES

Tel: 086 110 3000 Fax: 086 531 Contact us 3005 for any further information:

Email: info@polygongroup.co.za Website: www.polygongroup.co.za

The Greens Park, First Floor of The Fancourt Building, Charles de Gaulle Tel: 086Office 110 3000 Email:26 info@polygongroup.co.za Crescent, Highveld Ext. 12, Centurion, 0046 Fax: 086 531 3005

Website: www.polygongroup.co.za

Polygon Underwriting Agency (Pty) Ltd. (FSP: No. 35345) An Autorised Financial Services Provider. Underwriting agency for GENRIC Insurance Company Limited. (FSP No. 43638) an authorised Financial Services Provider


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REDDYS SAFE MOVING & ENGINEERING CC

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eelin Reddy, who launched Reddys Safe Moving & Engineering CC in 2008, holds a wealth of experience in various areas in the logistics industry. In 2013 he was joined by his son Nishan Reddy, who shares the post of CEO. The Company’s operations are based on a customer centric approach, with service delivery and health & safety being top priority. We are highly skilled and professional specialists and operate locally in the Gauteng province. Differentiating ourselves from others in the same industry, we have a proven and successful track record of being able to manage and execute the toughest and most challenging installations. T +79 785 8464/+71 151 7281 E reddyssafe@gmail.com

Bulk Cash Deposit ATM Machine

Connectr 5000.s; Connectr 10 000.s; and our Bulk Deposit Acceptor,” Heilbron explains. “We also provide direct payment solutions and facilitate consumer payments for airtime, prepaid electricity, lottery, TV licences and remittances, to name a few.”

Next-generation range of products

With the most robust cash devices in the SA market, the Company has mastered the ‘art form’ at the pinnacle of technological development, with Pierre Liebenberg, General Manager of Development and Manufacturing, proud of the evolution that the business has enjoyed to reach this stage. “Cash Connect introduced the first categorised cash vault to the South African market. This vault was borne out of necessity, and mainly because of South Africa’s unique crime situation,” he says. Cash Connect developed the categorised cash vault because they believed that conventional

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Our focus on continuous improvement and operational excellence derives largely from the manufacturing facility, which is yearly upgraded to meet increasing demand...

design available at the time would ultimately not stand up to the rigours of a generally aggressive and violent environment. “We believed that for the technology to succeed in an increasingly demanding and hostile setting, it had to offer a meaningful and scalable deterrent to attack over and above being accurate, reliable and easy to use. All our automated


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CONTACT US // P.O. BOX 13402, LAUDIUM, 0037 T: +79 785 8464 / +71 151 7281 F: +12 374 0043 EMAIL: reddyssafe@gmail.com REG. NO: 2008/253212/23 VAT NO: 4120273083

The Safe Mover

The main areas of focus are: → Installations / De-installations of Safes / Small Machinery → Rigging of Safes via staircases → Sales of Safes / Strong Room Doors which are outsourced

Com pan y CE O’s

Reddys Safe Moving & Engineering CC T/A ‘The Safe Mover’ supplies a unique and effective security logistic solution to a wide range of industries.

REDDYS SAFE MOVING & ENGINEERING CC

cash vaults are built to SABS Category 4 standards, making them the most robust cash devices on the South African market.” Liebenberg continues: “Our focus on continuous improvement and operational excellence derives largely from the manufacturing facility, which is yearly upgraded to meet increasing demand; and compounded by a progressive and dynamic R&D team which has grown immeasurably to meet innovation expectations as the surrounding technologies similarly evolved.” “This is evident in the fact that our current product range, which includes several legacy products, is in the process of being replaced with nextgeneration solutions based on our recently launched and very successful Connectr 3000.u product, also known as the N3K. “This new range of products includes the introduction of high-

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Cash Connect’s 10-year milestone is indicative of various factors on which the business has been built over the years. Some of these include values which are shared by both CEOs below as simple tips to grow any business into a success. RICHARD PHILLIPS: Transparency, honesty and integrity: invaluable for business success

No one buys from a company that’s not trusted, and trust is only possible if there’s complete honesty and transparency. According to the 2014 Edelman Trust Barometer, 58 percent of people around the world trust companies, but that leaves 42 percent that are less sure. Being more open is one clear way that a business can close that gap and ensure that it is trusted.

Build a network of complementary skills relationships

No man is an island and neither is a company or employee. A business is the sum of all its parts. Collaborating with a network of skills that complement your business brings new ideas, greater expertise and knowledge-sharing. These fundamentals lie at the heart of a company’s success.

Employees build a business

Investing time in your employees and giving them the tools and direction they need to develop is incredibly important for quality output, morale and staff retention. There also has to be an element of integrity, accountability and ownership, which should be instilled from the start.

Goodwill and a good work ethic are inseparable

Generosity is a key driver of success. Managers and leaders generously share information readily, give credit when it’s due and look for everyone in the team to present and substantiate their views as part and parcel of the process of transferring skills, responsibility and confidence. The result is that trust and respect becomes an underlying characteristic of the business.

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STEVEN HEILBRON: Encourage meritocracy

In an era where entrepreneurship is the norm, meritocracy must be encouraged, recognising and rewarding individuals for the value they bring to the table. This is based on merit and encourages performance and the desire to improve oneself. A meritocratic environment is the very hallmark of a successful entrepreneurial business.

Build a culture in business

According to a published survey of 365 companies across Europe, Asia, and North America, 81 percent believe that a company lacking a highperformance culture is doomed to mediocrity. Fewer than 10 percent succeed in building one. For both customers and employees, companies are respected for their thriving and coveted corporate cultures. A culture that aligns with a company’s core values has to be created. Such a culture takes work and nurturing, as well as the freedom to evolve.

Never settle for second best

In our crowded commercial environment, there is no place for second best. Yet, to be truly successful one needs to set one’s sights on being number one. This can only be achieved by learning from the best and improving on those working formulas that define success. Also never just agree, but challenge the status quo. Strive to become the new leader in the market.

Quality, service excellence and efficiency are key

These are the main building blocks of any successful business. To achieve them one has to be realistic. Start by having three focus areas, and work them to achieve optimal results. Very few businesses reach their full potential when there are too many focus areas to consider at once.


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Facilitating potentially rapid business expansion

speed bulk note accepting cash vaults, aimed at replacing our current Connectr 5000.s and Connectr 10000.s products.”

Just the beginning

Cash Connect realises that recruiting ‘right’ the first time around is the first step of building a cohesive team that by virtue of its commitment, passion and hard work; enhances and builds on the Company’s culture. “We have an extensive recruitment process to test competencies, trainability and coach-ability, as well as commitment levels,” Heilbron says. “We also offer an extensive staff induction programme. For

example, sales executives receive a comprehensive, induction and product training, thereafter in-field and on-thejob training is provided.” Regular training is provided to not only staff, but also technicians to align with the new technologies and processes being embraced within the Company, and Cash Connect has a total of more than 100 on-site field technicians working out of 26 points of presence to fall under this remit. “There is also a strong local influence comprised within this area of the business,” Heilbron continues. “Cash Connect is committed to recruiting in line with the Broad Based Black Economic Empowerment

guidelines in South Africa, and has also initiated an internship programme, which specifically focuses on young, black South Africans.” When combining such a refined workforce with a comprehensive network of business partnerships throughout the value chain, a marketleading offering, and astute awareness of the business realm in which it looks to aid industry players, Cash Connect’s optimism for even more concerted growth in the future looks more than justified; and initial ambitions to grow the device population by more than 20 percent and the total value of processed cash by more than 25 percent is sure to be just the beginning.

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One of the locomotives recently delivered by China under the 15th protocol

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Rehabilitating a

Transport

Lifeline TAZARA’s new Managing Director will be the driver behind a restructure that will reposition the organisation as a market-driven commercial business known for excelling in the execution of the movement of traffic Writer: Emily Jarvis | Project Manager: Callam Waller anzania-Zambia Railway Authority (TAZARA) is woven into Africa’s history books as a transport lifeline able to navigate the often topographically challenging terrain between Tanzania and Zambia. Having commenced construction in October, 1970 with assistance from the Chinese Government, the finished track covering a distance of more than 1,800 kilometres now connects Dar es Salaam to Kapiri Mposhi in Zambia; providing strategic links to the nearest port for Zambia’s copper and mineral exports. Over the years the line has proven important in the transportation of other goods such as maize and fertilisers, while also helping to link the hinterlands in the Northern Province of Zambia with the northeast of Tanzania; where passenger rail services had previously been absent. “It is not easy to fathom the extent of heroism and ingenuity displayed by both the Chinese people,

represented by their great engineers and workers and the Tanzanian and Zambian people, who joined the Chinese for the construction of this unique railway at the time,” recalls TAZARA’s new Managing Director (MD), Bruno Tandeo Ching’andu, who was appointed in April, 2016.

Bruno Tandeo Ching’andu, Managing Director

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SHAMY INTERNATIONAL LTD

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hamy International Ltd was established with an aim to meet the challenges of the everchanging freight forwarding landscape in Africa. Registered with the Tanzania Customs Regulatory Authority and also a member of the Tanzania Freight Forwarders Association, our office location is ideally located to serve our neighbouring landlocked destinations such as Rwanda, Malawi, Zambia, DRC, Uganda and Burundi. Our experience and commitment within the freight forwarding industry has enabled the Company to best serve all our customers’ needs. T +255 (22) 2129132 E info@shamy.co.tz

www.shamy.co.tz Steel coils being loaded from a ship to TAZARA wagons where TAZARA interfaces with the Port of Dar es Salaam

“The hostile environment, through which the line often had to pass, did not deter them. Almost 89 million cubic metres of earth and rock had to be moved, 320 bridges, 22 tunnels and 2,225 culverts were built. The line was finally completed two years ahead of schedule in June, 1975 and was officially inaugurated after trial operations a year later.” Recognising the revitalisation efforts now required to restore the railway to its former glory, the new Managing Director is hoping to restructure the organisation – with the help of an outsourced consultancy company – in order to improve efficiencies and transform the traditionally politicallycharged mindset of TAZARA’s 50-50 Government shareholders into a commercially-run attractive business proposition. “There have been a lot of changes since I joined the organisation. We are actively looking for people to help us with our restructure in order

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to position TAZARA – also referred to as ‘Uhuru Rail’ – as a marketdriven commercial business; known for excelling in the execution of the movement of traffic. In this regard, we have already reduced the transit time of cargo to Dar es Salaam, which has left our current customers incredibly pleased,” Ching’andu says. “If we can continue making these adjustments to improve our line, then we hope to attract more attention from other markets, such as general goods markets. We are already in talks with major logistics companies and hope to prove we have what it takes to grow into new segments.”

Rehabilitation

A challenge felt across the continent is the amount of congestion on the roads as well as gaps in road infrastructure making it difficult to transport from A to B. This is no different in Zambia and Tanzania where TAZARA strives to capitalise on the need to remove traffic

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AFICD

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frican Inland Container Depot (AFICD) is one of the largest operators in Tanzania with world-class Inland Container Depot (ICD) & CFS facilities located in Dar es Salaam. We cater for the import & export needs of the hinterland of Africa through our rail and road network to various land locked countries within Africa. The Company’s streamlined procedures, systems and standardised processes in handling project cargo, freight forwarding and warehousing ensure smooth operation and consistent flow of containers. T +255 22 2861947/8/9 | +255 789 165 784 E info@aficd.com kalyan.muvvala@lakeoilgroup.com

www.aficd.com


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Providing the best logistics solutions

Ocean freight

Transportation

Project cargo

Consulting

A clearing & forwarding company. We invite you to avail our high quality services at the most affordable prices. Rest assured and rely on us for quick cargo processing. So feel free to come and work with us, for efficient and very effective services.

Proud to be working alongside Tazara!

Storage & warehousing

Self-drive services Transport & & deliveries heavy-lift logistics 4th Floor, Elite City Building Samora Avenue / Morogoro Road P.O. Box 33504, Dar es Salaam, Tanzania Tel: +255 (22) 2129132 Fax: +255 (22) 2122 049 Email: info@shamy.co.tz

www.shamy.co.tz

African ICD has the unique advantage of having the rail siding which gives it direct connectivity to the TAZARA rail network, including the port of Dar Es Salaam. African ICD also enjoys the concession of having rights to operate its own train to shunt the containers and cargo out of the Dar Es Salaam port in its own premises. This complete end-to-end services that includes pick-up and drop to specific locations by rail network makes it an unbeatable concept. Tel:+255 22 861 949 Mobile: +255 789 165 784 www.lakeoilgroup.com Email: admin@lakeoilgroup.com / kalyan.muvvala@lakeoilgroup.com

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Passenger train at Chozi in Zambia

from the limited roads links and make the transition to rail. However, road infrastructures are improving, giving customers more choices for moving their cargo than they have had in the past. We know we are the answer, but we just need to make sure we can fulfil each customer’s requirements to their satisfaction before accepting new cargo opportunities,” he summarises. Thanks to the 15th Protocol in the form of an interest-free loan from the Chinese Government, TAZARA has received four new locomotives, two rescue rail cranes and a large number of materials for track maintenance to help achieve its vision of becoming the preferred transport organisation in the sub-region. Additionally, the organisation will now be actively involved in ferrying exports and imports from the DRC under a new agreement that will see locomotives from the latter country transport goods to the Zambian border

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Above all else, TAZARA is an important corridor in the SADC region that enables transport to the port from Zambia, the DRC, as well as products going to the Great Lakes in Burundi and Rwanda

at Sakania, then make their way to a Zambia Railways locomotive. “This trickle of investment is a good start, but we are now looking for capital to invest in new equipment and materials for the rehabilitation of the track and communications systems to increase our efficiency and output,” says Ching’andu. “Recapitalisation is essential at this time to strengthen our position, and ensure the provision of a reliable and quality transport service.” With the right capital in place, TAZARA’s vision over the next threefive years is to make the improvements required to remove speed restrictions with the hopes to move cargo along the track at a minimum of 100 kilometres per hour while having a better grasp on traffic monitoring through modern communication systems that enable continuous remote control. “Over the same period, we strive to have 80 locomotives available to cope with the expected increase in demand for our services,” the MD highlights.


