CO-CREATING CONNECTIONS IN THE WORKPLACE
SA'S TOP 12 INFRASTRUCTURE PRIORITIES FOR M84 GEOTECH FOUNDER KHOMOTSO MOLEKE ITS ALL ABOUT SAFETY AND STEWARDSHIP
HOW TO ACCEPT INTERNATIONAL PAYMENTS
4 MYTHS ABOUT VERTICAL FARMING INSIDE THE NEW DASH FOR COPPER
The Energy One Stop Shop (EOSS), which was officially launched by Trade, Industry and Competition Minister, Ebrahim Patel, in July 2023 aims to assist energy project developers by expediting and unblocking bottlenecks experienced with authorisations and permits
The EOSS is part of the priority action plan of the Energy Mitigation Strategy and is a collaborative effort intended to contribute to resolving the energy crisis and provide much needed administrative guidance and support to developers to provide energy security in the country.
• Act as a conduit between developers and authorisation competent authorities.
• Reduce administrative challenges encountered by energy project developers.
• Provide a single window application entry and facilitation process for energy projects.
• Shorten timeframes for project approvals by expediting, fast tracking and removing blockages.
Contact Details: Email: info@enegyoss.gov.za | Telephone: 012 394 9599 | Website: www.energyoss.gov.za
Streamlined application process
Conduit between developers and departments
Technical support and advisory services
Linkage with private sector and Industry Associations
Unlocking and unblocking of bottlenecks
Escalation mechanism
Advocacy
• Online registration of energy projects on EOSS Portal
• Facilitation of unblocking and unlocking of applications
• Redirecting applications to relevant competent authorities
• Coordination of consultations and engagements between developers and relevant departments
• Support to developers and departments in alleviating capacity challenges
• Provide technical advisory services to developers
• A key source of relevant energy application authorisations to developers
• Engagements between Industry Associations, developers and departments
• Link between private and public sector
• Pursue and resolve challenges that new and existing developers are encountering with their application authorisations
• Escalating challenges that are not being resolved at regional and national and levels
• Assist developers and Industry Associations tackle policy, legal and regulatory elements that retard energy project developments
Real Time 24/7 online access to:
• Multi language.
• Quote effective Certification Cost Calculator.
• Application submission with REAL TIME status updates on certification progress.
• DATA captured once - is thereafter selected by means of a drop down menu for future applications.
• Globally consolidate, manage, maintain and retain your live record of all your Certified DRC Imports & Exports with a Validated Certification history from Day 1.
Rub shoulders and conduct business with the high-flyers in African business
M84 Geotech is a geotechnical company specialising in the supply and installation of rockfall protection and mitigation systems, slope stabilisation and slope monitoring. It is accredited by The Institute for Work at Height, providing services in mining (open and underground), construction, building maintenance and the public sector.
16 BUSINESS TRAVEL
Top KwaZulu-Natal South Coast venues for the ultimate conference breakaway experiences
20 TRADE/ECONOMICS
US–Africa trade deal turns 25 next year: Agoa’s winners, losers and what should come next
24 FINANCE/BANKING
Artificial intelligence could create a turning point for financial inclusion in Africa
28 RENEWABLE ENERGY
South Africa’s plan to move away from coal— 8 steps to make it succeed
32 OIL & GAS
Multibillion-dollar opportunities in cross-border co-operation for oil and natural gas projects in southern Africa
36 MINING
A new dash for copper is underway— how will it play out?
42 WATER
AI’s excessive water consumption threatens to drown out its environmental contributions
48 INFRASTRUCTURE
Unpacking South Africa's top 12 infrastructure priorities for 2024/2025
The Hino 700 has improved active safety features like Pre-Collision System, Adaptive Cruise Control, Lane Departure Warning System and Driver Monitoring System. Customisable service and maintenance plans are available which help control your costs. With Hino’s outstanding quality, durability and reliability, this truck means business.
Contact your nearest dealer today or visit www.hino.co.za
How the transport sector can help make the 2050 net-zero goal a reality
West Africa’s fashion designers are world leaders when it comes to producing sustainable clothes
Four myths about vertical farming, debunked by an expert
Startups' recipe for sustainable growth and success lies in the five Ts
How to accept international payments—what your business needs to know
How leaders can co-create connections in the workplace
Good leadership training needs these 5 characteristics to make it worthwhile
The MSC Foundation, the MSC Group and Mercy Ships International join forces to build a new hospital ship
Currently, Ovum Corporation is involved in a range of exciting projects that highlight our dedication to excellence and innovation. Our projects have taken us around the world.
From the Dhaka Elevated Expressway in Bangladesh to the Worcester to Glen Heatlie project in the Western Cape, our team is leaving an indelible mark across the globe.
Our diverse portfolio includes various sectors. From commercial buildings, hotels, and shopping centers to industrial plants, mining operations, and telecommunication towers, Ovum Corporation has a proven track record of successfully delivering complex projects. Our comprehensive capabilities extend to cable stay structures, balanced cantilever bridges, and more.
Ovum Corporation is on a journey to become a world-class Africanbased design consulting company, offering sustainable solutions that transform infrastructure planning, design, and delivery.
By embracing the latest technologies and forward-thinking approaches, we create the perfect space and environment for our clients to realize their project ideas with confidence.
Ovum Corporation, a leading civil engineering consultancy based in South Africa, is making waves in the industry with its exceptional expertise and commitment to sustainable infrastructure solutions. Established in June 2020, Ovum Corporation has swiftly gained a reputation for delivering cutting-edge structural and hydraulic designs for a wide range of modern infrastructure projects across the globe.
Our mission is clear: to provide aesthetically enhancing, sustainable infrastructure planning, design, and delivery solutions throughout Africa and beyond. By combining international best practices with our deep understanding of local conditions, we offer our clients unmatched insight and expertise. With a strong emphasis on collaboration and teamwork, we partner with leading architects and corporate clients to develop innovative solutions that not only preserve ecosystems but also help communities thrive.
At Ovum Corporation, we understand the importance of optimizing project delivery to ensure timely completion and cost-effectiveness. To achieve this, we employ the latest Building Information Modelling (BIM) software, cutting-edge analysis techniques, and state-of-the-art project visualization programs. By leveraging these advanced tools, we bring our clients' visions to life, allowing them to explore their project ideas in the most engaging and interactive manner.
www.ovumcorporation.com
nicholasf@ovumcorporation.com
For more information about Ovum Corporation and our groundbreaking projects, please visit our website at www.ovumcorporation.com. Let us be your trusted partner in turning your infrastructure dreams into a vibrant and sustainable reality.
Welcome to edition 16 of African Business Quarterly, our second instalment for the year. It's well and truly a significant year for South Africa. 29 May 2024 will forever be etched in the memory banks of every citizen. While it's still too early to predict what the near future may hold, it's as if a reset button has been pushed.
While many disagree with the formation of the Government of Nat ional Unity (GNU), the fact remains it's our new normal. Locally and internationally, it has been seen as a positive step that will rescue a flailing economy.
As someone old enough to remember the last GNU, it's an idea th at takes some getting used to. As Morné du Plessis famously said after drawing the 1979 Currie Cup final, “A draw is like kissing your sister.” As unpalatable as the GNU may be to many politicians, it's hear tening to see they have by and large set aside their differences to work together for the common good.
How the GNU will pan out is anyone’s guess, but for the good of South Africa, let us hope the centre holds. There's much untapped potential which, if properly harnessed, can propel us into untold prosper ity.
While compiling each edition of this magazine, I talk with many influential business leaders who all hold out the same hope tha t the government fulfils its mandate to create the economic condition s to see business flourish.
So, for the sake of our country, I call upon all our political leaders to work for the betterment of all.
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TheConversation.com
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Brian Eagar
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Mercy Ships
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IT & SOCIAL MEDIA
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© 2024 African Business Quarterly magazine is published by Aveng Media (Pty) Ltd. The Publisher and Editor are not responsible for any unsolicited material. All information correct at time of going to print.
Rub shoulders and conduct business with the high-flyers in African business
9 TO 12 JUNE
Century City Conference Centre, Cape Town, South Africa conference.sapics.org
SAPICS 2024 embraces the theme of “Supply Chain Metamorphosis” and will host an event dedicated to exploring and understanding this unprecedented transformation. Join us as we delve into the profound changes, challenges, best practices and opportunities reshaping the world of supply chain management.