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Passengers in the third class coach

100 kph

TAZARA’s vision over the next three-five years is to remove speed restrictions allowing cargo to be transported at a minimum of 100 kilometres per hour

Two female artisans working on the signals in Mpika

A fantastic opportunity

An increase in the use of technology to support the efficient transportation of cargo will also require expertise to be brought in as part of a skills transfer activity to enhance TAZARA’s internal processes. “Local training is something we are a strong advocate of. Right now, we are looking at ways to bring in expatriates to impart the skills required onto a streamlined workforce to improve our customer service,” Ching’andu comments. He concludes: “Above all else,

TAZARA is an important corridor in the SADC region that enables transport to the port from Zambia, the DRC, as well as products going to the Great Lakes in Burundi and Rwanda. We are the one Company that can help develop the area in which the line passes as there is very little other transport infrastructure in the area. In the long-term, the terrain poses fantastic opportunities for agriculture and other business segments, and we want to be the engine for economic development in the region.”

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FIRST JLT South Africa continues to strengthen its local market performance by leveraging the wider Group’s world-leading status as providers of insurance, reinsurance and employee benefits-related advice, brokerage and associated services Writer: Emily Jarvis | Project Manager: Stuart Parker

uided by its mission to place clients first and focus on results-based service in clearly defined industry and specialist risk sectors, Jardine Lloyd Thompson South Africa’s (JLT SA) aptitude for continuous improvement has driven the Company to new levels of growth over the past five years. Part of the JLT Group of Companies with roots traceable to the 19th Century, the start-up greenfield operation has benefitted from hand-picking professionals from the industry to deliver depth of expertise and experience across an array of highly specialised services since its establishment in South Africa in 2011. As a strong global market performer, JLT’s distinct culture and style of service – driven by its people, passion for innovation, and adaptability – has facilitated an unrivalled position of knowledge sharing and problem solving in order to deliver the best solutions on a South African level. Winning appointments to several large South African domiciled multinational accounts in these short five years of existence, the Company now employs 140 staff members across three offices in Johannesburg, Cape Town and Durban. “At JLT, we believe in going beyond the routine and the obvious for our clients,” confirms Danny Buitendag, Executive Director of JLT SA Insurance Broking. “We pride ourselves on our position as trusted advisors that our clients can count on to put their interests first. This is intrinsic to our business and is why at JLT South Africa, we work as a team with involvement from all levels of staff, including the CEO and other Executive Directors, to provide our clients with the ‘latest and greatest’ portfolio of services.” Proudly celebrating its fifth anniversary this year, JLT SA is reaping the benefits of a series of earlier acquisitions, each of which have been refined and improved in line with the latest industry trends.

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Insurance Broking: Collaboration on a Global Level Writer: Danny Buitendag, Executive Director of JLT SA IB COLLABORATING together with our Group hubs in the UK and other international offices, our technical approach to insurance broking fits ‘hand-inglove’ with our vision and mission, our selection of staff, as well as our strategy here in South Africa. A misconception among many is that the insurance broker is there to sell the customer insurance; but the placing of insurance is just a part of a client’s overall risk management strategy. At JLT, we base any risk transfer/

insurance solution proposed to our clients on a sound understanding of their requirements, risk management philosophy, risk appetite, future plans and current financials and this allows us to tailor our advice and source risk transfer/insurance solutions that best matches their business needs. The best test of a good insurance broker is in getting large and/or complex claims settled. JLT SA has proven their capability in this arena over the past five years, including the effective and efficient handling and settlement of an R1.8 billion underground fire claim earlier this year where we have already obtained substantial interim payments for our client.

Compliance

In respect of our global clients, who often operate in as many as 25 different countries, it is imperative that we ensure that not only does the client have the required and uniform insurance covers and structures in place in each country,

STALKER HUTCHISON & ASSOCIATES

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talker Hutchison & Associates was founded in 1985 by Angus Hutchison and Tony Stalker as a local Broad Form Liability alternative to the Lloyd’s of London market. Over the past three decades the Company’s product range has expanded extensively and over 130 specialists are employed at SHA, many of whom are qualified legal professionals, able to structure insurance programs for most businesses both within and outside the borders of South Africa. T +27 11 731 3600 E info@sha.co.za

www.sha.co.za Facebook – SHA Specialist Underwriters Twitter - @shaafrica

MIRABILIS ENGINEERING UNDERWRITING MANAGERS

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irabilis is the largest engineering underwriter in Africa. Our team includes qualified engineers with practical experience, in-depth expertise and understanding of engineering risks and insurance requirements. Our territorial scope includes continental Africa, the Middle East, Central and Southeast Asia and the Indian subcontinent. We can transact directly in various foreign currencies Accompanied by Santam Limited and our international panel of reinsurers, Mirabilis offers solid security for engineering risks and substantial capacity in our acceptances. We underwrite and facultative reinsure the full spectrum of engineering risks. T +27 (11) 880 8200

www.mirabilisafrica.com

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THE EVOLUTION OF LIABILITY INSURANCE Johannesburg +27 11 731 3600 info@sha.co.za www.facebook.com/shaspecialistunderwriters twitter.com/shaafrica

www.sha.co.za

SHA is the largest niche underwriting manager in Southern Africa, offering a wide range of products and underwriting capacity on selected risks. We are passionate about our people and our products and specialise in tailormaking insurance solutions to fit every client’s individual needs.

Stalker Hutchinson Admiral (Pty) Ltd is an authorised financial services provider (ESP 2167) and is a wholly owned subsidiary of and provides insurance underwriting services exclusively for and on behalf of Santam Limited.

INSURING ENGINEERING AFRICA’S LEADING ENGINEERING INSURER

MIRABILIS OFFERS A COMPREHENSIVE RANGE OF ENGINEERING INSURANCE PRODUCTS: In addition to our standard products, we also provide seamless tailor made “Cradle to Operational” covers, designed specifically for financed engineering projects where a single insurer (Santam) covers all project risks from Marine to Operational including Marine, Marine ALOP, Contractors’ All Risks, ALOP, Contractors’ Third Party Liability, Project Professional Indemnity, Assets/Operational All Risks and Operational BI. OUR TERRITORIAL SCOPE INCLUDES CONTINENTAL AFRICA, THE MIDDLE EAST, CENTRAL AND SOUTH EAST ASIA AND THE INDIAN SUB-CONTINENT. Johannesburg I Durban I Cape Town Tel: 0861 100 100 / +27 11 880 8200 www.mirabilisafrica.com info@mirabilisafrica.com Underwritten by Santam. Santam is an authorised Financial Services Provider (3416)

AN AUTHORISED FINANCIAL SERVICES PROVIDER (28190)

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but also that they are compliant with both international and local country legislation and regulations. To ensure our clients remain compliant with these regulations we have online access to a portal which, globally, gives us full detail of each country’s insurance legislation and regulations, detail of the insurance regulator and its ‘modus-operandi’, which insurance covers are compulsory in that country, as well as local insurance market conditions and details of local insurers and reinsurers. Secondly, JLT consults with its office network and network partners when dealing with our clients’ requirements in that particular country; and thirdly, we can leverage its wealth of experience on local country regulations and conditions.

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The best test of a good insurance broker is in getting large and/or complex claims settled. JLT SA has proven their capability in this arena...

As a professional insurance broker, our main investment is in people and as we grow, we are continually focusing on the growth and development of our existing staff and the recruitment of skilled and respected people. In order to keep our product range competitive, our specialists regularly attend conferences and take part in the sharing of information to ensure that our clients all benefit by having insurance programmes, wordings and structures which are of a global standard and which are benchmarked against their global peers. To further support and entrench this process we conduct regular peer reviews done by colleagues on our clients’ accounts who audit the covers and structures thus making sure we have provided a world-class product to the client.


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Credit, Political & Security Risks Writer: Jerome Fanning, Senior Account Executive H O U S E D under the JLT Credit, Political & Security Risks (CPS) division is a specialist team of brokers, risk specialists and consultants who form a truly global, market-leading practice, with hubs of expertise in more than 10 global financial centres; including South Africa. Known as ‘CPS International’, we provide a complete suite of risk services ranging from the identification of political, counterparty and security risk, to the broking of tailored insurance solutions to the international insurance markets and consultancy and negotiation on claims. Acknowledged as industry pioneers,

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we hold some of the largest banking and commodity trading accounts in the market. We pride ourselves on working for corporate leaders in a diverse range of sectors including oil & gas, mining, power, telecommunications and transport; and we have particular experience in dealing with public sector export credit agencies and multilateral development banks.

Measured response

The deterioration in trade due to suppressed commodity prices has led to significantly reduced foreign currency levels in key African economies; including Nigeria, Angola, Mozambique, Ethiopia and Egypt. Consequently, Africa’s foreign exchange crisis remains a prominent issue for global markets in 2016, limiting the ability for businesses to import goods and for foreign entities to transfer profits. Therefore, businesses operating in the region should take steps to mitigate the threat of currency inconvertibility, nonpayment and other credit and political risks.

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There has been a measured response from the market with credit and political risk insurance still being readily available for these countries. It is however becoming increasingly difficult to obtain cover for the currency inconvertibility risk without first being able to demonstrate robust processes for the movement of hard currency out of the risk country.

Market shift

The CPS market is united in its belief that the global geopolitical and macroeconomic backdrop could hardly be more challenging. The scope of future events to take an unforeseen turn is such that the significance of building a shared understanding between broker, client and underwriter has rarely been more relevant. A common thread relative to many of the CPS claims we have seen in recent months is that the causation is often left-field. We have long advocated the benefits of prior discussion of conceivable permutations in affording all parties a unique perspective of contractual and operating structures, which can enhance the ability to anticipate and, on occasions, prevent, respond to or recover from what could otherwise be unexpected. We are now seeing the benefits of adopting this approach across all CPS client interactions. We believe this to be an integral role of the broker; however, the march towards commoditisation across so much of the industry threatens this good practice. JLT has responded to this trend by continuing to build-out its specialist broking teams in the different financial hubs around the world including South Africa and investing in our CPS Analytics & Consulting team. The team’s capability is designed specifically to match both the wider environment and enhance clients’ and insurers’ ability to anticipate, prevent, respond or recover relative to the risk insured and losses which may follow.


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Employee Benefits Writer: Tyrone Farinha, Deputy CEO F O R M E D in early 2012 as as the result of the Eluleka Consulting acquisition – a longstanding and well recognised Healthcare and Retirement Fund Consulting business – JLT Employee Benefits South Africa (JLT EB) provides advice and services to medium and large corporate concerns, comprising medical schemes, health insurance, wellness, retirement funding, group life insurance, group disability insurance, actuarial services and any other product or service that falls within the ambit of employee benefits.

We work hard to deliver the best value offering and service structure to our clients’ employees

We are fiercely independent and do not manufacture or offer any products of our own. We are not an investment house, an administrator or an insurer. We do, however, work closely with all of these product providers in our market in order to ensure that we are able to provide the best advice and services – broking and otherwise – to our clients. We work hard to deliver the best value offering and service structure to our clients’ employees.

New business growth

The growth curve of our EB business has been remarkably steep in recent years and this success is attributable to two key factors. Firstly, our client retention is the best in our market and we spend an inordinate amount of time establishing strong and deep relationships with our clients. Secondly, we see the marketing and distribution function as a critical facet of our business and although we employ the

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services of only the very best business development individuals and pride ourselves on continued professional development for these individuals, we believe that the marketing and distribution function resides with every single employee within our business. What this means is that we endeavour to instil a broad business understanding among all our staff while at the same time providing these colleagues with a sense of pride and belonging. This approach to business will always stand us in good stead. If you keep your existing clients happy and continue to compete hard for new business, growth will follow. In

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Growth is key to our business strategy and it will continue to carry significant weight in all our business considerations

addition, it is important that we also scope our market for effective capital growth opportunities. Technology will continue to infiltrate most facets of financial services and we need to stay on our toes in that regard. Growth is key to our business strategy and it will continue to carry significant weight in all our business considerations. It is worth mentioning, of course, that it is our paramount perspective that this growth takes place while paying the utmost attention to, and caring for, the very high expectations we set for ourselves in terms of corporate governance, staff commitment and client satisfaction.


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2017 and Beyond Writer: Andrew Chislett, CEO of JLT SA T H E real driver of JLT SA’s growth and success over the past five years has been our people. A key strategic focus, shared across all companies within the JLT Group, has been investing in the efficiency and effectiveness of how we service our clients and we pride ourselves on always putting our clients first. We’re able to deliver on this due to the expertise, experience and attitude of our employees, and we retain them by providing a distinctive, entrepreneurial and results-based work environment. Reflecting our continuous focus on growing in specialist areas and making key acquisitions that not only increase the scale of our South African operations, but also improve our own offering, JLT acquired Eikos Risk Applications (ERA) in October, 2015. A leader in the marine cargo and transportation insurance broking sector, this recent acquisition boosted JLT SA’s presence in Durban and has accelerated our growth this year and has deepened our specialist capabilities. Being a sound business fit, not only geographically, but also culturally, the acquisition has slotted seamlessly into our client-first ethos. Adding to this, we celebrated a big milestone for JLT SA this year, our fifth anniversary, and were joined by the JLT Group CEO, Dominic Burke, along with a number of our clients, providers and business partners. This celebration was key for us as a business as it reaffirmed not only our presence and continuing growth in the South African market, but also our global presence and international access to specialty teams

...we celebrated a big milestone for JLT SA this year, our fifth anniversary...

across the JLT Group network. Our strategy for 2017 and beyond is centred on our desire to deepen and broaden our specialty capabilities as well as attracting and retaining the best practitioners in the market; thereby ensuring the sustainable growth of our business. While we remain acquisitive, our growth plans are not dependent on this. In the longterm, we seek to continue to increase market share in our specialist focus areas and the expectation of all our stakeholders is that we continue to differentiate ourselves by being known for fierce client advocacy.