19 & 20 JUNE
SunBet Arena, Pretoria, South Africa teda.org.za/tes2024
The Tshwane Energy Summit will bring together industry leaders, policymakers and stakeholders over two days to discuss and drive sustainable energy solutions for the City of Tshwane and beyond. Despite policy developments on electrification, South Africa still faces significant challenges around energy poverty. The summit aims to address these challenges by focusing on solutions to electricity supply issues, showcasing alternative energy technologies, and advancing the City's Climate Action Plan.
26 & 27 JUNE
Hilton Sandton, Johannesburg, South Africa
fintechsummit.co.za
This event will stress the significance of ensuring financial inclusivity and providing affordable, sustainable financial services to every sector of society, including those currently underserved and unbanked communities. It will showcase
the newest trends, solutions and groundbreaking innovations that are shaping the fintech industry in Africa.
2 JULY
Abuja Continental Hotel, Nigeria eunigeriabusinessforum.com
The 9th edition of the Nigeria-EU Business Forum will be organised around the theme, “Investing in jobs and sustainable future”. It provides a platform to engage and identify opportunities for business, trade and sustainable investment under the European Union Global Gateway Strategy.
20 & 21 JULY
Gallagher Convention Centre, Johannesburg, South Africa www.ife.co.za
The International Franchise Expo, hosted by the Franchise Association of South Africa, offers a platform not only for choosing viable franchise opportunities but also provides informative events to assist you in making informed decisions and achieving business success. From retail and fast food to automotive and DIY, education, health, beauty and more, there is an opportunity to suit every budget.
20 & 21 JULY
Tamarind Tree Hotel, Nairobi, Kenya ecotourismkenya.org/estf
The ESTF 2024 brings together professionals from tourism, hospitality, conservation and leisure sectors, along with government representatives and organisations, to collectively explore and
advance sustainable tourism practices. This year’s theme, “Accelerating the Shift Towards Sustainable Tourism”, emphasises the critical need to expedite the transition toward sustainable practices, ensuring minimal environmental impact, fostering social inclusivity, driving economic growth, and safeguarding cultural heritage across Kenyan destinations.
30 JULY
Gallagher Convention Centre, Johannesburg, South Africa shorturl.at/N5FE0
This one-day summit will feature leading experts, innovators and stakeholders who will share their insights and experiences on topics such as digital health, telemedicine, data analytics and more. Network with peers and potential partners, explore the Innovation Showcase, and learn how to overcome the challenges and seize the opportunities of digital transformation in healthcare.
6 & 7 AUGUST
Hilton Sandton, Johannesburg, South Africa
www.qubevents.com/africapayments
In Africa, payments and regtech stand as catalysts for economic transformation. The Africa Payments & RegTech Forum is an elite gathering of global key influencers, innovators, strategists and thought leaders in the payments and the regulatory space. Participate in exciting discussions around the latest market trends, digitalisation, regulations, innovation and technology and take advantage of impactful networking opportunities.
Explore short courses, higher certi cates, and undergraduate degrees and postgraduate programmes at Cornerstone Institute. Learn to change the world with our diverse programs. APPLICATIONS NOW OPEN
Address: Cedar St, Sandown Rd, Milnerton Rural, Cape Town, 7441 www.cornerstone.ac.za
M84 Geotech is a geotechnical company specialising in the supply and installation of rockfall protection and mitigation systems, slope stabilisation and slope monitoring. It is accredited by The Institute for Work at Height, providing services in mining (open and underground), construction, building maintenance and the public sector.
Explains founding CEO Khomotso Moleke, “As our slogan says, 'Safety is a priority'. To us this is more than just a slogan, it is how we do business. We aim to keep those people who are under any possible rockfall safe by installing reliable and effective measures. We install rockfall barriers, draped or anchored mesh-and-catch fences on high walls at open-pit mines for safe and controlled rockfalls and slope stabilisation. The mesh is applicable for underground support structures as well.”
He founded the company in 2014 after completing his studies at Unisa. “I wasn’t very fond of school, but after school I was faced with the question of what to do with my life. That was when I started reading business magazines and it ignited my passion for business when I began reading about entrepreneurs. Inspired by what I read, I enrolled for a BCom degree in Management at Unisa, even though I had no commerce background.” He now has two BCom degrees in addition to qualifications in investment, real estate development and leadership.
Initially, M84 Geotech was just a mine contractor that did any job that came along; even though the vision was not clear at the time, Moleke knew he wanted to be in the mining space. “At that time, our main service was the provision of mining safety cones.
We were then introduced to high-wall maintenance at Mogalakwena Mine. One of our first projects was what we call ‘barring down’, which is when you move loose rocks on a high wall or rock debris on slope benches for the safety of those working at the foot of the slope.
“At the time, only one contractor was doing this and the mine was looking to empower local black companies. After examining the opportunity, we realised this was a chance to grow our company, as providing mining safety cones wasn’t sustainable,” he relates.
While the company has made much progress since then, it is still a relatively young player in the geotechnical industry. Moleke envisions M84 Geotech becoming a leading player in the supply and installation of rockfall protection and slope stabilisation systems. “Our vision is very clear: We want to be the leading company when it comes to geotechnical services, especially rockfall protection and stabilisation on the African continent. We want to see ourselves as that leading company with which all the mines want to work.
“Currently, we are operating in South Africa, and we are present in three of the largest open-cast operations on the
African continent. We also have medium- to long-term goals, including having a presence in the SADC region [Southern African Development Community] and other parts of the continent. We have identified sites that we believe need these services. All we have to do is just position ourselves, and present ourselves well to those mines.
“I have set the goal for the remainder of the year to visit a few sites in Namibia, Zambia, Tanzania and other SADC areas, as I have realised that most mines want to invest in black-owned companies—not only blackowned companies, but competent blackowned companies,” he stresses.
According to Moleke, what sets M84 Geotech apart is that the company prioritises safety—not only of the worksite but also the technicians. “We don’t compromise on safety, and that’s how we have been able to keep a 100% safety record. I always tell my team to be careful, and that if something is not safe to do, then let’s not do it until we are sure it can be done safely. Our technicians are more than just abseilers; they are skilled and trained rope technicians who understand and know the mining environment.
“Our focus has always been on the mining operations. Although there are other technical companies in the industry with which we compete, with most of them you’ll find are
“We want to be the leading company when it comes to geotechnical services, especially rockfall protection and stabilisation on the African continent.”
specifically more focused on civil projects like roads etc. But, for us, we intentionally made the decision to become a specialist in the open-cast space. That has allowed us to really study the field and understand the problems this area faces and to find solutions that are relevant to the field. That is what allows us to be ahead of others.”
He continues, “The team is well experienced and well trained to take on any rockfall protection. When we are tendering, you’ll find that we compete against big companies, and because of our presence and experience in the mining space, it always gives us the edge when it comes to competition.”
Looking to the future, Moleke foresees huge changes for the geotechnology industry, including the increased use of drone technology. “We are living in the 4th Industrial Revolution and technology plays a huge part in everything we do. This includes how we do business, and our field is labour-intensive because of the work we do. At the moment, it is only human beings who can access those areas; no machines can access those difficult-to-reach areas.
“So, I think technology will definitely have a huge impact on the future of the industry, and we may find ourselves having to use a less labour-intensive way of doing things. But I think it may also help in terms of safety, because people are still exposed to the risk of such installations, although we do our best to ensure everyone's safety. We are very strict in terms of how people do installations—no unnecessary risks are required—but I think technology may help us find more ways to make installations safer.”
He recounts recently watching a video in which a drone was used to clean a high-rise building. “I thought this was just a waste of water, as the drone was just spraying and spraying. But we are going in that direction, and as a company you always have to have your ear on the ground and understand the changes happening in your industry and how these are going to affect your business. You need to prepare yourself for those changes.”
Currently, M84 Geotech only uses drones for site assessments. Moleke explains that the drone simply flies in to check the
area around a problematic rock or slope, making a safety assessment so much easier. In some areas in Europe, even heavy-duty helicopters are used to do installations, he reveals.
The company is also very environmentally aware and prioritises environmental stability in its operations and projects. “I think ESG [environmental, social and governance] aspects are an integral part of doing business these days,” states Moleke. “As a company, we understand that our activities shouldn’t cause harm to the communities in which we do business. So, whenever we establish a site, we always make sure any used material is discarded in a safe manner. We do not leave these areas without doing proper site re-establishment. We take into consideration any other environmental concerns, always following the regulations the mine has put in place in terms of protecting the environment.”
However, there is more to M84 Geotech than just building a successful company in the mining space. Says Moleke, “I come from a mining town, so by extension we are a mining company that comes from a mining town. Therefore, we understand the importance of contributing or giving back to local communities because we ourselves have also benefited from the mine's empowerment projects that have provided us with opportunities.
“So, we try to upskill our employees and try to employ people from the local communities. But, because the work we do is specialised, it is sometimes difficult to find the right skills, but we always take the people for training and, once they
are qualified, we employ them within the company. That is how we try our best to be involved. Sometimes we look at other needs in the communities for which we can provide, and support non-profit organisations within those communities.”
Moleke also offers some prudent advice to aspiring professionals looking to enter the geotechnology field. “This is a field that is important for the mining industry, so I believe one can have a good career and make a good living if you establish yourself as a specialist, either as an individual or a company.
“There are many companies that specialise in geotechnical services, but if you find a niche and stand out from the competition, your chances of success will increase. As M84 Geotech is a specialist in the mining space, especially in open-cast operations, we have established ourselves and stand out from the rest.We understand open-cast needs and challenges.”
In terms of entrepreneurship, he admits it is not an easy career. “It can be very lonely at times, but it is very rewarding if you don’t give up. When things go well, it is a very rewarding career and you are able to make a very good living out of it and take care of your family. But you have to invest the time and be patient, no matter the industry you choose,” Moleke adds.
For more information, visit www.m84geotech.co.za.
“I think technology will definitely have a huge impact on the future of the industry”
Top KwaZulu-Natal South Coast venues for the ultimate conference breakaway experiences
On the KwaZulu-Natal South Coast—with 11 golf courses, Blue Flag beaches, world-class dive sites and hinterland experiences— business meetings can be a whole lot of fun. Break away from the monotony of routine in this beautiful region of South Africa.
There are so many benefits to hosting destination get-togethers. Taking employees out of the workplace and into a scenic destination like the KZN South Coast can inspire and re-energise, improving productivity.
Whether it’s conferences, meetings, golf days or team-building activities, the South Coast caters to all corporate needs.
The KZN South Coast has a number of key MICE venues, all of which have overnight accommodation and conference facilities. From here, excursions to beaches, golf courses, nature reserves and hinterland adventures can be arranged, either for teambuilding or leisure.
BLUE MARLIN HOTEL (SCOT TBURGH)
www.bluemarlinhotel.co.za
Banquet style: 80
Cinema style: 100
Schoolroom: 90
U-shape: 60
PREMIER RESORT CUTTY SARK HOTEL (SCOTTBURGH)
www.cuttysark.co.za
Banquet style: 110
Cinema style: 190
Schoolroom: 120
U-shape: 44
SELBORNE PARK GOLF ESTATE, HOTEL & SPA (PENNINGTON)
www.selbornehotel.co.za
Banquet style: 120
Cinema style: 140
Schoolroom: 90
U-shape: 30
PUMULA BEACH HOTEL (UMZUMBE)
www.pumulabeachhotel.com
Banquet style: 90
Cinema style: 120
Schoolroom: 100
U-shape: 70
www.bananabeach.co.za
Banquet style: 90
Cinema style: 150
Schoolroom: 100
U-shape: 70
UMDLALO LODGE & VENUE (UMTENTWENI)
www.umdlalolodge.co.za
Banquet style: 100
Cinema style: 100
Schoolroom: 60
U-shape: 40
UMTHUNZI HOTEL & CONFERENCE (UMTENTWENI)
www.umthunzi.co.za
Banquet style: 80
Cinema style: 125
Schoolroom: 80
U-shape: 80
LAKE ELAND GAME RESERVE (ORIBI GORGE)
www.lakeeland.co.za
Banquet style: 30
Cinema style: 30
Schoolroom: 30
U-shape: 30
www.anewhotels.com
Banquet style: 180
Cinema style: 200
Schoolroom: 180
U-shape: 100
www.stmichaelssands.co.za
Banquet style: N/A
Cinema style: 50
Schoolroom: 30
U-shape: 30
MARGATE HOTEL
www.margatehotel.co.za
Banquet style: 200
Cinema style: 300
Schoolroom: 200
U-shape: 120
LAMEER RESORT HOTEL AND SPA
www.sanlameer.co.za
Banquet style: 120
Cinema style: 140
Schoolroom: 120
U-shape: 60
www.tostrand.net
Banquet style: N/A
Cinema style: 250
Schoolroom: 80
U-shape: 80 THE ESTUARY COUNTRY HOTEL (PORT EDWARD)
www.estuaryhotel.co.za
Banquet style: N/A
Cinema style: 100
Schoolroom: 90
U-shape: 60
www.suninternational.com/ wildcoastsun
Banquet style: 900
Cinema style: 670
Schoolroom: 500
U-shape: 80
In addition to having the highest number of Blue Flag beaches in the province, the KZN South Coast has two world-renowned dive sites at Aliwal Shoal and Protea Banks, as well as unique adventure activities such as the highest swing of its kind in the world at Oribi Gorge, and the 80-metre cable suspension bridge 130m off the ground.
There are also several hinterland excursions, such as the Umzumbe River Trail and Weza Trail, the Mission Tourism Route extending into the rural communities, and the Wellness Way Route for mental and physical well-being.
SCTIE has launched the Meeting Planner Guide as a resource to assist corporates and conference organisers in accessing information for business conferences, meetings, team-building events and accommodation requirements. Access the KZN South Coast Meeting Planner Guide here: shorturl.at/ezKWX
US – AFRICA TRADE DEAL TURNS 25 NEXT YEAR: AGOA’S WINNERS, LOSERS AND WHAT SHOULD COME NEXT
The African Growth and Opportunity Act (agoa.info) is a landmark piece of trade legislation enacted by the United States in 2000. Its goal is to promote economic growth, development and poverty reduction in sub-Saharan Africa by providing qualifying countries with duty-free access to the US market for over 6 500 products. By eliminating import tariffs and quotas, Agoa aims to stimulate trade, attract foreign investment and foster economic integration between the US and African nations.
Agoa has made strides in boosting exports from eligible African countries to the US. Between 2001 and 2021, the annual value of US imports from Agoa-eligible countries nearly tripled, from US$8.15 billion to US$21.8 billion (tinyurl.com/4sec38zx). The trade preferences have particularly benefited sectors like apparel, textiles, agriculture and light manufacturing.
However, Agoa’s impact has been uneven across the region. Some countries have used the opportunities more effectively than others.
As Agoa approaches its 25th anniversary next year, policymakers are considering extending it for a further 16 years (tinyurl. com/2vpdpdm4). I recently conducted a comprehensive review (tinyurl.com/ yx3fm75a) of scholarly articles and policy reports that analyse the impact of Agoa on the economic performance of sub-Saharan Africa.
Some countries have benefited more than others. Agoa’s benefits cannot be measured in just one metric. They reflect in various terms for various countries. But available research indicates the countries that benefited most from Agoa include South Africa, Kenya, Lesotho, Mauritius, Madagascar, Ethiopia and Ghana. These nations have used Agoa preferences to substantially increase their exports to the US, particularly in sectors like apparel, textiles and light manufacturing.
Kenya, where apparel-dominated exports to the US have grown from US$55 million in 2001 to US$603 million in 2022, is a shining example of growth in exports. Mauritius
exported chocolate and basket-weaving materials. Mali exported buckwheat, travel goods and musical instruments until its 2022 suspension. Mozambique exported sugar, nuts and tobacco. Togo exported wheat, legumes and fruit juices.
Lesotho’s success story is equally inspiring. It has had rapid export growth and job creation in its apparel sector, and this has contributed to new manufacturing jobs.
These success stories underscore the potential of Agoa to drive economic growth and job creation.
Central and west African countries have not extensively used Agoa’s benefits. They have been held back by weakness in infrastructure, governance and global market integration.
Burundi, the Central African Republic, Equatorial Guinea, Eritrea, The Gambia,
Guinea-Bissau and Mali have seen little export growth and foreign direct investment, or no benefits.