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FEARLESS

Finance

MicroEnsure’s momentum has picked up rapid pace over the past year via a series of groundbreaking products and initiatives in Africa and Asia Writer: Matthew Staff | Project Manager: Stuart Parker

he past 12 months have proved to be groundbreaking for the market-leading insurance service provider, MicroEnsure; as its mission to create, distribute and operate services that help uninsured people in emerging markets was realised via significant launches, and concerted international expansion. Embracing both of these elements, its new product, Suraksha, in conjunction with Telenor India was a first of its kind in the telecom industry; becoming available to all of the latter’s 48 million-plus customers as well as potential new users. “The scheme itself has the opportunity to empower society through financial inclusion by offering millions upon millions of people access to vital life insurance cover, completely free, when they top up their mobile phones,” explains MicroEnsure’s

Marketing Director, Peter Gross. “This project has been a major success for MicroEnsure over the past 12 months, with more than 20 million opt-in subscribers in the first 164 days alone; which may make it the fastest-growing private insurance product in history.” Similar success has been seen domestically via its African headquarters in Kenya, through the launch of a new pilot in partnership

Marketing Director, Peter Gross (left) meets with customer, Telenor receiving a claim payment

with Grameen Foundation and Sanlam Kenya called ‘Fearless Health’. As a direct-to-consumer hybrid health financing product that extends credit to patients for immediate outpatient costs, customers pay for their package via mobile money, and subsequently benefit from complimentary services including inpatient insurance, mHealth services and social benefits; all presented through a mobile package. “Fearless Health offers customers a convenient way for them to pay for healthcare today, while protecting their health tomorrow,” Gross says. “With Fearless Health, customers no longer need to pay for their full medical bill in cash on the day; they can pay a small amount today and then pay the rest in small instalments each week for the next four weeks. “Our innovative use of credit, insurance, telemedicine, and gaming is another industry first.”

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SANLAM LIFE INSURANCE TANZANIA

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anlam Life Insurance Tanzania (formerly African Life Assurance), is the number-one life insurer in Tanzania with an AArating by Global Credit Rating Company (GCR), holding a 59 percent market share of life insurance business in Tanzania.  It is a member of the Sanlam Group, a leading financial services provider in Africa with more than 98 years of experience in South Africa, with operations worldwide. The Sanlam Group is listed on the JSE and the Group is proud to offer financial strength and security to all clients across its operations. T +255 22 2127151/2/3   E info@sanlamlifeinsurance.co.tz

Pioneers of a low-cost on-demand product that doesn’t require monthly premiums

Specialist insurance

While Fearless Health will inevitably form a vital part of MicroEnsure’s African evolution in the months and years to come, it is arguably the Company’s overseas exposure that can be attributed as its main area of development. As well as the aforementioned India, Bangladesh has witnessed two new product launches in 2016; both making a real difference to emerging customers in the country. “‘Tonic’, a digital health service launched in association with Telenor Health and Grameenphone, is a product that was developed with the intention to increase access to healthcare and provide aspirational education and support for Bangladeshis to proactively combat illness through diet and lifestyle,” Gross details. “Tonic members receive four benefits: ‘Tonic Jibon’ offers tips and information via SMS, web, and Facebook to help members live a healthy life by eating well, staying

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Fearless Health offers customers a convenient way for them to pay for healthcare today, while protecting their health tomorrow

www.sanlam.co.tz active, and keeping mentally refreshed on a daily basis; ‘Tonic Daktar’ provides members access to knowledgeable and friendly advice from a doctor with just a phone call, 24 hours a day, seven days a week; ‘Tonic Discounts’ helps to make hospital care more accessible by extending discounts of up to 40 percent on different fees at more than 50 popular hospitals across Bangladesh; and the ‘Tonic Cash’ service offers members BDT 500 in cash to assist in covering costs if they are hospitalised for three nights or more.” “The second product launched in Bangladesh in 2016 was ‘Protection Plus’ which is a specialist insurance product designed for bank customers and is a culmination of a partnership between IT Consultants Limited (ITCL), Pragati Life Insurance and MicroEnsure; offering a first of its kind product to bank customers.” Comprising both transaction-linked life insurance for debit card holders, and credit shield insurance for credit


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card holders, “the [latter] product is designed to help the families of the bank’s clients in dire circumstances of death or disability and will help to mitigate the distress caused by banks on mourning families after the death of credit card holders who leave behind outstanding debts”, Gross notes. The former addresses the competition rife in Bangladesh at present, working with Jamuna Bank via its Protection Plus product. Gross continues: “Any account holder of Jamuna Bank can easily obtain this insurance facility, with the only criteria being that they hold a Jamuna Bank debit card. Customers will be entitled to life insurance coverage, based on the total value of transactions carried out with their debit cards through POS machines in the previous month. Customers will be auto-enrolled into the plan by the bank, and once a claim is raised, followed by the submission of simple documents by customers, the

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verification and claim payment process is quick and straightforward. “The name Protection Plus was chosen to signify the security that will be provided to customers but that also stands for the innovative use of advanced technology which together deliver a fresh look at banking for the people of Bangladesh. “This is just the beginning for MicroEnsure and we have plans already in place to work with many of the other banks that ITCL operates with and to introduce innovative services to the market in Bangladesh.”

justified through the uptake in each new country of operation. “We opened in India and added 25 million new registered customers, more than doubling our outreach over the year before,” Gross emphasises. “The developments in India and Bangladesh have been pivotal in driving our success in 2016 and they are definitely helping to structure our thinking and planning

Kenya and beyond

Setting out to establish itself in strategic growth markets such as India and Bangladesh, the development of new innovations to help end customers has been a successful model adopted by the business ever since its inception in 2008, and is being

In Africa, much of MicroEnsure’s efforts have gone into the pilot of Fearless Health

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moving into 2017.” In Africa, much of MicroEnsure’s efforts have gone into its Fearless Health pilot, developing significant new capabilities that the Company believes will lead to stronger and more sustainable long-term results. Gross adds: “We’ve become a digital lender, have developed a B2C distribution channel, and have pioneered a low-cost on-demand product that doesn’t require monthly premiums but does provide lowincome customers with access to high quality healthcare whenever they need it. In this way we’re taking the best part of insurance (access to healthcare) and eliminating the worst part (endless monthly premiums which are very difficult for mass-market consumers to pay each month). “If our pilot is successful, we will scale up this product in Kenya and beyond in 2017.”


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(Centre): Syed Shaukat Abbasi, Country Head – Consumer, TCS; and Rehan Butt, Country Manager & Head of Business Development – Asia, MicroEnsure; together with other senior executives at the TCS-MicroEnsure MoU signing in Pakistan

Social impact and growth

On an internal note, MicroEnsure is busy ensuring that everything is in place to facilitate such comprehensive external progression, primarily investing in a thorough review of its technological assets to ensure the Company is prepared for its next phase of growth. “While we’ve been proud of our achievements thus far, one of the secrets of our success is that we’re never satisfied and are always looking for more effective solutions to the challenges faced by our customers,” Gross states. Instilled not just in line with internal ambition and missions in mind, such investments are also carried out with the most pressing and current industry trends in mind; an ethos that has recently addressed issues of smartphone penetration, digital lending, telecom consolidation, the gig economy, the disruption of legacy business models, mobile money, blockchain and smart contracts, and

If we can develop a successful B2C business, we are certain that our learnings over the years will deliver even more social impact and growth

low-cost healthcare to name a few. “In a space as fast-moving as ours, we aren’t yet sure which of these trends will come to dominate the conversation over the next several years, but we want to be sure we maintain a keen awareness of where our industry is heading so we can position ourselves and our customers in as strong a position as possible,” Gross says.

Naturally, this incorporates similar investments into the Company’s HR setup, improving the levels of training and satisfaction among employees “the backbone” of MicroEnsure, as Gross describes them - culminating in a structure which is set to capitalise even further on the strong foundations laid across emerging markets in recent years. Gross concludes: “Looking forward, I’d expect to report back that we have built a clear path to serve our customers directly, rather than relying solely on our partnerships. We have a number of wonderful telecom and banking partners, but alongside those partnerships we expect to deliver more value to our customers by creating pathways to reach them directly. “If we can develop a successful B2C business, we are certain that our learnings over the years will deliver even more social impact and growth. That is a key goal for the Company in 2017.”

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A Revolution

IN BREAST IMAGING Medical engineering innovator, CapeRay is currently seeking new investment to fund the manufacture and further clinical trials of its innovative breast screening and diagnosis machine Writer: Emily Jarvis | Project Manager: Kane Weller

CapeRay’s dual-modality Aceso system, showing the acquistion workstation with iPad (left) and the C-arm plus gantry with wireless foot pedals (right)

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ncubated within the University of Cape Town’s medical imaging research unit prior to securing US$2 million in venture capital funding from the IDC in late 2009, CapeRay was established with a view to build-on existing feasibility studies conducted in breast screening; ultimately leading to the development of an innovative digital mammography and ultrasound system unlike any previous market entrant. Bringing expertise from an extremely strong academic background in biomedical engineering built-up over more than 30 years, CapeRay’s Founders, Kit Vaughan and Tania Douglas have played an instrumental role in the medical imaging research unit of South Africa’s Medical Research Council (MRC). “It was from this unit that the Company was born,” says Kit Vaughan, Chief Executive Officer (CEO). “With the IDC’s US$2 million injection, CapeRay went on to develop two products and submit them for clinical trials; namely the Soteria, a digital mammography system; and the Aceso, the world’s first full-field digital mammography (FFDM) system with automated breast ultrasound (ABUS) in a single device to enhance

Kit Vaughan, Chief Executive Officer (CEO)

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a clinician’s ability to detect breast cancer. The latter took four years to develop and was successfully tested in clinical trials, the results of which were published in the journal, ‘Clinical Imaging’ earlier this year to great acclaim.” After making the final tweaks from a design perspective to improve the ultrasound’s capabilities, the Aceso was subsequently tested in a local South African hospital at the end of 2015. Adding to this, CapeRay has also now tested the product independently

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in eager anticipation of securing the CE mark later this year. “Securing this is a vital step towards commercialising the business and reaching our international target markets as well as local clinics in South Africa,” he adds. “We have developed a world-leading product, with patents in the UK, US and EU that provide sufficient IP protection, as well as the ISO 13485 certification which will enable us to sell our product internationally. The challenge now is to get it out there.”

IDC

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he partnership between the Industrial Development Corporation (IDC) and CapeRay began in 2009, when the IDC was approached for funding for a mammography system developed by Dr Kit Vaughan and his team. Their aim was to detect and promote early treatment of breast cancer in the 40-55 female demographic with one in eight women currently being diagnosed with the disease. Their system, Aceso, combines mammography and automated breast ultrasound technology that can lead to a significant improvement in early diagnoses. The system has a number of advantages over existing technologies, such as: • Greater patient throughput (10 minutes per scan versus 30 minutes per scan) • Lower cost of ownership • Reduced breast compression • Reduced radiation dose Technology and product development are complete and successful clinical trials have taken place during 2014 and 2015, with the first commercial sale of the technology is expected to take place in the last quarter of 2016. Looking forward, CapeRay’s commercialisation strategy is to first introduce the product to the South African Public Health industry. Thereafter an international partner or investor will be sought to assist the company in entering the global market. Currently there is no screening programme in South Africa but if the South African Government introduced such a programme there could be potential medical savings of up to R700 million per annum through early diagnoses and less expensive treatment. T +27 11 269 3000 E callcentre@idc.co.za

A clinical radiographer positions the patient’s breast on the hermetically sealed breast platform prior to the simultaneous acquisition of ultrasound and X-ray images

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www.idc.co.za


Your partner in development finance

A dual modality mammography system which combines full field digital lowdosage X-ray technology with automated ultra sound technology.

Breast cancer is the number one killer of women between the ages of 40 and 55, with one in eight (12,5%) woman being diagnosed with the disease.

The system has a number of advantages over existing technologies, such as: • Greater patient throughput (10 minutes per scan versus 30 minutes per scan) • Lower cost of ownership • Reduced breast compression Call 0860 693 888 or email callcentre@idc.co.za • Reduced radiation dose www.idc.co.za


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The printed circuit board for the wireless foot pedals is carefully inspected prior to testing

Securing investment

With the breast screening market currently dominated by an oligopoly of the three biggest global names in healthcare, there are undoubtedly some big hurdles to overcome for new market entrants such as CapeRay. Nevertheless, the Company’s Founders have been working hard to push the Aceso’s unique selling point to the fore, as Vaughan emphasises: “We have developed an innovative method of screening that combines the best of full-field digital mammography (FFDM) with automated breast ultrasound

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Mechanical engineer, James Long conducts a simulation test, using finite element modelling, on the C-arm to test its mechanical strength

(ABUS) in a single device; something which has never been done before.” He further details: “Named after the Greek goddess of the healing process, Aceso can be used for screening and diagnostic purposes, which, from a business perspective, saves time, space and cost as a healthcare institution doesn’t have to purchase two separate pieces of equipment. Importantly, from a patient’s perspective, it addresses the medical challenges currently faced during standard screening methods

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that can sometimes mean the cancer is missed if the patient has dense breast tissue; which is found in 40 percent of women of screening age. “Using digital 2D X-ray and 3D digital ultrasound together, our technology is able to pick up both benign and malignant lesions – known as false negatives – that can be missed by X-ray alone. By reducing the chance of a false negative we hope to reduce the overall cost of treatment, as well as improving the outcome for the patient if cancer is identified and subsequently treated sooner.” Targeting healthcare programmes within government-funded screening programmes, in addition to individual clinics and practices that are keen to try the new approach, the Company anticipates it will secure the first 10 sales in early 2017, along with the launch of new clinical trials in South Africa; followed swiftly by trials in Europe and the US. “In order to achieve this target,


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we are actively searching for another financial investor, either with shared interests in the medical device industry or those with wider market insight and knowledge. While we are a small Company based in South Africa, we are doing all we can to position ourselves as an attractive and investable Company beyond the shores of South Africa. We remain open to ideas, such as the best location to manufacture our device, and with the right partner in place, we want to build the business to a point of scale. “Making a difference to women all over the world is crucial to gaining the traction and attention our product needs to grow our market share in the initial few years,” Vaughan explains.