The variation in Agoa’s impact across subSaharan Africa is down to several factors.
First, countries with better infrastructure, stable governance and conducive business environments are better positioned to attract foreign investment and increase exports.
Second, the level of economic diversification and export capabilities matters. Countries with more diversified export baskets and established manufacturing sectors have managed to make the most of Agoa’s opportunities.
Third, national policies and strategies to complement Agoa are essential. Countries that put in place policies to improve productivity, integrate value chains and ease supply-side constraints appear to have had success under Agoa.
Cultural (historical) connections with the US market might have also provided an advantage for some countries, like Kenya and Lesotho.
The US Senate is considering extending Agoa for another 16 years. It is vital to consider the lessons learnt from the past 25 years.
• Diversify the economy and add value –Many countries still rely heavily on primary commodity exports. This leaves them vulnerable to global price movements and limits their economic development prospects.
• Invest in infrastructure –Transport, energy and communication are critical to enhance competitiveness and attract more foreign direct investment. Public-private partnerships and multilateral development financing could help fill infrastructure gaps.
• Promote good governance, political stability and institutional reforms –These create an enabling environment for businesses and investors. It means strengthening legal frameworks, combating corruption and ensuring the rule of law.
• Build capacity and develop skills –It should be a priority to enhance human capital and create a skilled workforce that can support the other steps outlined above.
• Recognise the diverse economic, political and social contexts in sub-Saharan Africa –Tailored strategies and targeted assistance could work better for individual countries.
As Agoa approaches its 25th anniversary, the potential extension through 2041 presents a strategic opportunity. Sub-Saharan African countries should refine and broaden Agoa’s impact to better serve the diverse needs of the region.
By tackling the uneven impacts and focusing on sustainable development goals, Agoa can continue to play a part in the region’s economic transformation. The US and beneficiary countries must work together closely to ensure the benefits are widespread and inclusive.
Bedassa Tadesse
Professor: Economics
University of Minnesota Duluth
ARTIFICIAL INTELLIGENCE COULD CREATE A TURNING POINT FOR FINANCIAL INCLUSION IN AFRICA
It is difficult to imagine a time before the widespread adoption of mobile technology in Africa—particularly where financial services are concerned. For millions of unbanked people, transactions were limited to cash, postal services or even the barter system. Now, in much the same way as mobile payments completely disrupted the status quo, artificial intelligence has the potential to propel the fintech industry into a new era of financial inclusion.
And perhaps most exciting of all is that Africa is not simply catching up with AI–powered developments, but surging ahead with innovative solutions that have considerable implications for the underbanked.
Already, homegrown fintech companies have completely changed the way people in Africa transact, helping reduce reliance on cash transactions.
Innovative payment solutions have revolutionised access to essential services, such that millions of people can now afford everyday necessities like airtime. In fact, research from McKinsey (shorturl.at/euZ38) has shown that these items are now available to lower income households at up to 80% less of the cost associated with traditional banking players.
And when one considers that half of Africa’s population is still unbanked or underbanked (shorturl.at/kmvO4), we can begin to appreciate just how dramatic an impact the fintech sector has had on the very nature of financial services in Africa.
The net result in Kenya, for example, is that the adoption of digital payment solutions helped increase financial inclusion by as much as 25% in just 15 years (shorturl.at/AMNT2).
More recently, cloud technology has created a whole new realm of possibilities for fintech companies looking to accelerate financial inclusion, helping them scale their operations, create operational efficiencies and spin up new innovations overnight.
African payment giant Flutterwave.com is a case in point, having recently shifted its legacy infrastructure to Microsoft Azure with a view to expanding its operations and processing highvolume payments at scale (shorturl.at/arzMZ).
As one of the continent’s safest and most reliable payment companies, Flutterwave has been at the forefront of Africa’s payment revolution. Its multiple payment modes— including local and international cards, mobile wallets and bank transfers—continue to change the game for many African people and businesses on a daily basis.
Now, building on the progress enabled by the cloud, the world is undergoing a new wave of technological transformation, driven by AI. Suddenly, businesses do not need vast datasets or powerful computers to benefit from the technology, with most of the necessary compute power now available through cloud providers. And as the barriers to AI adoption have fallen away, so new tools are giving rise to substantive productivity gains and revolutionising industries such as fintech.
While AI is providing champions of financial inclusion like Flutterwave with the tools they need to expand their reach, it is also helping fast-track access to financial services in a vast number of different ways (shorturl.at/ ahyJ6).
Traditionally, cost has been a significant barrier for local small and medium enterprises when it comes to the adoption of digital financial services. In fact, it is estimated that around 90% of transactions in Africa are still cash-based (tinyurl. com/57mywwj6), and this is often because cash transactions do not carry any fees. However, the ability for AI to lower the cost
of the entire ecosystem of financial services— from fraud detection to risk management optimisation and compliance improvements— can lead to substantial operational efficiencies and cost savings, which can ultimately be passed on to the end-user.
Banks, for example, can make their services more affordable to their customers by rolling out AI–powered chatbots to handle routine queries, at the same time sparing them from having to travel to a bank branch.
Already, fintech companies are helping their customers improve their financial literacy by using these same chatbots as affordable advisers. Drawing on the power of AI, these bots can produce personalised recommendations such as budgeting strategies so that the user can make a more informed financial decision. Mosabi (mosabi. co), a company in Sierra Leone, has even gamified the process to help customers elevate their financial behaviours.
What is more, AI tools can analyse data from client discussions, producing legal documents in simple language and at a fraction of the cost of what it would typically take to draft a contract, extending access to these services in terms of both understanding and affordability.
Perhaps most important of all, many fintech companies have access to vast amounts of data, meaning that when AI is introduced to the equation, they have formidable ability to offer real-time digital lending on a major scale.
M-KOPA.com, for example, leverages Microsoft’s AI services to manage lending risk and provide financial forecasting (tinyurl.com/ mvyhhb25). The company provides digital lending on a major scale.
M-KOPA.com, for example, leverages Microsoft’s AI services to manage lending risk and provide financial forecasting (tinyurl.com/ mvyhhb25). The company provides digital financial services to underbanked consumers by combining digital micropayments and Internet of Things technology, drawing on cloud technology to process over 500 payments per minute, and making it possible for 3 million people across Africa to access essential services such as solar power systems, digital loans, health insurance and smartphones.
The use of AI has helped M-KOPA achieve significant increases in customer repayment performance, particularly for the follow-on products and services that M-KOPA offers to customers once they have successfully repaid their initial loan. In fact, more than 440 000 additional credit lines have been made to customers following payment of their first product.
With the digital payments market maturing quickly in Africa and AI rapidly gaining traction among fintechs on the continent, the implications for accelerated financial inclusion are significant.
THE QUESTION IS: HOW DO WE ENSURE FINTECHS ARE ABLE TO FULLY REALISE THE AI OPPORTUNITY?
When AI is introduced to the equation, fintechs have formidable ability to offer real-time digital lending on a major scale.
Much of the answer lies with capacity building, from infrastructure to connectivity, skills and essential digital tools. With improved Internet access, fintechs have the potential to access more data—and with larger volumes of data available, they can provide more innovative services.
It is for that exact reason that Microsoft continues to make significant investments to bolster the continent’s digital capacity: from new connectivity solutions through its Airband Initiative to essential cloud infrastructure through its enterprise-grade data centres in the region. Through key partnerships, such as its collaboration with Safaricom, Microsoft is upskilling hundreds of thousands of developers to build new entirely new digital ecosystems.
Regulation is another hurdle that must be overcome to accelerate AI–powered payments in Africa. Though more African countries are expected to introduce regulations to guide AI development and deployment, relatively few have strategies and policies in place at a national level. In fact, many financial services industry organisations in Africa view the risk of new safety and regulatory requirements as one of the biggest stumbling blocks to wider implementation of the technology, hindering greater progress in financial inclusion.
Finding new ways of collaborating across industry and government is critical to the advancement of AI in financial services. To this end, Microsoft continues to engage with the African Union and national governments in priority markets to help strengthen their collective role as responsible stewards of AI.
For some time now, Africa has been at the forefront of the payment technology revolution, empowering millions of people with access to financial services. Imagine what more could be done through the unprecedented power of AI?
To turn that opportunity into reality tomorrow, we must begin by ensuring the groundwork for AI transformation is done today.
Lillian Barnard President Microsoft Africa
SOUTH AFRICA’S PLAN TO MOVE AWAY FROM COAL: 8 STEPS TO MAKE IT SUCCEED
The South African government’s Just Energy Transition Implementation Plan (JET IP) was launched in November 2023 (tinyurl.com/mv7jy9t6). It is a roadmap guiding the country away from reliance on coal-fired power toward renewable energy alternatives by 2027. It aims to include all communities and workers who will be affected by the energy transition.
The plan says everyone should have access to electricity through a mix that includes renewable energy. This energy transition must also create new employment opportunities, particularly in the burgeoning renewable energy sector, and contribute to economic development. At the same time, it must set up an energy future where power is reliable and not disrupted.
These are ambitious goals. Yet, the urgency of South Africa’s energy transition cannot be overstated. As one of the world’s largest emitters of greenhouse gases, South Africa faces increasing pressure to curb its carbon footprint (tinyurl.com/2xr7y7m4). But the transition to cleaner energy sources must not come at the expense of marginalised communities or make socio-economic inequality worse.
I research energy transitions and women’s empowerment in these renewable energy projects (tinyurl.com/3bf4eu5m). I argue that the JET IP must take eight critical steps if it is to succeed. These include mobilising different forms of international finance, investing in new infrastructure and involving communities.
Without these steps, the plan lacks the foundation to shift South Africa toward a sustainable, low-carbon economy.
The South African government has started reforms to stimulate private investment in renewable energy infrastructure and establish a competitive electricity market. Before this, independent power producers (IPPs) had to go through a detailed, often lengthy process to get a generating licence.
The government has removed licensing requirements for IPPs, making it easier for them to launch and manage energy projects of any size. This aims to attract more IPPs to the energy market, fostering investment and innovation.
This energy transition must create new employment opportunities, particularly in the burgeoning renewable energy sector
The government introduced tax incentives and rebates. These allowed businesses to reduce their taxable income to reflect the decreasing value of renewable energy installations over time. This encourages more investment in clean energy infrastructure.
The government has also provided debt relief to Eskom, South Africa’s state-owned utility. This allows Eskom to invest in renewable energy infrastructure and grid upgrades. It gives Eskom the space to pay for projects mitigating the impacts of the transition on communities and workers. One such initiative is the Komati Power Station Just Energy Transition project (tinyurl.com/te74jcyd), which involves decommissioning the coal-fired power station and transitioning to renewable energy sources.
The debt relief package prohibits Eskom from borrowing any more money. However, the South African Renewable Energy Masterplan, part of the plan, aims to assemble international pledges, low-interest concessional loans from development finance institutions, and private sector investment to pay for the transition.
There are eight critical steps that will make the JET IP work:
1. Continuously improve the mechanisms that facilitate project approvals and attract investors, including co-operatively owned projects. This broadens the participation
in the renewable sector by including co-operatively owned renewables. It also helps it grow by diversifying the investment base and enhancing community involvement.
2. Prioritise just transition principles. Make sure fairness guides every part of the shift to cleaner energy. Give extra attention to communities and workers who may be hurt by the changes. Take specific actions to tackle unfairness, such as making sure everyone can afford energy, creating new jobs and helping people gain new skills.
3. Promote community engagement and participation. Actively involve local communities and indigenous groups in the shift to renewable energy. This means listening to their voices and making decisions together. Projects must be set up that communities can own and benefit from equally. This collaborative approach aims to share the advantages of clean energy fairly among everyone involved.
4. Maximise international support and financing. Continue to work with other countries, investor groups and development finance institutions. The aim must be to bring in more money and help for the just energy transition.
5. Promote renewable energy investment. Encourage private sector investment
sector investment by offering enticing policies, clear regulations and new financing options.
by offering enticing policies, clear regulations and new financing options. This involves building public-private partnerships between the government and those developing renewable energy.
6. Invest in more infrastructure and in modernising the grid. Upgrading and expanding the electrical grid will allow it to include more energy from solar and wind power. Renewables can generate a lot of power on a windy or sunny day, and much less when it is calm or cloudy. The grid needs to be flexible enough to maintain a steady and reliable power supply without power outages. Electricity access must be improved in areas that currently have limited or no power, so that more communities benefit.
7. Foster skills development and local capacity building. Boost training and education in renewable energy for local communities and workers. This can be done by working closely with schools, businesses and the government to set up new training programmes.
8. Monitor and evaluate progress. Set up systems to check how close we are to our goals and find ways to get better. Make this public so that trust is built and everyone supports the move toward cleaner energy.
Ricardo Amansure Senior Researcher Centre for Sustainability Transitions Stellenbosch University
MULTIBILLION - DOLLAR OPPORTUNITIES IN CROSS BORDER CO - OPERATION FOR OIL AND NATURAL GAS PROJECTS IN SOUTHERN AFRICA
Advocacy is one of my greatest priorities as the founder of the African Energy Chamber (energychamber.org). For years, I have been making a case for the growth of Africa’s energy industry by shining a light on the harsh realities of energy poverty across the continent, demonstrating the need for African industrialisation, stressing the importance of establishing political and economic climates that are attractive to foreign investment, and so on.
While our advocacy efforts are far from over, I am pleased to note the many positive developments in the sub-Saharan regions which now motivate me to spotlight certain emergent opportunities and a strategic approach to capitalising on them.
At present, considering the number of promising energy projects currently underway and the numerous trade opportunities arising—from natural gas production in particular—I am compelled to emphasise the need for cross-border co-operation among all the nations and producers involved in these efforts, which will be vital if we are to achieve true prosperity throughout the continent.
As detailed in Standard Bank’s strategic discussion document, “South African Gas Optionality”, Africa holds natural gas in abundance, both onshore and off, accounting for more than 7% of the world’s proven natural gas reserves.
While Algeria, Egypt and Nigeria together can take claim to more than 80% of Africa’s gas production per 2020 estimates, these figures are rapidly evolving, and much of the gas industry's attention is redirecting further south to Namibia, South Africa, inland to Zimbabwe, and to the east in Tanzania and Mozambique, which is home to the continent’s third largest store of natural gas.
African gas production rates are also on the rise, and forecasts indicate this movement will continue for decades to come. African gas output volumes have grown by 70% since the year 2000 and, as outlined in Standard Bank’s report, should continue
Africa must stay the course toward industrialisation, and natural gas should be a significant driver in that regard.
to grow to 2050, reaching a yearly output of approximately 520 billion cubic metres.
The report also notes that with these relative newcomers to the African natural gas economy paired up with the more established producers in Nigeria, Senegal and Mauritania in the west and with Algeria and Egypt covering northern Africa, practically the entire perimeter of the African continent could have liquefied natural gas (LNG) operations for the purposes of domestic use or export as early as 2027.
Factoring in Africa’s current LNG capacity of 72 million tonnes per annum (MTPA), the number of LNG facilities either in operation or advanced development, and the supportive role smallscale LNG operators will play going forward, the report estimates that Africa’s capacity should increase by roughly 69 MTPA in the future.
People may respect man-made borders, but fossil resources certainly do not. Hydrocarbons accumulated beneath the Earth’s crust
irrespective of where one nation or another decided their boundaries should be.
The tendency of natural gas deposits to span borders—inherent to their location, size and distribution—has, in many cases, already promoted international co-operation around the globe. Where extraction was the concern, neighbouring nations have amicably negotiated operational territories; it is no different in Africa.
But when it comes to the feasibility of transportation, domestic distribution and export, intra-African co-operation is more nuanced than merely the location of gas fields relative to borders.
Developing an effective and prosperous natural gas infrastructure and distribution network will require an earnest commitment to collaboration among nations. Conveniently, as illustrated in “South African Gas Optionality”, potential crossborder partnerships literally crisscross Africa’s southernmost region.
Pipelines running from Lusaka, Zambia to floating storage regasification units (FSRUs) in either Lobito, Angola or Walvis Bay, Namibia,
could centrally connect with another running along the new TAZAMA refined product pipeline, which links Ndola, Zambia to the active natural gas operations and the Coral floating LNG operation under development south of the port of Dar es Salaam in Tanzania.