Scalability

Meanwhile, research is already underway for a next-generation system, the Aegle, which will combine 3D X-ray with 3D ultrasound. With the name once again originating in Greek mythology – Aegle is the goddess who

Change always comes when we least expect it. In this unpredictable world you need flexible, innovative insurance solutions adapted to suit you and your unique circumstances. You need experts who are qualified to offer objective advice on the full range of insurance and risk management options, in order to provide solutions precisely tailored to suit you.

Electronic engineer, Ameen Jakoet puts the finishing touches on the layout of the printed circuit board that is used in the central control system of Aceso

personifies glowing health – CapeRay is very excited about developing this new iteration which the Company hopes will start selling in 2019. “There are still one or two hoops that we need to jump through accreditation and investment-wise to support this vision, but I firmly believe that by demonstrating our commitment, tenacity and belief in our products that we will capture at least five percent of the global breast imaging market in the next five to six

years,” says Vaughan. “Coming from a largely academic background, it has been a personal learning curve in terms of business development and acumen required to get CapeRay out of the starting blocks. Adopting a hands-on approach to business, I have also been personally involved in developing the Company’s blog, social media and online presence; having contributed more than 100,000 words to the blog over the past five years and starting conversation with likeminded industry professionals.” Vaughan concludes: “With all of the above now falling into place, we believe that by 2022 we can produce and sell as many as 400 units in a year; with sales split between the Aceso and the Aegle. As mentioned, to achieve this scale, we would welcome the establishment of a joint venture with the right investor who believes in our product too, aligning with the wider mission to detect breast cancer sooner and treat the disease more successfully.”

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Comprehensive Community Care

Edendale Hospital has enjoyed concerted growth in 2015 and 2016 in line with a long-running commitment to providing the very best premises and methods conducive to treating the people of KwaZulu-Natal Writer: Matthew Staff Project Manager: Eddie Clinton

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history of overcoming challenges and riding the waves of healthcare evolution has been rewarded by a sustained few years of consistent progression for Edendale Hospital, with the transition from 2015 to 2016 every bit as successful as the 60th anniversary year that preceded it. Back then, three years ago, the Hospital was laying out extensive plans for expansion, not only of its facilities and staff, but of the variety of care it could offer within the confines of its ever-improving grounds. The reality has possibly even exceeded those expectations though, and the past 12 months in particular have affirmed

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the institution’s position as one of KwaZulu-Natal’s leading medical pioneers. 2015 was arguably one of the most fruitful years in Edendale’s recent memory, seeing marked developments across pinpointed areas of significance over the past decade. Vast improvements across maternal, infant and child health formed a large portion of this concerted effort, having established a fully functional human milk bank as well as retaining its Mother Baby Friendly Initiative (MBFI) status. Meanwhile, the Hospital’s ongoing dedication to communicable diseases has been upheld via improved detection and improved management of the


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various conditions under this banner. “We have increased ARV (antiretroviral therapy) treatment uptake and are currently having 8,458 on ARVs. We have also decanted more than 1,000 to other sites and have about 6,000 on our Central Chronic Medicine Dispensing and Distribution (CCMDD) programme,” affirms the Hospital’s Chief Executive Officer (CEO) Zanele Ndwandwe. “We have also improved clinical governance in a number of areas including: ensuring morbidity and mortality reviews are conducted; ensuring the clinical risk and adverse events are monitored and managed; carrying out medico legal training; ensuring the Pharmacy

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and Therapeutics, Functional Disaster Management, Functional Resuscitation, Blood Transfusion, and Functional Research Committees are in place; and improving the availability of appointment letters, minutes, attendance registers and updated action plans.” This same commitment to enhancing processes both directly and indirectly influencing patient care has continued into 2016 via a similar range of investments and refinements, initiating with a new laboratory cost saving mechanism and the acquisition of a digital PACS system for its imaging department; compounded by a significant investment into its NHLS Virology lab.

Zanele Ndwandwe, Chief Executive Officer

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On 20 August 2015, the Hospital was visited by the delegation from the National Parliament Oversight Committee for the purpose of establishing progress and fulfilment of the commissioned projects. Pictured: the delegation and the KZN Provincial Health Department Principals, joined by the Edendale Hospital CEO, walking out of the newly-opened Emergency department and Communicable Disease clinic and pharmacy

Ndwandwe explains: “Two viral load analysers were installed at Edendale in February, 2016 and the machines were validated and declared fit for purpose in March. They will help to improve our laboratory service, especially in terms of turnaround time to meet the 9090-90 programme requirements. Viral load turnaround time was five-seven days on average but has now dropped to two-three days since the installation of the machines; Cobas 6800 and Cobas 8800. “There is also a huge difference in terms of capacity with the new machines. Approximately 2,500 samples can be tested within 24 hours and with the old instrument we could only test up to 800 samples within the same time. On average, Edendale receives 1,200 Viral Load requests on daily basis.”

another example of Edendale’s longterm adherence to trends and internal improvement, and the perceived success of such initiatives are all too

Enhanced systems

Research into the management of diabetes conducted over a five year period has translated into significantly improved patient outcomes as yet

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There is also a huge difference in terms of capacity with the new machines. Approximately 2,500 samples can be tested within 24 hours and with the old instrument we could only test up to 800 samples

clear when looking at the institution’s key growth statistics. An increase in employee numbers has had a natural impact on patient numbers which have remained consistently high over the past two years compared to the years previously, but the most telling figure is Edendale’s number one ranking in regards to innovation in the province; demonstrating not only the Hospital’s current capabilities, but its ability to evolve ahead of the industry curve for the betterment of the region. To that end, the next phase of improvements is firmly underway or already completed; headed up by the significant opening of its new emergency and outpatient departments. “In terms of capital expenditures, we will also see a very important expansion of our SCM stores, while we have also seen technology upgrades in the form of a digital pen for patients’ record keeping; enhanced administrative and patient


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filing systems; and facility upgrades including electrical and mechanical upgrades in the main and residual buildings.”

Internal progressions

The notion of keeping the hospital alert to the very latest industry trends and breakthroughs is inevitably and simultaneously complemented by similar ongoing training across Edendale’s staff, with all of top management now being trained in financial management to address the more business-oriented facet of hospital supervision. This is just one example of many internal progressions that are taking place at present to ensure that the Hospital has the best platform possible for its equally improving medical processes to flourish and succeed. Ndwandwe says: “Starting with supply chain management, we have made available an updated treasury suppliers database to enhance supply chain management processes. “From a corporate social responsibility perspective, we have also retained a positive relationship with the University of KwaZulu-Natal Medical School, and have also continued our NGO partnerships with Khethimpilo for the HIV/AIDS Programme; as well as Whizzkids United, a youth health academy offering youth friendly services to improve life skills.” Additional door-to-door tuberculosis and HIV campaigns, and staff-donated food parcels for those in need further emphasise an ethos that has become synonymous with the Edendale name; an ethos of helping as many people as possible both within and outside of the Hospital’s confines. Looking forward, an uninterrupted supply of SCM stock, further reduction of maternal and child mortality, and ongoing projects to improve the facilities of the Hospital will help to maintain this most noble of philosophies.

Progress Medical Supplies Tel: +27 31 309 4660/1 Fax: +27 31 309 4878 promed@mweb.co.za

Edendale Hospital team receiving the Gold Award from the Honourable Premier Mr S.E Mchunu in a prestigious ceremony held in ICC Durban on the 16 July, 2015

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PROPERTY

EQUATE’s trusted, independent and impartial consultancy has taken South Africa’s construction sector by storm in recent years, with some of the industry’s top names benefitting from its turnkey offering Writer: Matthew Staff Project Manager: Tom Cullum

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PIONEERS


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ombined services, measurable differences and client satisfaction are the three pillars on which EQUATE has built its hugely successful brand over the years and the independent African property and construction consultancy Company is hoping to leverage these core foundations to achieve even more concerted success in the future. Renowned for saving clients both time and money via its managed solutions across infrastructure, property and construction domains,

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the business’s dedicated teams and various offices take responsibility for the successful delivery of their projects, from start to finish. “We have a full understanding of various types of infrastructure, buildings and associated facilities; an appreciation of value drivers specific to each sector including stakeholder needs; experience of collaborative working with innovative designers and challenging projects; a comprehensive database of relevant cost information for cost planning and cost management; and a cost

benefit analysis service designed to drive optimum sustainability issues and their contribution to longterm strategies,” details Company Director, Neels van Niekerk. “A key part of our philosophy is to ensure that we, and other team members, are fully aware of our clients’ project and business objectives, and how these combine to define value for money for them. We are value driven, rather than simply cost driven.”

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E Q U A T E

PENDING PROJECTS: > Botswana Innovation Hub, Gaborone, Botswana (BWP300 million) > Radisson Blu, Harare, Zimbabwe (US$125 million) > Centurion Corporate Head Offices, South Africa (R300 million) > M.A.P SEZ Bulk Infrastructure, Harrismith, South Africa (R1.3 billion) > Santa Monica Sustainable Village, Abidjan, Ivory Coast (US$200 million) > Tshwane Rapid Transit Transport infrastructure (R500 million) > Gaborone mixed-use development (BWP300 million) > Roll-out of agricultural training centres, workshops and showrooms across Africa (US$100 million)

Providing independent, trusted and impartial advice, EQUATE proactively manages costs from inception to completion to ensure best value at all times, subsequently developing an in-depth understanding of each client’s requirements and business goals to “become their champion” and “empower their business decisions with our depth of construction knowledge”, van Niekerk adds. Covering aspects of project feasibility, cost planning, cash flow forecasting, value engineering, procurement, tenders, contracts, account settlements, insurance valuations and project appraisals – to name a few – the resultant turnkey portfolio has made it a natural go-to proposition for clients not only in its native South Africa, but also in neighbouring Botswana and beyond. Van Niekerk continues: “With our ‘boutique’-focused service offering, we believe that we have differentiated ourselves from our competitors, with a guarantee of active multiple director involvement. “Our primary focus now is the development of the African continent, having already done a lot of work in other African countries including Ghana, Togo, Ivory Coast, Nigeria, Cameroon, Zimbabwe, Uganda and Senegal; and even as far as South America (Paraguay) and Asia (Nepal) in the past. “We are currently exploring opening offices in Mozambique, Cape Town and some other West African countries, and envisage that this will become a reality in the next two to three years.”

Complete solution to clients

By boasting the complete array of services in house and considering each opportunity on its own merits, EQUATE retains an unparalleled flexibility in its approach; consequently tailoring each project around the bespoke needs of the relative client, project scope and geographical challenges.

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KALYAN GROUP

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n line with Kalyan Group’s development strategy, the Group continues to invest in long-term projects in West Africa across its chosen sectors, all while executing its promise of socio-economic development in the process. Kalyan Group has successfully proven itself to be able to source the right assets and partner with the most suitable partners, enabling it to deliver time and time again, world-class projects with refined precision. Earlier in the year, Kalyan delivered the timely renovation of historic landmark hotel, Hotel 2 Février, in Lomé, Togo. The iconic hotel, operating under the Radisson Blu brand, showcases a suite of five-star facilities and services, allowing guests to readily access amenities which in today’s world, are quickly becoming essential to any business traveller or holiday maker (e.g. reliable internet, meeting rooms, fine dining). Following suit in delivering projects ahead of standard industry timeframes, Kalyan has equally made remarkable ground in establishing a significant palm oil plantation in Togo. It now goes onto developing it’s fully-integrated state-ofthe-art palm oil plantation across some 6,000 hectares, complemented by a processing unit. Palm oil production is expected to start in 2019. Kalyan’s business model adds value not only to the benefit partners and investors, but through to improving the social development of the country which it operates and furnishing local individuals with the skills required to promote their careers and improve their standard of living. Strongly believing that investing in Africa is the way of the future, Kalyan eagerly embarks on new challenges and opportunities in the region. T +971 4 431 3501 E info@kalyan-group.com

www.kalyanresources.com


Lomé,Togo

Radisson Blu Hotel 2 Février, Lomé, Togo • • • • • •

Central location 320 Rooms All day dining Wifi & Satellite TV Air conditioning Spa centre & facilities

The Kalyan Group and its aligned investors, continue to deliver world class projects in West Africa. Kalyan’s business model is structured to focus on sustainable growth on investment and in people. It’s strategically chosen sectors has placed the group in a champion position for continued success.