Further south in Mozambique, the rail network connecting Nacala to Lusaka, with stops in Malawi at Blantyre and Lilongwe, along with Chipata, Zambia, offers an inland transportation route. With small-scale LNG trucking support, the connected railway from Beira to Lusaka with stops at Harare and Zave brings Zimbabwe into the fold, accommodating Invictus Energy’s recent promising finds in the Cabora Bassa Basin and completing Mozambique’s rail and small-scale LNG value chain.
Along the very active coastline of South Africa, a potential pipeline could run from East London, near the proposed site for Coega’s gas-to-power infrastructure, to the existing refineries at Mossel Bay and Cape Town. From there, the pipeline could connect with a potential FSRU at Saldanha Bay before continuing on through the offshore Orange Basin sites and terminating at a future LNG facility at Elizabeth Bay in Namibia.
To see improvement in the quality of life for Africans across the continent, Africa must stay the course toward industrialisation, and natural gas should be a significant driver in that regard.
Developing an effective and prosperous natural gas infrastructure and distribution network will require an earnest commitment to collaboration among nations.
Despite how environmental activists and Western powers shudder at the idea of an industrialised Africa, when faced with their own energy crisis brought on by the RussiaUkraine war and the sabotage of the Nord Stream 2 pipeline, the European Union was quick to designate natural gas as a climatefriendly fuel source.
And it is right to do so. As mentioned in “South African Gas Optionality”, the carbon emissions of a fully industrialised and electrified Africa would likely never exceed 4% of global emissions. Not only is natural gas the cleanest burning fossil fuel, but it is also Africa’s ticket out of energy poverty.
Through the production, domestic distribution and export of natural gas, as well as gas-topower initiatives, Africa will become healthier and wealthier and capable of building the alternative energy infrastructure that will eventually render our reliance on fossil fuels obsolete. On a reasonable timeline, Africa
will follow the developed world in powering itself via a combination of wind, solar and green hydrogen, but none of this will come to pass unless we work together.
As evidenced by the intricacies of just some of the proposed projects among the southern African nations and considering the numerous other projects underway or in development throughout the rest of the continent, cross-border co-operation will be imperative if we are to tack a happy ending onto the great African energy success story.
With initiatives like the African Continental Free Trade Area (AfCFTA), individual nations will be able to trade in goods, resources and services more easily, and workers will be able to cross borders freely, adding manpower to projects outside their home country.
Once the AfCFTA is fully implemented, I am confident it will facilitate intra-African trade, bring any disputes to a resolution, and speed up commerce where it was once slowed by tariffs and other bureaucratic barriers—but we can always do more.
Nations need to unify in mindset and mission if we are to become a global energy powerhouse. This is, of course, in no way a call for a redrawing of boundaries, an erasure of national identities, or the capitulation of smaller nations to wealthier ones, but we must increase the frequency and volume at which we work with one another.
Every African government, indigenous company and individual citizen should cultivate the idea that we are also one people working together to profitably supply the world around us while improving conditions at home.
NJ Ayuk Executive Chairperson African Energy Chamber
As South Africa's gas industry navigates a pivotal moment, LNG emerges as the foremost solution to meet the nation's escalating energy needs. Leading this transformative journey is SLG (Pty) Ltd., a trailblazer in the energy sector since 2002.
The establishment of SLCNG in 2015 and SLG Power in 2022, underscores the dedication of the SLG group to spearhead innovation and sustainability, marked by a significant increase in both clientele and supplied gigajoules over its 23-year history.
With client centricity at its core, SLG has been instrumental i n helping industrial companies transition from environmentally harmful fuels such as coal and oil to natural gas. Leveraging i ts technical expertise, SLG ensures the safe and efficient use of gas for a diverse range of clients. Looking ahead, SLG is poise d to spearhead South Africa's shift towards a sustainable energy future.
Focused on LNG, SLG is finalizing comprehensive action plans to facilitate a seamless transition. These plans include aggregating gas demand, forming strategic partnerships for LNG importation, and driving demand through its Gas to Power division.
As South Africa embraces LNG as the linchpin of its energy transition, SLG remains unwavering in its commitment to delivering reliable and sustainable gas supply solutions.
SLG is paving the way for a brighter, more resilient energy future.
A NEW DASH FOR COPPER IS UNDERWAY HOW WILL IT PLAY OUT?
Copper is in the headlines after Australian mining giant BHP made a bid in April this year for United Kingdom–based rival Anglo American (tinyurl.com/yrbazj38), valuing the company at US$39 billion (£31 billion). Together, the two companies would control around 10% of the world copper market (tinyurl.com/53bcsc43).
Though Anglo American has rejected the offer as too low, the received wisdom is that it is the start of a takeover battle, and that it could also kick off a round of consolidation in the mining sector with copper at the centre.
TheConversation.com asked commodities specialist Sambit Bhattacharyya to explain why copper is becoming so popular and what it means for the future.
The global economy is going through a transition in various ways. Emerging markets are expanding their industrial capacity quite rapidly and copper is a critical industrial metal, so that’s creating demand.
Simultaneously, countries are moving away from fossil fuels to renewable energy to meet their targets to address climate change. For example, there’s a move to electric vehicles and solar panels, and copper is essential for both the electrical wiring and batteries.
Furthermore, economies around the world are becoming increasingly digital, meaning more computer-based solutions and more dependence on computing power. Again, that means more electrification of the economy and therefore more need for copper.
So the expectation is that demand for copper will increase rapidly over the next decade in both developed and developing markets. It’s quite likely that you could see a 5% annual growth rate in demand.
It allows them to reduce fixed costs and exploit economies of scale. In anticipation of increased demand for copper, the big miners would like a bigger market share to be able to set prices and provide higher returns to their shareholders.
BHP is specifically attracted to Anglo American’s copper assets in Peru and Chile. Having said that, the game has only just started here. I am sure other major miners, including Rio Tinto and Glencore, are watching and may be waiting to make their move.
There are also risks associated with this potential takeover. This relates to nickel, which is another highly important strategic mineral for the renewable energy industry. Its price has been down (before recovering a little recently), which has affected Anglo American, for example.
Nickel prices are under pressure because of Indonesia, whose mines are not controlled by the big mining companies. Indonesian nickel is relatively poor quality, but can be refined at a low cost, and has been undercutting demand for copper products from other countries.
Demand for copper and nickel runs hand in hand, since you need both if you are making electric vehicles, solar panels and so forth. Having seen what has happened with nickel, investors are likely to believe
something similar could happen in the copper market.
For example, China may choose to pick up copper from Russia or Southeast Asia, and again those assets are not controlled by the western mining conglomerates. This could happen as a result of tense political relations between China and Australia, which is home to BHP and Rio Tinto. Although relations between these countries have improved somewhat, both companies are heavily reliant on the Chinese market, so there’s a risk there.
SO COPPER IS NOT LIKELY TO BECOME A GEOPOLITICAL PAWN IN THE SAME WAY AS THE RARE EARTHS?
It’s certainly possible, but my sense is that the market and the producers will be able to manage those risks. There could be trade restrictions and so on, but buyers and sellers will still find ways to conclude economic transactions. Trade restrictions typically lead to trade diversion: look at Russia exporting fossil fuels to Europe via India, for instance.
My sense is that the globalisation trends that were put in motion in the late 1980s are irreversible. The global supply chain is so diversified, and also many firms are adopting artificial intelligence and other new technologies to become more efficient, which they won’t want to stop. Obstructionist policies are typically
"Emerging markets are expanding their industrial capacity quite rapidly and copper is a critical industrial metal."
slow to react, and they are likely to fail. We will find out in 10 years’ time that this is probably right.
IS A RISING COPPER PRICE LIKELY TO HAVE IMPLICATIONS FOR THE GREEN TRANSITION?
Copper is well spread across continents, and a 10% share of the market is not a massive share. So I wouldn’t say that a takeover like this would give the miners enough power to derail the green transition. In any case, national governments can influence prices by brokering favourable long-term deals with the miners for their industrial operations.
HOW ARE THE MAJOR COPPER-PRODUCING COUNTRIES LIKELY TO BE AFFECTED BY SURGING DEMAND?
It depends on the contracts. For example, Chile has benefited quite a lot from its mining operations. It has modernised rapidly and transformed itself from a lowincome to a high-income country. It has a highly sophisticated, wellfunctioning government that is able to handle these contracts well to
ensure benefits for its own people while not harming investments in its mining industry.