OUR SECTORS

AGRICULTURE

EPC

HOSPITALITY

SHIPPING

MINING

>> To find out more visit www.kalyanresources.com

United Arab Emirates

India

Mauritius

Singapore

Kalyan Group 1407 Platinum Tower, Jumeirah Lake Towers (Cluster I), Dubai, UAE Tel #: +971 4 431 3501 Email : info@kalyan-group.com

Australia

Togo


E Q U A T E

EQUATE operates across eight core sectors

This might seem like a remit borne from years of evolution but is actually testament to the principles on which the business was originally built, when founded by three professional quantity surveyors looking to provide a better standard of construction consultancy from both its headquarters in Gauteng, and South Africa at large. “Through changing times and ever-changing requests from clients for tailor-made services to suit their specific needs, we had to adapt from traditional quantity surveying and cost management services to a far more integrated financial advisory role throughout the entire process,” van Niekerk recalls. “We have added services to our offering to be able to provide a complete solution to clients and give them the security they require to trust that their project finances are well looked after. “These services include development monitoring, distressed projects, dispute Management, forensic audit reviews, risk management, and sustainability with all of our directors certified as green building consultants and registered with the GBCSA (Green Building Council of South Africa).” Such innovation and willingness to modify its offering in line with market and customer demands is even more admirable when analysing the wider industry, which is often chastised for lagging behind more modern

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technological advances in particular. EQUATE has bucked the trend by working closely with the tech elite and progressive partners to change this sector image, while also enabling the business to gather first-hand information on key industry trends and forecasts to the benefit of its clients.

Best service the market has to offer

New software packages to help integrate old and new systems is testament to this ethos of staying ahead of the industry curve, and EQUATE is also looking into the model of crowdfunding for projects as one of many avenues to advance the market across the continent. The likes of Carlson Rezidor and its Radisson Blu hotel brand, Hilton,

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AAGCO, NERSA, and MTN have all capitalised on this dedication to continuous improvement in partnering with EQUATE; emphasising the kinds of high profile contracts attained as a consequence of its reputation in the industry. And with no geographical limit in terms of where its model would work moving forward, the business can focus on consolidating its marketleading position on a wider scale, safe in the knowledge that its often global clientele would be happy to embrace the Company in each new location. Above all of this though, van Niekerk would attribute EQUATE’s main assets to a facet far closer to home. He explains: “As a consultancy, our employees are our most valued assets. We believe in the development of skills and the upliftment of communities in Africa. Through our in-country African associates we promote transfer of skills and exposure to world-class delivery of projects with our international corporate clients and pioneering local developers.” A three-armed process of identifying, building and training, and engaging employees ensures the successful progression of each individual with internal promotion and long-term sustainability in mind; once again aiding both internal structures


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Four Points, Gaborone, Botswana

and the wider industry. “By engaging at these levels we cultivate our young leaders throughout their lives, through education and beyond, with leadership mentoring and by connecting them to high-impact networks of people, businesses and capital,” van Niekerk affirms. “In all of our business processes and procedures we consider our impact on our staff, our clients and the communities in which we live and work and we aim to set standards for others to follow.” Addressing this philosophy through concerted corporate social responsibility and B-BBEE adherence, EQUATE is resultantly recognised as an employer of choice, supplier of choice, and upstanding member of the South African community; forming an ideal platform to build its equally successful business actions to flourish and adapt to new market fluctuations in the future.

EQUATE’s service wheel has seven key focus areas

“We’ve seen a fair bit of interest in the hotel and leisure industry across Africa while the interest in low to middle income residential developments has also increased in recent times due to the ever-

increasing demand for housing and urbanisation across Africa. We have also experienced a fair bit of interest in the data centre industry across the globe, with many African countries upgrading and expanding on their outdated and under-designed data centres and network infrastructures,” van Niekerk predicts for the coming months and years. “Our overall aim is to maintain the personal relationships we have with clients and other consultants in the industry, always striving to promptly deliver accurate advice and flawless service delivery. “We would like to build on the exponential growth we had since the start of the business, over the next five years, and would like to stay at the edge of technological advances, be conscious of our competition, build on our knowledge in the African market, and deliver the best service the market has to offer to new and existing clients across the African continent.”

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Haw & Inglis Group of Companies has grown in line with market demand and internal progression over the past three decades to now comprise one of the most complete construction offerings in South Africa Writer: Matthew Staff | Project Manager: Tom Cullum

aw & Inglis’ (H&I) expansion and diversification of construction services over the past 32 years has led it to market-leading status, but with innovation and entrepreneurship deeply ingrained into its fabric, the Company is certainly not willing to rest on its laurels. The South African, Western Cape-based contractor has made a name for itself for its expertise in projects of significant size and complexity over the years; spanning areas of road construction, road rehabilitation, infrastructure, and building construction. And while the business’s core focus in South Africa and the neighbouring region revolves around national and provincial arterial roads and urban highways, H&I’s flexibility across building construction projects facilitates urban infrastructure and select institutional, industrial, commercial, residential and other building projects.

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GREENFIELDS PLUMBING DESIGN

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reenfields Plumbing Design was established in 2013 by Managing Director, Richard Craig using his extensive experience from a long history in the plumbing industry to provide consistent commitment to quality and on-time delivery of all of the Company’s past, present and future projects. The Company’s extensive experience as plumbing contractors in the Western Cape and proficiency in the use of HDPE, PEX, PPR, rainwater and Mepla systems has seen the business work on a range of projects including schools, shopping malls, residential and commercial developments and hospitals. Greenfields Plumbing Design has been recognised by The Construction Industry Development Board (CIDB) as a Grade 4 designated contractor.

www.greenfieldsplumbing.co.za

Bantry Hills

“Business in new regions is opportunity driven, and is helped by the Company being run along flat-management lines with full-time operationally deployed Directors,” explains Group Commercial Director, Francis Chemaly. “Complementing this team is an experienced blend of contracts managers, site agents, general foremen, leading hands, tradesmen, and general workers. We also have a dynamic team of quantity surveyors enhancing our cost engineering facility to clients and the professional teams. “Haw & Inglis focuses on being competitive and innovative to continue offering its clients superior personal service while providing employees a culture that recognises and rewards independent initiative.” Instilling and consistently retaining this philosophy within the organisation, the flat management

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structure allows for enhanced communication throughout the hierarchy; with ongoing skills training and upliftment of employees a critical outcome. “We are ISO 9001 and 14001 accredited, and our managers are registered and qualified with the appropriate professional bodies,” Chemaly continues in detailing the emphasis that is placed on managerial expertise and the business’s role as a teaching entity. “The management team operates from Cape Town providing a co-ordinated and expert backup support to site management.”

Growing reputation

While internal promotion and operational excellence among the workforce has been a staple within H&I since inception, the Company’s journey from a project and service offering perspective has been much more progressive via both organic and acquisitional avenues.


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PROFESSIONAL PLUMBING CONTRACTORS

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IN THE WESTERN CAPE

As a key player in the construction industry, Greenfields Plumbing Design collaborates with architects, building contractors, engineers, interior designers and project managers. A commitment to quality and a passion for people are key business drivers, which underpin a credible and professional reputation as a plumbing contractor in the construction industry.

To find out more information visit www.greenfieldsplumbing.co.za

Indlovu Plant Hire

We have a wide range of plant equipment ready & available for hire.

Durban, KwaZulu-Natal, 4001, South Africa William Van Der Merwe Cell: +27 82 4661038 Email: iph@ceasy.co.za

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The purchase of Peak Projects in 2007 and Ursa Civils in 2012 increased concrete construction capacity, while Blue Rock Quarries was established within the Group of Companies in 2013 as a commercial quarrying operation in the Eastern Cape. Prior to that, “H&I Building Construction was established as a subsidiary in 2005 with its primary focus on building construction within select industrial, commercial, residential and institutional building construction projects”, Chemaly adds. “Projects undertaken by Haw and Inglis Building Construction are in the public and private sectors as well as PPPs ranging from light industrial complexes to state-of-the-art office and residential buildings. “During 2013, H&I also entered the renewable energy market, having negotiated four design and construct contracts.” These projects entailed the construction of tower bases, crane platforms, roads and all associated works, with H&I geared up not only to manage the design aspect of infrastructure contracts, but also to extend its expertise to managing and negotiating lump sum, fixed price contracts. More recently, Haw & Inglis has also successfully penetrated the very challenging marine construction environment; once again leveraging the turnkey nature of its internal structure and expertise to carry out the rehabilitation of quays, the construction of small craft harbours and the construction of large jetties. “Projects have been completed for major clients such as Transnet and the Department of Public Works in this area, and overall, our offering has expanded over the years as our reputation in the industry has grown,” Chemaly says. “We have moved from road construction solely, into building construction, marine, renewable energy, specialist structural concrete and crushing services.”

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Chapman’s Peak was a milestone project which showcased H&I’s prowess and technical expertise in building highly complex structures in a very challenging location

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Pioneering innovations becoming of the leading global energy-focused offshore grouting contractor

...the Soccer World Cup 2010 legacy projects... really showcased H&I’s ability to perform under extreme deadline pressure

Carrying out some of the most high profile projects in South Africa

“We also offer a turnkey, design and Its first five-star green rated project at construct offering and we are currently Bloemhof; its first mining infrastructure negotiating projects on this basis with project at Elandsfontein Phosphate a finance option included.” Mine; its first renewable project at West Coast Wind Farm; Africa’s first green star Milestone projects rated taxi rank; and community projects Widespread capabilities and a positive spanning six schools, a special needs reputation are naturally rewarded, school and two CRU projects epitomise and have been done so via some of the diversity that H&I can boast within the most high profile projects in South its portfolio, and this barely scratches Africa over the years. the surface.

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“Two projects which stand out are the Soccer World Cup 2010 legacy projects which had to be completed prior to the World Cup commencing, and really showcased H&I’s ability to perform under extreme deadline pressure,” Danny Cinti, Business Development Executive recalls. “The other, in 2002, saw H&I awarded the design, build, operate and maintain project of Chapmans Peak Drive as part


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of a concession to rebuild the road which was damaged due to rock falls and landslides following a major storm. “This was another milestone project which showcased our prowess and technical expertise in building highly complex structures in a very challenging location.” Other major projects include the environmentally sensitive construction of section N2 from White Bridge to Knysna, the first super luxury residential block at Clifton Terraces and the development of three marine projects to date. With a whole host of similarly high-end projects in the offing moving forward as well, H&I is busy working on several opportunities whereby it is able to showcase the variety and diversity of skillsets across design, build and finance solutions for clients; compounded by ongoing investments into the technologies that facilitate

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Clifton Terraces; the Company’s first super luxury residential block

such innovation. Cinti notes: “H&I has invested in a new industry-leading accounting software package for the Group, and we use state-of-the-art estimating and planning software which all of our staff are proficient in using. “We have also recently added 1,500 square metres of office space to the Civil Engineering head office and 200 square metres to the building construction division to accommodate our expanding operations; both divisions located at our Hillcrest Farm headquarters in Durbanville.”

Investing in people

PE Jetties act as an example of the Company’s recent foray into the marine domain

Continuously updating its plant and equipment for projects as required – especially prevalent in regards to marine projects which require specialist processes and machinery – the internal prowess of H&I has always been of paramount importance in terms of achieving the levels of external success it has done.

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In the years to come, the Company aims to grow its Building Construction arm to comprise 25 percent of the Group’s operations

And nowhere is this more important than within its human resource strategy. “The Secret to H&I’s growth is employing from within and creating opportunities from within and identifying talent from as early as Grade 10,” Chemaly explains. “Mentoring of individuals is key to the progression of our personnel throughout their careers and is a big

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part of our culture. “The Company also has a strong philosophy of empowering its staff and hence the Haw & Inglis BroadBased Employee Trust (HIBBET) was established in 2006. This set a benchmark within the industry for proper Broad-Based Black Economic Empowerment, effectively giving a portion of the Company to HIBBET at par value. Today, every permanent

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employee in H&I with more than two years’ service has a stake in the business, with HIBBET being the largest shareholding at 20.8 percent.” All-told the Company has spent in excess of R7.5 million towards corporate social responsibility (CSR) incentives over the past five years ; comprising investments into education, community upliftment, youth projects, sport and culture, and health.


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“CSR is core to our success with a dedicated Board Committee focusing on those areas, and a major portion of our budget is spent there,” Chemaly states. “Haw & Inglis continues to embrace best practices in sustainable job creation, human resource development, poverty relief and upliftment of disadvantaged communities, and as of 2016, we have attained Level 1 BBBEE contributor status.”

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From a project standpoint, the Company aims in the years to come to grow its Building Construction arm to comprise 25 percent of the Group’s operations, with the marine, renewable and structural operations making up a further quarter to affirm its now-established diversity across the sector spectrum. To achieve this though, the same core ethos of internal refinement will

remain the Company’s driving force. Chemaly concludes: “H&I has a firm belief in investing back into our people and our country which we are very proud of. All of our full-time employed staff, irrespective of their role in Company, are shareholders. They are the largest single shareholders in the Company. “Without our people we wouldn’t have a successful Company.”

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AFRICAN ARCHITECTURE everaging its extensive experience of emerging markets, Bentel Associates International (BAI) is aligning internal processes across its offices in India and South Africa with international trends and technologies to ultimately support the development of sustainable real estate in a local context. Having influenced a significant number of award-winning building designs across Africa in recent

Having well-documented Bentel Associates’ success in our magazine over the past two years, the Company is eager to remain at the forefront of the building industry by aligning with international practices Writer: Emily Jarvis Project Manager: Stuart Parker

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decades, BAI’s involvement in landmark developments has been well documented in our magazine, with the Company’s Business Development Director, Tim Harlech-Jones keen to share his review of the past year and the trends driving the business to new heights. “South Africa is currently playing catch-up with the practices upheld internationally in places such as the UK and US; and we strive to be at the forefront of this transition as it happens here,” he says. “Our team


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is leading the charge in sustainable design, and we are utilising the latest technology to drive our own longterm continuous improvement by investing in a piece of state-of-theart building information modelling (BIM) software.” With each project – spanning the areas of retail, commercial, hospitality, residential and mixed-use – benefitting from BAI’s internal workflow and efficiency improvements, as well as its strengthened base of external consultants, the Company has seen a proliferation of new capital combined with a strong project pipeline. “Alongside streamlining our processes, we have been able to increase the number of projects we can undertake at any given time by steadily growing the office to handle projects wherever they may be across the continent. You never know where your next project will come from,” he adds.