Africa is probably the wild card. Many countries have struggled during the post-colonial era to offer well-functioning government to their populations. Of course, the continent has been a victim of injustice and pillage both during the colonial era and the pre-colonial slave trade. These days, African countries don’t seem to have national champions in their mining industries to the same extent as others. They also tend to
have weaker institutions and fragile governments.
Large multinationals have a strong incentive to exploit these weaknesses and take home even bigger profits. Needless to say that this is not beneficial for the local population. I can only hope that we will see more representative and effective governments in that region, so that people can benefit from their mining assets.
Sambit
Bhattacharyya is a professor of Economics at the University of Sussex.
In the vibrant province of Mpumalanga, where natural beauty meets economic potential, one organisation plays a vital role in ensuring a balanced and controlled environment for gambling and liquor activities - the Mpumalanga Economic Regulator (MER).
As a responsible authority, MER has been entrusted with the important task of regulating these sectors and upholding the well-being of society as well as the province's economy
MR. VUSI MTSWENI CHIEF EXECUTIVE OFFICER
MER's primary objective is to protect society from the negative effects of excessive gambling and alcohol consumption.By implementing and enforcing a robust regulatory framework, MER ensures individuals can enjoy the entertainment provided by these industries responsibly and without harm.
The regulator places significant emphasis on preventing problem gambling and alcohol abuse through various initiatives. MER works closely with stakeholders to develop and implement responsible gambling and drinking practices, ensuring operators are compliant with strict rules and regulations.
Regular inspections are conducted to monitor compliance, giving confidence to the public that their well-being is upheld.
MER also promotes education and awareness regarding responsible gambling and alcohol consumption, assisting individuals in making informed decisions and recognising potential addiction risks.
Collaborating with community organisations and support groups, MER actively contributes to preventing and combating social issues associated with these industries.
Beyond its essential role in safeguarding society, MER is pivotal in driving economic growth in Mpumalanga. The regulated gambling and liquor industries contribute significantly to job creation, tourism and revenue generation.
By actively engaging with stakeholders, MER ensures a fair and transparent marketplace, promoting healthy competition and innovation. By issuing licences, the regulator fosters the growth of businesses, thus stimulating local economies. MER also supports responsible trading, assisting operators in implementing effective strategies that align with the best interests of the community.
Within Mpumalanga, the Mpumalanga Economic Regulator stands as a trusted authority that safeguards society's well-being and champions economic growth. Through meticulous regulation, education and collaboration, MER ensures gambling and liquor industries operate responsibly, promoting a balanced and thriving local economy
As a responsible consumer, business investor or concerned citizen, remember that MER's dedication to addressing societal concerns and fostering economic prosperity relies on the continued support, compliance and responsible behaviour of all stakeholders. Together, we can create a prosperous and flourishing Mpumalanga for present and future generations.
AI’ S EXCESSIVE WATER CONSUMPTION THREATENS TO DROWN OUT ITS ENVIRONMENTAL CONTRIBUTIONS
Water is needed for development, production and consumption, yet we are overusing and polluting a resource and system that cannot be substituted.
Eight safe and just boundaries for five domains (climate, biosphere, water, nutrients and aerosols) have been identified beyond which there is significant harm to humans and nature and the risk of crossing tipping points increases.
Humans have already crossed the safe and just Earth System Boundaries for water (tinyurl. com/56azv4pd). To date, seven of the eight boundaries have been crossed, and although the aerosol boundary has not been crossed at the global level, it has been crossed at city level in many parts of the world.
For water, the safe and just boundaries specify that surface water flows should not fluctuate more than 20% relative to the natural flow on a monthly basis; while groundwater withdrawal should not be more than the recharge rate (tinyurl.com/4vv3zrkt). Both of these boundaries have been crossed.
These thresholds have been crossed even though the minimum needs of the world’s poorest to access water and sanitation services have not been met. Addressing these needs will put an even greater pressure on already strained water systems.
Technological optimists argue that artificial intelligence (AI) holds the potential to solve the world’s water problems. Supporters of AI argue that it can help achieve both the environmental and social Sustainable Development Goals (tinyurl.com/2krvrtfz), for example by designing systems to address shortages of teachers and doctors, increase crop yields and manage our energy needs.
In the past decade, research into this area has grown exponentially, with potential applications including increasing water efficiency and monitoring in agriculture, water security and enhancing wastewater treatment.
AI–powered biosensors can more accurately detect toxic chemicals in drinking water than current quality monitoring practices.
The potential for AI to change the water used in agriculture is evident through the building
AI uses water both for cooling the servers that power its computations and for producing the energy it consumes.
of smart machines, robots and sensors that optimise farming systems. For example, smart irrigation automates irrigation through the collection and analysis of data to optimise water usage by improving efficiency and detecting leakage.
As international development scholars who study the relationship between water, the environment and global inequality, we are curious about whether AI can actually make a difference or whether it exacerbates existing challenges. Although there is peer-reviewed literature on the use of AI for managing water and the SDGs, there are no peer-reviewed papers on the direct and indirect implications of AI on water use.
Initial research shows that AI has a significant water footprint. It uses water both for cooling the servers that power its computations (tinyurl.com/53cwbsy8) and for producing the energy it consumes. As AI becomes more integrated into our societies, its water footprint will inevitably grow.
The growth of ChatGPT and similar AI models has been hailed as “the new Google”. But while a single Google search requires half a millilitre of water in energy (tinyurl.
com/5bb9mfn8), ChatGPT consumes 500 millilitres of water for every five to 50 prompts (tinyurl.com/2v4uaj4m).
AI uses and pollutes water through related hardware production. Producing the AI hardware involves resource-intensive mining for rare materials such as silicon, germanium, gallium, boron and phosphorous. Extracting these minerals has a significant impact on the environment and contributes to water pollution.
Semiconductors and microchips require large volumes of water in the manufacturing stage. Other hardware, such as for various sensors, also have an associated water footprint.
Data centres provide the physical infrastructure for training and running AI, and their energy consumption could double by 2026 (tinyurl. com/5h3bvvap). Technology firms using water to run and cool these data centres potentially require water withdrawals of 4.2 to 6.6 billion cubic metres by 2027. By comparison, Google’s data centres used over 21 billion litres of potable water in 2022 (tinyurl.com/7ajn23tv)— an increase of 20% on its 2021 usage.
Training an AI at the computing level of a human brain for one year can cost 126 000 litres of water. Each year the computing power
The technology sector’s water demand is so high that communities are protesting against it, as it threatens their livelihoods.
needed to train AI increases tenfold (tinyurl. com/573pnhkd), requiring more resources.
Water use of big tech companies’ data centres is grossly underestimated; for example, the water consumption at Microsoft’s Dutch data centre was four times its initial plans (tinyurl.com/mrx2v332). Demand for water for cooling will only increase because of rising average temperatures due to climate change (tinyurl.com/3ap7ucmd).
Tech’s water demand is so high that communities are protesting against it, as it threatens their livelihoods. Google’s data centre in drought-prone The Dalles, Oregon is sparking concern, as it uses a quarter of the city’s water (tinyurl.com/ymt3ndc8).
Taiwan, responsible for 90% of the world’s advanced semiconductor chip production, has resorted to cloud seeding, water desalination, inter-basin water transfers and halting irrigation for 180 000 hectares to address its water needs (tinyurl.com/yrbzjwb3).
As water becomes increasingly expensive and scarce in relation to demand, companies are strategically placing their data centres in the developing world (tinyurl. com/3s3f83du); even in dry sub-Saharan Africa, data centre investments are increasing (tinyurl.com/yprczx24). Google’s planned data centre in Uruguay, which recently
suffered its worst drought in 74 years, would require 7.6 million litres per day, sparking widespread protest (tinyurl.com/y5b78949).
What emerges is a familiar picture of geographic inequality, as developing countries find themselves caught in a dilemma between the economic benefits offered by international investment and the strain this places on local water resources availability.
We believe there is sufficient evidence for concern that the rapid uptake of AI risks exacerbating the water crises rather than help addressing them. As yet, there are no systematic studies on the AI industry and its water consumption. Technology companies have been tightlipped about the water footprint of their new products.
The broader question is: Will the social and environmental contributions of AI be overshadowed by its huge water footprint?