South Africa

With South Africa’s retail development scene reaching a certain level of saturation and feeling the wider

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effects of the country’s lower economic growth figures, there has been a somewhat radical review of the approach taken by developers to answer the local retail requirement. “There are instances where we have seen an increase in our master planning consultancy work, which looks closely at the macro-economic and urban design considerations that make any project viable; including the

infrastructure, attractive resale value and other risks in a bid to future proof the development and reflect positively on the sustainable success of the project.” In spite of the market’s maturity, BAI is still seeing an increased number of enquiries coming from South Africa, with a wide range of projects in the pipeline. HarlechJones highlights: “We have been lucky enough to pick up some incredible projects in recent times; including a super-regional lifestyle retail development in Umhlanga, Durban, with a further mixed-use development in the pipeline; a regional retail development in the Western Cape; three smaller retail centres in Johannesburg and the surrounding area; as well as a number of other smaller centres ranging between 6,000m2 and 12,000m2 in size. “Adding to this is demand for the redevelopment of aging shopping centres which have either had a change in ownership or strive to retain their footfall against the competitive nodes that are appearing, by reinventing the centre.”

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ARUP Shared knowledge, expanded possibilities Nicholas Karasavas, Arup, and Marco Macagnano, Head of Sustainability at Bentel Associates, led a discussion on collaboration between engineers and designers in BIM at the recent Cape Construction Expo. They explored how good engineering and architecture is achieved by working together in rich digital environments. Both companies are working towards making this the industry standard. Arup builds on their long history of integrated working to shape BIM as a positive collaborative method. At its best, this allows information to flow freely between designers, owners and operators; to promote productive and open working relationships. T +27 11 218 7600

www.arup.com/global_locations/ south_africa South Africa is not alone as an economy experiencing a low growth forecast and this is having a knock-on effect on development across the continent. While retail developments and urban nodes are appearing, it often is the case that the original plans have been scaled-down to trigger further financing to add to the preREIT investment, or through a lack of infrastructures such as power and transportation. Harlech-Jones predicts: “There has been a review of what components make up a city and how they are designed. As a result, we will see an influx of convenience centres and definitely more urban nodes which will appear outside the CBD. Already, we are seeing a decentralisation in Nairobi, Accra, Lagos and the other big cities that over time we hope to see being built-up into new mixed-use urban nodes.” Master planning and urban nodes have been two hot topics during the many panel discussions which BAI

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lways moving forward, MCA Architects continues to expand in the fields of commercial, retail & industrial developments. As a dynamic medium sized practice based in Durban, South Africa, MCA Architects prides itself in working together with like-minded practices in addition to its own expanding company portfolio. This includes sizable commercial and retail projects and in particular, their exciting joint venture association with internationally renowned firm, Bentel Associates International. Bentel’s in-depth retail knowledge, design presentation & quality delivery has been an on-going inspiration to their Association as they continue to take this relationship from strength to strength. Tony Whitfield – Principal Architect @ MCA Architects.

Nelson Mandela Square, Johannesburg

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Across Arup, digital collaboration is redefining the possible in performance and design. From planning and design through to construction and even operation, our local experts use technology that gets us closer than ever to realising the 'total design' of systems and structures.

MECD Building © Arup

BRENCO REELIN - DUBE TRADE PORT ESSEX GARDENS OFFICE PARK

NEOTEL - UMHLANGA

SOUTH COAST MALL - SHELLY BEACH

Proud to be associated with internationally renowned firm, Bentel Associates International.

ELECTRO MECHANICA - CAPE TOWN

Contact: Tony Whitfield – Professional Architect and Principal Email: mca@mcaarchitects.co.za Tel: +27 31 2666010 +27 82 891 5391 COTSWOLD FENNS RESIDENTIAL DEVELOPMENT

KINGSMEAD CRICKET STADIUM - DURBAN

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BAI is currently putting together the final plans for a mixed-use development in Accra, Ghana

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regularly participate in with other business leaders to discuss just where the industry is headed. “We are finding that developers are downgrading their initial expectations, with the ability to extend at a later date. So, for example, by having just one anchor tenant and a number of line shops in a smaller development, suddenly the planning time is reduced significantly and the initial development can be completed much quicker. Of course, building a convenience centre can then make it more challenging to secure that all-important anchor tenant, and the devaluation of many African currencies against the US dollar has also impacted this,” adds Harlech-Jones. “A positive, though, is that we are seeing a number of smaller urban nodes develop where residential and commercial are complementing each other thanks to their close proximity, which is naturally bringing life to new, smaller – but growing – decentralised convenience centres. This opens up opportunities in master planning to continue adding further elements such as hotels, leisure centres, restaurants and so on to build up the area that

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Waterfall Corner, Midrand, Johannesburg

eventually becomes a fully-fledged node.” As the Bentel brand grows, the Company hopes to transpose its vast architectural skills in the retail, commercial and mixed-use environments into the hospitality and residential sectors. “We have a lot of skills that can easily be adapted for other markets such as this, where we really think we can add additional value,” he further details.

The Workshop retail refurbishment, Durban

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Project execution

Recent advances in cloud-based processing and collaboration is an ongoing trend within the building industry and is something which is now an important part of BAI’s architectural design development on projects. The Company’s Head of Sustainability, Marco Macagnano explains: “The introduction of faster internet connectivity across the continent has created incredible opportunities to link multiple offices in real-time to the execution of projects. This greatly enhances our ability to coordinate our work with external disciplines, and involve the client within design development. When we combine this with building information modelling (BIM) and the ability to create highly detailed 3D models complete with services and structure, we are able to build a complete virtual version of a building.” Comprised of a single and holistic database of finishes, components and spatial analysis, while maintaining active and synchronous collaboration with the rest of the design team, BIM can also simulate building performance and energy efficiency to ensure that BAI is making the best possible design decisions as well as helping clients get maximum returns.


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“However, BIM relies on a combination of software and total team buy-in from the onset, so it is important for us that we communicate the benefits to our clients to facilitate streamlined teamwork between all disciplines,” Macagnano says. “We understand that our responsibility as architects doesn’t end the day the doors are opened as the building has a life to live, and future generations to serve. We therefore embark upon design taking into consideration the lifecycle of the project, and seek to utilise our experience in design, as well as the opportunities offered through BIM to provide our clients with a knowledge ‘asset’ that can be actively monitored and evaluated by integrating it with intelligent building technologies.” Harlech-Jones summarises: “Ultimately, the more accurate you can be, the better the project will be, and the more sustainable the business will be.”

African context

Maputo mixed-use concept design

Marco Macagnano, Head of Sustainability

Illovo Edge office, Johannesburg

Engineering the right teams to add value to the turnkey consultancy process, BAI’s main priority is to remain competitive in the long-term in order to continue to be seen as a topbranded architectural consultancy with capabilities extending across Africa. Harlech-Jones concludes: “In the next 12 months, it is key that we develop ourselves locally and entrench our values and the Bentel brand further on the continent. We know you are only as good as your last project and our award-winning portfolio is testament to working closely with the industryat-large while exploring the relevant international trends and how they could correlate to Africa. “Understanding these dynamics will result in the creation of a sense of place on a local level, and we want to play a key part in this change and are putting all the pieces of the puzzle in place to make this happen.”

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GROWTH ALTA Computec’s turnkey offering has benefitted the local Government and global enterprises alike, with client satisfaction across the board at the heart of a relentless continuous improvement strategy Writer: Matthew Staff | Project Manager: Donovan Smith

stablished in 1994 with the remit of providing brand named IT equipment to Ethiopia, the ALTA Computec success story is epitomised by the financial rise from US$15,000 upon inception to the US25.5 million in capital it enjoys to this day, but this is only the first chapter depicting a multifaceted rise to prominence. At the time, ALTA was the first Company to move into the space in the country, receiving a helping hand in becoming one of the few resellers for Dell on the continent at the time. Now, the turnkey IT solutions provider has the technical and financial capacity to work on large infrastructure projects ranging from project conception, to sourcing, implementation and after sales services. “From banking to education, Government to global companies,

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our experience spans across diverse industries,” adds the Company’s General Manager, Cherinet Giorgis. “Our Company has successfully deployed different types of IT infrastructure building and systems integration for almost every sector in the country. “We have worked with the Government, financial institutions, educational institutions, oil companies, manufacturing and global organisations – we have actually worked with every single diplomatic mission in the country – to name just a few.” The privately-owned group of shareholders comprises expertise in IT infrastructure, branch automation for banks, office automation, software licensing and corporate communication; enabling the business to retain a flexibility and bespoke offering largely unmatched by industry competitors.

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“When scouting new projects, we usually look at the client’s current infrastructure and we work with them to identify where they want to be in the future,” Giorgis explains. “Most of the time clients might be too focused on their most pressing issues to see what their future needs, but this is where our input comes in. We work with clients in not only solving their immediate needs, but also setting them up for their future growth.” ALTA Computec has formed a reputation from the outset for going the extra distance for its customers, beginning two decades ago by giving free computer training to get people acclimatised with their new purchases. “Now we have one of the best warranty service centres with the

highest level of customer satisfaction,” continues Giorgis. “We work with the best brands in the world, we never stop improving our technical standing with every single brand, and are the most trusted Company in the country when it comes to reliable support and in fulfilling what we promise to do.”

Long-term value proposition

Growing in line with – and often ahead of – similarly rapid growth in the wider market in Ethiopia over the past 22 years, ALTA has evolved from a two-person operation working out of a small office to an organisation now consisting of more than 120 employees spread across three locations and the Company’s headquarters. To achieve such progression, a

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ecently, Dell Technologies announced the acquisition of EMC Corporation. The merger creates a family of businesses designed to provide infrastructure for organizations looking to expand their digital network and information technology (IT) assets. This combination creates a $74 billion market leader with an expansive technology portfolio that solves complex problems for customers in the industry’s fast-growing areas of hybrid cloud, software-defined data center, converged infrastructure, platform-asa-service, data analytics, mobility and cyber security. To further deepen engagement in Africa, Dell Technologies has announced ALTA Computec as one of its preferred partners in Ethiopia. ALTA Computec started as a distribution company and has grown to become Dell Preferred Partner, Dell Storage Certified Partner and a Dell Authorised Service Centre (DAS).

The ALTA Computec management team

Over the years, ALTA has been a force to reckon with in Ethiopia (and indeed in East Africa) having won many Dell accolades like Partner of the Year Europe Middle East and Africa (EMEA) in the year 2013. Interestingly, ALTA and Dell business partnership has seen revenue on Dell products grown to about $12 Million per annum, one of the highest revenue achievements by an Ethiopian company. We congratulate ALTA Computec on this milestone as the pioneer partner of Dell Technologies in Ethiopia.

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Africa Avenue (Bole Road) Tel. +251-11-5514596/+251-11-5502040 Fax +251-11-5514753 | P.O. Box 12301, Addis Ababa, Ethiopia | E-mail:alta@ethionet.et Website: www.altacomputec.com

1. Based on Dell internal analysis August 2014 comparing SATA SSDs to Express Flash - PCIe-Gen3 x4 testing random reads. 2. Based on product specifications for Intel® S3700 SATA SSD and Express Flash results from the Storage Networking Industry Association. 3. Based on Principled Technologies report “Database performance and resiliency on the Dell PowerEdge R630 running Microsoft SQL Server 2014,” September 2014, commissioned by Dell, comparing Dell 13th generation R630 with 8x2.5” HDD to a 13th generation R630 with 24x1.8” SSD both running Microsoft SQL Server 2014. 4. Based on Principled Technologies Report, “Simplifying systems management with Dell OpenManage on Dell 13G servers,” September 2014, commissioned by Dell, testing Dell’s 13th generation R730 PowerEdge servers with Enterprise-level Dell systems management as compared to manual configuration. 5. Based on September 2014 Dell testing comparing a 13G R730xd 16x3.5” to a 12G R720xd 12x3.5” server both running Windows Server 2012. Dell, the Dell logo, PowerEdge are trademarks of Dell Inc. Microsoft, Windows, Windows 10 and the Windows 10 logo are trademarks or registered trademarks of Microsoft Corporation in the United States and/or other countries. Intel, the Intel logo, Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation in the U.S. and/or other countries. All rights reserved. Dell disclaims proprietary interest in the trademarks or tradenames of other entities used to refer to them or their products. Copyright 2015 Dell Inc. All rights reserved. E&OE.


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strong sense of entrepreneurship has transcended into ongoing diversification of products, services and the overall approach to market development. “The key trends really have been greater awareness of leveraging IT by organisations, coupled with the focus given to IT by the Government’s policies. This awareness is frequently reflected by organisations when we see them requesting the latest in technology during their RFP process,” Giorgis notes. “Our Company has always managed to stay ahead of the competition by investing in and anticipating the next wave of technological changes. The diversification of our portfolio is reflective of that evolution.” Subsequently formulating and retaining a status as one of the best IT solutions providers, nationwide, a customer-centric focus has been the key reason for its rise to prominence, but ALTA’s work is far from done with even more concerted improvements earmarked for the coming years. “From a technology standpoint, we are planning to outpace the growth and appetite of the country in general. Competition is growing at an exponential rate so our competitive advantage is now shifting to having better expertise,” Giorgis continues. “This means to continue the investment in our staff to upgrade our skills as well as invest in the technology that we ourselves use.” Compounding this confidence is a comprehensive supply chain incorporating some of the biggest brands in their respective fields, that ALTA is proud to state as OEMs. “Our OEM partners are premium brands and we chose them because we believe in working with the best in the industry,” Giorgis says. “We believe that the OEMs that we partner with are a reflection of where we see ourselves in the market. “Even in a price sensitive market, we

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Cementing its partner relationships to achieve market growth

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have been able to successfully deploy these high end brands because we make a long-term value proposition based on getting the best ROI.”

Demand for information technology solutions

Oracle devices being used at Enat Bank

On an even more internal note, the Company’s employment strategy across areas of hiring, training and retention has benefitted from more than 20 years of refinement to affirm the business’s status as an employer of choice and a reliable entity for individual progression. With the majority of employees hired straight from university before being earmarked for internal promotion up the ranks, ALTA is able to leverage its own expertise as a learning organisation on the cusp of industry development to retain a balance of insular sustainability and external awareness of what the market requires. “Our Company has managed to achieve one of the lowest turnover rates in the industry, because employees in the tech sector are increasingly looking to work with companies that invest in their future,” Giorgis states. “It’s important because, in a growing market, the only thing guaranteed is that there will always be a flux in what the clients demand. “From an economic standpoint, Ethiopia is one of the fastest growing economies in Africa, and along with the growth, the demand for information technology solutions is also growing drastically.” Most of this demand appears in the form of turnkey requirements playing right to ALTA’s strengths where it is perfectly equipped to meet expectations emanating from the Government sector and from global companies; even in spite of recent challenges. “ALTA covers major costs involved in the process of preparation and participation on cancelled bids – which

is a major challenge in numerous instances – in order to share the bigger part of the burden,” Giorgis picks up. “Also, as Africa is now a focused market, many global companies worldwide are turning their faces towards Africa which is making the competition stiffer.” Despite this, as Giorgis concludes, ALTA Computec expects its reputation and cemented partner relationships to culminate in at least 10 percent market share growth, 15 percent revenue growth and 10 percent profit growth over the coming years. He says: “ALTA is determined to provide a considerable level of new and updated technology to the financial industry that will greatly contribute to their efficiency and customer satisfaction in order to enable them to be more competitive and profitable. “Furthermore we believe all our customers will highly benefit from our solutions in terms of enhancing their efficiency and achieving their organisational goals.”

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Regional GROWTH Camel Fuels’ concerted focus on LPG provision over the past two years is set to reap benefitsfar beyond the Company’s own figures, as the SADC region looks forward to cheaper and more accessible energy Writer: Matthew Staff | Project Manager: Eddie Clinton amel Fuels is leading the import LPG in bulk ships. Southern African charge “This is the first time an independent LPG wholesaler – i.e. one with no downstream towards LPG (liquefied interests – in South Arica has been able to do petroleum gas) optimisation by honing in on a model that has that and is a significant milestone considering proved increasingly effective on the continent the structure of the market we are in.” since the Company’s inception in 2009. Installing storage points has been a key pillar With a clear vision to improve the availability of Camel Fuels’ growth strategy across the board over the years, subsequently ensuring and affordability of liquid gas in the SADC region, the business’s mandate has laid the secure points of presence to aid effective and efficient export to as many as 10 countries; foundations for concerted organic growth but with LPG a key focus moving forward, this over the past six years, with the past two in particular setting the tone for future latest deal gives as clear an indication as ever of the Company’s goals. realisation of this ambition. “These negotiations were “While traditionally being carried out in 2015 and heavily involved in the concluded late last year liquid fuel side of things, the past two years before we began has seen us start to importing in May this year,” Costello focus more heavily on the gas side of the continues. “It is especially significant in business,” affirms Camel Fuels’ Director, allowing us to not only Matthew Costello. import for independent “This culminated at the consumers, but to also import and store with end of last year with the conclusion of a deal with export into the SADC in mind. “It’s also indicative of the regional storage company, Bidvest Tank Terminals in entrepreneurial spirit that Bongani Raziya, President & Chairman of is required and that exists Richards Bay, South Africa the Board at Camel Fuels Pty Ltd within Camel Fuels. which allows us to directly WWW.AFRICAOUTLOOKMAG.COM

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Beginning with our majority shareholder and Chairman, Bongani Raziya, we have enough experience to take the leap of faith, put our money where our mouth is, and commit to the storage space and supplier contracts needed to bring the business in.”

Grow considerably

Complementing the groundbreaking deal is the recent – and not coincidental – commissioning of the Company’s first fleet of 27 tonne bulk carrying tankers, aimed at increasing payloads over long distances. Achieving quicker delivery and more efficient logistics as a consequence, this once again addresses Camel Fuels’ primary ethos of “getting the product where it needs to be, securely, and most cost-effectively”, Costello emphasises. Optimising a structure in these key areas not only gears companies like Camel Fuels up for various industry slowdowns and fluctuations but also gives the business enough flexibility and scope to react quickly when said fluctuations veer favourably. Costello explains: “The LPG industry in South Africa is on a complete watershed at the moment. We believe that the traditional stranglehold that

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large players had on the market will change and we believe the market will grow due to access to more product, as well as financial pressure caused by things like the rising cost of electricity across the entire region. “We believe that the LPG industry in Southern Africa will grow considerably over the next five years and it’s going to grow with imports as the current refining capacity of the region is already at its maximum.” Compounding the Company’s adherence to consumer demand

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and forward-thinking in terms of industry trends is a longstanding array of strategic partnerships forged and maintained during both good and bad times; once again enabling the business to review performance on a annual basis and to “squeeze efficiencies out of each process link in the value chain”, Costello states.

Affordable and accessible

Paramount above all facets, however, is Camel Fuels’ employees, who Costello describes as the cornerstone


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of the business. “It’s all about the people,” he says. “Assets are nothing if they’re not managed properly and the processes are not constantly updated. There are huge amounts of training that we focus on each year and human capital is paramount because we’re in a world where you’re only as good as your people are, and we make sure ours are world-class.” Quality of personnel ensures market leadership, but localisation of such a strategy ensures integrity far beyond the final year’s balance sheets, and Camel Fuels’ pride as a South and Southern African entity is compounded by the codes of good practice adhered to within its HR policy; and indeed, the Company’s status as one of the few – if not the only – independent blackowned importers and wholesalers of LPG in the country. “We’re proud of this and work very hard to live up to our mandate,”

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challenges such as long distance distribution and increasing electricity costs. Costello concludes: “It’s affordable, it’s accessible and we’re focusing on making sure we put the structures in place to be able to move the greatest amount of gas at the lowest possible cost to drive down the overall cost for consumers across Southern Africa. “Through reduced costs, we will increase overall regional consumption and access figures and we’re confident of seeing a 50 percent growth, year-onyear in terms of our import volumes to meet this demand. We believe that’s attainable and can be done for the next three years. “Through economies of scale, we believe we can drive the per kilogram price of gas to the lowest its ever been and we look forward to seeing what impact that will have. We know we’ll be able to put gas into people’s homes as cheaply as it’s ever been.”

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RealEstate AttAfrica’s portfolio spanning Ghana, Zambia and – indirectly – Nigeria has thrived in spite of tough headwinds as a result of the Company’s willingness to adapt and diversify in line with regional demand Writer: Matthew Staff | Project Manager: Stuart Parker

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malls all at different stages, and have a portfolio which almost serves as a case study in terms of what to expect from the different markets and how to approach each new asset,” says the Company’s Chief Executive Officer (CEO), Kevin Teeroovengadum. “We’ve seen very similar themes over the course of five years, so we can now compare the performance of retailers across our malls; what size of shop they should take, how they should grow, and what kind of tenants would make sense within our malls to begin with. “This is important because two to three years ago, much of it was theoretical in the industry, but the proof is in the pudding and in Africa now, we are getting better statistics and understanding of our malls, and can be more scientific and methodological when looking at how to apply this knowledge to our other assets.” This kind of prudence is a necessity being seen across most instigators within the sector now, with real estate funds and banks having to be similarly methodical in the way they invest in Africa at present, especially compared to the ‘build it and they will come’ ethos

that was aligned with the continent’s ‘emerging market’ lure in the past. For AttAfrica though, comprising the flagship malls in each of Ghana’s, Nigeria’s and Zambia’s leading cities, the ability to adhere to such notions is likely to see more lucrative results than most.

The art of diversification

No more is this the case than in Ghana, AttAfrica’s most saturated country. Despite economic struggles in the country, AttAfrica has still been able to follow up the opening of its Achimota Mall in November, 2015 by achieving full leasing on it. “It took a bit of time to get it leased because of the tough time that Ghana has been going through over the past 18 months, but it is now doing well because it’s the right size – 15,150 square metres – it’s in the right location, and it has the right mix of tenants,” Teeroovengadum explains. “By the end of 2016, it will trade at almost 100 percent occupancy and we are seeing growing numbers of visitors and trading density with each passing month.”

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Indicators like tenancy diversification and mall location have become increasingly vital during these leaner times, in the search for a differentiator to negate the headwinds, and this has especially been the case in two of AttAfrica’s more established malls, West Hills and Accra Mall. The CEO continues: “For West Hills in the past 12 months, some of headwinds have been tough and in terms of where we are today on the eve of its second anniversary, what we’ve done is change the tenant mix to make it more suitable to its catchment area. “We’ve put in a lot of marketing initiatives to ensure we increase foot traffic and we are changing the tenancy mix to make it more tailored to the people and catchment area around West Hills. For example, given it is the biggest A-Grade infrastructure in the western suburbs of Accra, we are putting in more banks in the Mall potential is all refined in a way that will benefit the area of Kumasi especially and the immediate response in terms of occupancy and regional feedback Over the next 12 months we want to make sure promises to translate into a successful that we open in Kumasi and that Achimota is unveiling in around six months time. “Zambia, via our flagship Manda running at 100 percent occupancy Hill mall has been slightly different in terms of the country – and Lusaka in particular – being on the rise in recent times, but the strategy has been the same in making it quite a defensive and hence people within the vicinity mall; it’s the biggest in the city, has a wouldn’t need to drive 20 miles fantastic mix of tenants and is seeing a to Central Accra for their banking constant increase in foot traffic despite activities.” the fact that Lusaka has seen a number The same minor – yet pivotal – of new retail centres opening up tweaks have been applied to the older lately,” Teeroovengadum notes. Accra Mall via refurbishments and The art of diversification takes on more methodical expansion plans, and a different guise altogether in Nigeria have given the Company more precise in leveraging its shareholder power; food for thought when analysing the both Hyprop an Attacq helping not upcoming inception of Kumasi Mall in to contaminate AttAfrica’s largely Central Ghana. Opening in April, 2017, development-focused portfolio with AttAfrica has ensured that the location, fresh acquisitions in Nigeria by keeping Manda Hill Mall leasing decisions and expansion the new Ikeja Mall purchase off the

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Company’s books but permitting it to manage the property in the same astute way seen in Ghana and Zambia. “We’re happy with this because we originated the deal in Lagos and transacted there on behalf of our shareholders,” Teeroovengadum states. “Irrespective of what’s happening in Nigeria, it’s important to have something in Lagos, and at 22,000 square metres and in a great catchment area, it’s a fantastic mall to have in our portfolio; initially indirectly, but with a view to merging it into our assets in the future.”

Quality assets

Despite successfully negotiating the various troubled waters and becoming more sustainable in the process, immediate attentions are still being turned towards further improvements of the existing portfolio, rather than spreading the Company too thin and potentially taking risks on less fruitful properties just to expand said portfolio. “Over the next 12 months we want to make sure that we open in Kumasi and that Achimota is running at 100 percent occupancy,” Teeroovengadum affirms. “We want to make sure we implement the action plan at West Hills to ensure it is catering for the catchment area, and then with Accra Mall we will test the market and leasing opportunities with a view to expand. At Manda Hill we will continue to manage it as best we can moving forward. “Given where a number of countries are in their economic cycle, we see it as much more of a chance to look after these existing assets rather than acquire more.” This isn’t to say of course that the Company plans on distancing itself from the industry melting pot, but it will give the business 12 concerted months of analysing where the next sweet spot is, and what the next flagship mall should be. The CEO concludes: “We don’t want

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AttAfrica is focused on looking after its existing retail assets, rather than acquiring more

to grow for the sake of growing our portfolio. We want only quality assets and if you look at our portfolio today, it may be down to luck or because we came in first, but we’re happy in Ghana, Nigeria and Zambia mainly because we have the flagship malls in

each leading city. “In the context of where we are, we can now look towards further acquisitions 12-18 months from now where we can take our time and look for similar kinds of assets to complement our current portfolio.”

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EXPO

F O C U S

Recognising excellence in the African downstream petroleum value chain THE 10TH ANNUAL Oil Trading and Logistics Expo (OTL), part of the Africa Downstream Week, is the continent’s leading business forum for market insights, emerging opportunities, product showcases and recognition of excellence in the African downstream petroleum value chain. It will feature a strategic conference, dedicated industry exhibition and the annual ‘OTL Downstream Industry Dinner’. Also called the Africa Downstream Week, the event is organised in collaboration with key partners in government and the industry. Oil Trading and Logistics Africa (Downstream) Conference is a Pan-African initiative dedicated to promotion of business, policy and stakeholder relationships in downstream petroleum markets across the continent. It achieves its goals through strategic government and business liaison, research and advocacy. Traversing a strong value chain that includes refining, trading, shipping, storage, haulage, distribution, marketing, equipment manufacturing and supplies, regulation and associated professional services, the OTL Africa Downstream Expo 2016 will offer more than 3,000 delegates, speakers, exhibitors and special guest opportunities for high-level networking, business match-making and learning. The OTL Africa Downstream Exhibition is an excellent opportunity for organisations and brands to place their products and services right in front of the industry’s decision makers.

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Proceeding simultaneously with the OTL Africa Downstream Conference, the OTL Africa Downstream Exhibition showcases the industry’s most important offerings, giving companies the opportunity to identify and take advantage of relevant solutions. It is also a great platform for showcasing new innovations and technology. The exhibition is open to lubricant dealers and suppliers, jetty operators, financial institutions, equipment suppliers, tank storage operators, ship and product brokers, providers of haulage/trucking services, ship owners and charterers, product marketers, industry associations and groups, government agencies/regulators, operators of petrochemical plants and product suppliers, providers of associated industry services, international petroleum products traders/suppliers and all other interests in trade and downstream petroleum business.

E V E N T

D E TA I L S

WHEN: 23-26 October, 2016 WHERE: Oriental Hotel, Lagos WEBSITE: www.otlafrica.com


SOUTHERN

AFRICA

MINING

CHAPTER

E V E N T

2016

F O C U S

Accessing and developing Southern Africa’s mineral wealth Advert.qxp_Layout 1 2016/09/23 4:50 PM Page 1

TA K I N G P L A C E F R O M 25-26 October in Maputo, the Southern Africa Mining Chapter 2016 is the most important mining investment event in the region, where key decision makers engage in high-calibre discussions around the future of Southern Africa’s mining industry and the way forward in running profitable operations; while also creating a voice for the investment-ready projects and effective models required to operate in this complex environment. Mining experts across the value chain will discuss strategies for survival and how to continue to invest into the sector and provide a sustainable environment to enable growth. Furthermore, the event provides an environment that is conducive to networking, where business relationships can be forged and where the future of the mining economy can be secured.

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Southern Africa Mining Chapter 2016 will bring together a great line-up of speakers; discussing and debating issues that will shape the industry for the next year while providing cuttingedge content that will assist industry stakeholders to navigate during this uncertain time. Join the conversation with Montero Mining, Vale Mozambique, Premier African Minerals, AREVA Resources Namibia, Baobab Resources, BCL Botswana, Tshikululu Social Investments, Africa Finance Corporation and many more as they discuss and debate issues that will shape the industry for the next 12 months. We are expecting very lively discussions and an excellent dealmaking environment with great networking opportunities. We hope you can be part of what will be a very exciting Southern Africa Mining Chapter 2016.

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E V E N T

D E TA I L S

WHEN: 25-26 October, 2016 WHERE: Maputo, Mozambique REGISTER: vanessa.leyka@miningresources. co.za WEBSITE: www.miningreview.com/events/ southern-africa-mining-chapter


INTERNATIONAL

ISLAMIC

BANKING

E V E N T

SUMMIT

AFRICA

F O C U S

Harnessing the driving forces for the successful development of Islamic finance in Africa

THE 2016 EDITION of International Islamic Banking Summit Africa (IIBSA) will serve as a platform for global industry leaders to convene and share innovative ideas to boost economic development, and facilitate greater trade and investment flows between Africa, the Gulf, the broader OIC markets and beyond through Islamic finance. Islamic finance brings several key value propositions to Africa; most notably enabling infrastructure finance, boosting international trade and investment flows and deepening financial inclusion. Taking place on 2-3 November at the Djibouti Palace Kempinski, IIBSA and will focus on the theme: ‘Harnessing the Driving Forces for the Successful Development of Islamic Finance in Africa’. Featuring a special presidential address from H.E. Ismaïl Omar Guelleh, President of the Republic of Djibouti, Head of Government, the Summit will tackle three key catalysts that are driving the progress of Islamic finance

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in Africa; namely the aforementioned infrastructure finance, trade and investment, and financial inclusion and innovation. Spread over two days, the Summit’s stellar line-up of opening keynote addresses include: H.E. Ahmed Osman, Governor, Central Bank of Djibouti; H.E. Abdelrahman Hassan Abdelrahman Hashim, Governor, Central Bank of Sudan; H.E. Getahun Nana Jenber, Vice Governor, National Bank of Ethiopia; and H.E. Khaled M. Al‐Aboodi, Chief Executive Officer, Islamic Corporation for the Development of the Private Sector (ICD, Islamic Development Bank). The interactive keynote plenary session will focus on building the regulatory infrastructure essential to create a strong future for Islamic finance in Africa and how Islamic finance can better connect Africa to the Gulf, broader OIC markets and beyond by harnessing the continent’s opportunities.

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INTERNATIONAL ISLAMIC BANKING SUMMIT AFRICA

E V E N T

D E TA I L S

WHEN: 2-3 November, 2016 WHERE: Djibouti Palace, Kempinski, Djibouti WEBSITE: www.ethicolive.com/events/ islamicbankingdjibouti


International Islamic Banking Summit Africa DJIBOUTI 2016

2�� � ��� No�ember 2016� D�ibouti Palace �em�inski� D�ibouti HARNESSING THE DRIVING FORCES FOR THE SUCCESSFUL DEVELOPMENT OF ISLAMIC FINANCE IN AFRICA INFRASTRUCTURE FINANCE TRADE & INVESTMENT FINANCIAL INCLUSION & INNOVATION Pla�num Partners

UNDER THE PATRONAGE OF

H.E. Ismaïl Omar Guelleh �res�dent of the �e�u�l�� of ����ou� Head of Government

KEYNOTE SPEAKERS

Silver Partner

Affiliate Partner

H.E. Ahmed Osman Governor Central Bank of D�ibou�

H.E. Abdelrahman Hassan Abdelrahman Hashim Governor Central Bank of Sudan

H.E. Getahun Nana Jenber Vice Governor Na�onal Bank of Ethiopia

Training and Knowledge Partner

H.E. Khaled M. Al‐Aboodi ��ief ��ec��ve ��cer Islamic Corpora�on for the Development of the Private Sector

Leader's Dialogue Live! Keynote Interview session

Media Partner Abdelilah Bela�k Secretary General General Council for Islamic Banks and Financial Ins�tu�ons (CIBAFI)

H.E. Dr. Sidi Ould Tah Director General The Arab Bank for Economic Development in Africa (BADEA)

Jaafar S. Abdulkadir Head of Islamic Banking KCB Bank Group

Afaq Khan Global Islamic Banker

To become a part of this ma�or interna�onal conference� please contact

Sophie McLean E: sophiemclean@ethicolive.com T: +91 124 418 2794/95 M: +91 9971341836

Created in collaboration with:


AFRICA

RENEWABLE

ENERGY

FORUM

E V E N T

F O C U S

The official international renewable energy side meeting of COP22 - Morocco

E V E N T

D E TA I L S

WHEN: 2-4 November, 2016 WHERE: Four Seasons Resort, Marrakech, Morocco REGISTER: arf@energynet.co.uk WEBSITE: www.energynet.co.uk/event/africarenewable-energy-forum

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IN PARTNERSHIP WITH Global Nexus, IRESEN, ONEE and the Department of Energy in South Africa, EnergyNet is delighted to present the Africa Renewable Energy Forum (ARF), taking place from 2-4 November, 2016 at the Four Seasons Resort in Marrakech. Held under the umbrella of the UN COP22 Climate Change Conference, the Africa Renewable Energy Forum aims to utilise the outcomes of COP21 and COP22 as a springboard to continued investment and Africa’s growth. It will also strategically create a COP22 legacy for Africa as the annual leading renewable energy gathering of governments, energy, environment and finance ministries, national utilities, regulators and rural electrification agencies across the continent, along with DFIs and private sector investors. 

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ARF has been awarded the ‘Official International Renewable Energy Side Meeting of COP22 – Morocco’ for AllAfrica, to support the ongoing implementation of the Paris agreement. The meeting will provide a projectfocused renewable energy platform for business development, welcoming African ministers and government representatives, pioneering renewable energy developers, technology providers, leading investors and multilateral agencies to outline the role of renewable energy in Africa’s climate change strategy, and explore unique project development opportunities across the continent. Be part of an intimate and high level networking forum specifically focused on private sector opportunities within the renewable energy sector across Africa.


FORUM SPONSOR

LOCAL PARTNER

2-4 NOVEMBER 2016 MARRAKECH // MOROCCO

Sustainable projects // Technology development // Capacity building

Call (0) 207 384 7901

15% DISCOUNT WITH CODE ARF_AO FORUM SPONSOR:

SUPPORTING GOVERNMENTS:

OFFICIAL PARTNER & LEAD R&D SCIENTIFIC SPONSOR:

STRATEGIC PARTNERS:

ASSOCIATE SPONSORS:

ENDORSING PARTNER:

SUSTAINABILITY PARTNER:

SUPPORTING PARTNER:


INVESTING

IN

EMERGING

MARKETS

E V E N T

SUMMIT

F O C U S

Delivering an actionable strategy for African problems

INVESTING IN EMERGING MARKETS SUMMIT E V E N T

D E TA I L S

WHEN: 16-17 November, 2016 WHERE: Sandton, Johannesburg WEBSITE: www.theglobalinvestgroup.com/ emerging-markets

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AFRICA IS REARING its head as a key driver of global growth, thanks to the increasing number of emerging economies that are causing a change in the traditional way of thinking for investors. Slower growth in the continent’s more developed economies has shifted the investment focus onto emerging markets. Commodities have been a major driver of growth, with investments in emerging infrastructure, technology, manufacturing and other sectors fast competing in this global space. This calls for dialogues to discuss how to strategically position local businesses in order to benefit from this current shift and bring the lucrative nature of emerging markets into the spotlight. The Emerging Markets Summit, taking place in Sandton from 16-17 November, will provide a platform for professionals to gather and

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discuss how to make this global shift a reality; ultimately making Africa the home of global development. Governments will explain how they are making emerging markets a destination for all investors, while keynote speakers will give insight into macro trends, bringing together learnings from different regions. Exhibitors will showcase not only their products and services, but also solutions to common challenges faced in emerging economies. Taking place in South Africa, the economic hub of Africa – often considered the gateway to the continent – the Summit gives insights on the changing global economic outlook, and also provides the opportunity to meet key organisations who are already playing a central role in the emerging market shift.


AFRICAN

H E A LT H

BUSINESS

SYMPOSIUM

E V E N T

F O C U S

Achieving a positive output for the east african healthcare federation

HEALTHCARE DEMANDS IN Africa are changing and healthcare systems are at a turning point. The reforms that governments undertake over the next decade will be crucial in improving overall health on the continent. Over the past 20 years, Africa’s population

E V E N T

D E TA I L S

WHEN: 6-7 October, 2016 WHERE: Safari Park Hotel, Nairobi WEBSITE: www.africahealthbusiness.com

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has increased by 2.5 percent a year and in 2015, the number of people living on the continent was set to reach 1.17 billion. This is expected to rise to about 2.4 billion by 2050, with some of the countries doubling or even tripling their numbers; making Africa the region with the largest population growth. Rapid population growth calls for governments, development agencies and the private sector to collaborate on strategic investments as well as plan in order to power Africa’s future and to address the current challenges many African countries face in regard to weak institutional capacities, infrastructural deficits, substantial income inequalities and high poverty rates. Despite these challenges, the African region is experiencing steady economic growth due to domestic and external conditions, and predictions for the coming years remain favourable, with growth rates ranging between five to six percent; well above the world average of 2.2 percent. The role of the private sector is increasing and widely recognised by the international

community as the engine for sustainable and inclusive economic growth.

Growing middle-class

The impact that such growth has on the healthcare sector in particular is that a growing urban middle-class is willing to pay for better treatment widening the door to the private sector, which is starting to play a new vibrant role, often working in partnership with donors and governments to provide better healthcare services and increased access to medicine at an affordable price. Substantial investment will be needed to meet the growing demand – largely from low and middle-income households – which comprise 70 percent of Africa’s purchasing power. There has been a paradigm shift in the relationship between public and private sector over the past few years on the continent. This enhanced dialogue progress has created a positive trend in enhancing public private partnerships (PPPs) in the


Join these healthcare lea this inaugura Mr. Roelof Assies Philips, Healthcare Africa

Dr. Ardo Boubou Bâ Alliance Nationale du Secteur Privé de la Santé Senegal Dr. Clare Omatseye Healthcare Federation of Nigeria

Dr. Amit N. Thakker Chairman Africa Health Business

Dr. Bernard Hauuku Minister of Health, Namibia

Knowledge Partner

For more information and to register v or email us on events@afr

health sector on the continent. The countries in the regions that share culture, traditions and challenges have federated to jointly combat the high burden of diseases within its own boundaries by sharing knowledge and resources to improve overall health for its citizens. We have noticed that the continent’s private sectors will all soon harmonise its regional federations towards a positive output to health thus ensuring the momentum is maintained.

Intra-regional discussion

The aim of the Africa Healthcare Business Symposium is to provide this platform for intra-regional discussion so as to further strengthen the roles played by both the private health sector, the public health sector and development partners. Fostering these relationships will play a major role in promoting the PPP dialogue within the regions and countries through the regional unification of private health sectors under a single umbrella; the Africa Healthcare Federation.

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Growing The Business of Health in Africa 6th - 7th October 2016 Safari Park Hotel Nairobi, Kenya

Join these healthcare leaders and many more at this inaugural symposium Mr. Roelof Assies Philips, Healthcare Africa

Prof. Khama Rogo IFC World Bank

Mr. Kartik Jayaram McKinsey & Co Dr. Ardo Boubou Bâ Alliance Nationale du Secteur Privé de la Santé Senegal Dr. Clare Omatseye Healthcare Federation of Nigeria Dr. Jane Ruth Aceng Ministry of Health, Uganda

Dr. Amit N. Thakker Chairman Africa Health Business

Dr. Bernard Hauuku Minister of Health, Namibia

Mr. Onno Schellekens PharmAccess Foundation

Dr. Anuschka Coovadia KPMG South Africa

Knowledge Partner

Health Partner

For more information and to register visit www.africahealthbusiness.com or email us on events@africahealthbusiness.com


O

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Africa Outlook - Issue 43  
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