Joyeeta Gupta
Professor: Social and Behavioural Sciences
Hilmer Bosch
Postdoctoral Researcher
Global Commission on the Economics of Water
Luc van Vliet
Researcher: Human Geography
University of Amsterdam
As a specialist geotechnical contracting company, Makarios Geotechnical Dynamics offers a variety of services that provide solutions to various geotechnical challenges.
HIGH-ENERGY IMPACT COMPACTION
Makarios high-energy impact compaction (HEIC) involves the transfer of compaction energy into the soil by means of the lifting and falling motion of non-circular rotating masses. The rotation of such masses to their highest point results in an effective potential energy buildup.
Further rotation of these masses results in the conversion of this potential energy into a falling kinetic energy, which is transferred to the soil upon the impact of the lowest point of the masses with the surface of the soil. The amount of energy transferred, in the form of compactive effort, is closely related to the amount of potential energy generated in the lifting process.
The continuous impact response measurement or verification system measures the peak deceleration (the soil’s response) of every impact of the roller, allowing a direct measurement of soil stiffness. Each of these stiffness measurements is recorded relative to its individual position on site, as determined by an integrated global positioning system.
BENEFITS OF HEIC
40% to 60% saving in water requirements, with 2% to 4% below OMC compaction possible.
Increasing the size of layer works between 500mm and 1 000mm, which will dramatically improve production.
The increased depth of influence in in-situ compaction may eliminate the need to excavate and replace material in thin layers.
Reduction in 'black-top' thicknesses due to increased bearing strength achieved through deep in-situ compaction and improved compaction of layers.
Compaction of a wide range of materials over a wider range of moisture content.
TYPICAL MARKET APPLICATIONS:
Mining industry
Mine access and haul roads
Tailings/slime dams
Platforms/foundations
Coal discard compaction
Mine waste management
Rail networks
Airport runways
Ports and harbour expansions
Residential developments
Makarios Geotechnical Dynamics offers other geotechnical services such as: deep dynamic compaction; lateral support; high-pressure grouting/curtain grouting; compaction grouting; and piling/micro piling.
Moddercrest Office Park, High Street, Modderfontein
Tel: +27 (0) 82 655 8624
Email: Dawie@MakariosGD.co.za
UNPACKING SOUTH AFRICA'S TOP 12 INFRASTRUCTURE PRIORITIES FOR 2024/2025
South Africa’s Minister of Public Works and Infrastructure Sihle Zikalala unpacked the country’s 2024/2025 infrastructure priorities and project pipeline during a panel session at the 2024 Sustainable Infrastructure Development Symposium South Africa (sidssa.org.za) in March.
According to the minister, the country’s top 12 infrastructure priorities seek to stimulate job creation, promote economic competitiveness and contribute to broadening economic inclusivity. “We want projects that will contribute to higher GDP [gross domestic product] impact, but at the same time, ensure export and embrace the green economy,” he stated.
With support from Infrastructure South Africa (infrastructuresa.org)—a programme within the Ministry of Public Works and Infrastructure—the projects also aim to accelerate private sectorled development. The projects are poised to serve as a catalyst for closing the infrastructure investment gap, while meeting the infrastructure target set out by the government’s National Development Plan.
“It was very important for us to ask what we plan to contribute from an operational perspective to all the socio-economic perspectives outlined by the minister,” stated Mameetse Masemola, head of ISA. “We will work very closely with the project sponsors in unpacking the work—and once we are ready, we will invite transactional advisers.”
The projects span transport, storage and communication; electricity, gas and water; community, social and personal services; mining and quarrying; and agriculture, forestry and fishing sectors.
KwaZulu-Natal
Representing a total investment value of R2.1 billion, the country’s first liquefied natural gas (LNG) import terminal at Richards Bay aims to import between 1 and 5 million tonnes of LNG per annum. The long-term concession for the project was awarded by the government to terminal operator Vopak last January. The terminal is expected to generate around 4 500 jobs and R914 million of additional income to local households.
Durban Container Terminal
Pier 1
KwaZulu-Natal
A capacity expansion initiative at the Dzurban Container Terminal Pier 1 will see the terminal’s capacity expand to 3.6 million 20-foot equivalent units through the construction of seven additional deepwater berths and storage space.
A new berth for liquid bulk will be constructed to handle imported LNG at the Port of East London. Serving as the main liquid fuels supply hub of the Nelson Mandela Bay and surrounding areas, the project represents a R2.2-billion investment.
Project Ukuvuzelela is a transnational, highcapacity rail corridor for automotive volumes. The project involves upgrading the rail line from the provinces of Gauteng to the Eastern Cape and will serve to take pressure off the KZN corridor and the Port of Durban as the sole port for imports and exports in the area. The overarching target is to have bidirectional rail transportation of a minimum of 150 000 fully built units per year by 2026.
In the community, social and personal services sector, the South African government will launch an infrastructure strategy aimed at refurbishing 104 health facilities throughout the country, valued at R16 billion.
The Department of Public Works and Infrastructure has laid out plans to improve school building and education-related infrastructure in South Africa, charting a way toward increasing access to the Internet and libraries for schoolchildren across the country.
In a bid to combat South Africa’s ongoing energy crisis, the country’s state-owned oil company PetroSA announced plans in March 2023 to build a network of gas-fired power plants in Mossel Bay.
Eskom Tubatse Pumped Hydro Storage Limpopo
The proposal by the country’s parastatal electricity utility Eskom to build a Tubatse
“We want projects that will contribute to higher GDP impact, but at the same time, ensure export and embrace the green economy.”
Pumped Hydro Storage project with a generation capacity of 1.5GW received the green light from the Department of Mineral Resources and Energy in 2022.
Rooiwal Phase 2 Waste Water Gauteng
Phase 2 of the Rooiwal Waste Water Treatment Works will involve upgrading the plant’s treatment capacity by 80 million litres per day of wastewater, coupled with the desilting of sludge at the Leeukraal Dam, which will enable the facility to function more efficiently while producing drinking water that meets national standards.
Amathole Water Bulk Supply Augmentation Programme
Eastern Cape
The proposed programme targets the improvement of water resource availability and is set to gazette progress on the municipalities’ water scheme project and infrastructure upgrades.
Nkomazi Special Economic Zone, Mpumalanga
Namakwa Special Economic Zone, Northern Cape
Finally, multibillion-dollar SEZs in the municipalities of Nkomazi and Namakwa are expected to significantly stimulate economic activity, industrial development, trade and job creation in the Mpumalanga and Northern Cape provinces, respectively. The Nkomazi SEZ aims to stimulate primary agricultural production and agro-processing, while the Namakwa SEZ seeks to drive economic growth and job creation in one of South Africa’s most mineral-rich areas.
For over 85 years, St Joseph’s Home has given thousands of medically fragile children a second chance at childhood. We provide much-needed post-acute, chronic, palliative and respite care to children with life-threatening illnesses. Want to know how you can support? Visit our website and follow us on social media!
HOW THE TRANSPORT SECTOR CAN HELP MAKE THE 2050 NET- ZERO GOAL A REALITY
Meeting ambitious net-zero emissions target by 2050 necessitates significant technological, behavioural and systemic changes in the transportation sector, a major contributor to global greenhouse gas (GHG) emissions (tinyurl.com/3fcb5zbr). Indeed, the transportation sector alone is responsible for a quarter of all GHG emissions worldwide, with road transport accounting for about 80% of this figure.
As current trends suggest, both energy demand and emissions from transportation are expected to double by 2050, indicating the need for a radical transformation rather than incremental improvements.
The shift toward alternative fuel vehicles (AFVs) such as plug-in electric or fuel cell hydrogen is central to this transformation.
Estimates suggest that achieving the 2ºC climate target would require AFVs to comprise 50% of total traffic by 2050. Moreover, achieving the 1.5ºC climate target would require AFV sales to reach 75% to 95% by 2030 (tinyurl.com/b64wakzx).
The commercial sector, in particular, stands to benefit from significant GHG reductions, both financially and through the adoption of modern trucks equipped with advanced technologies.
The International Energy Agency estimates that GHG emissions could be reduced by
60% if new types of light, medium and heavy freight vehicles achieve widespread adoption (tinyurl.com/mrpx84fu). However, the transition to AFVs, particularly in the commercial domain, is hindered by several factors and their adoption remains limited.
In 2022, electric vehicles constituted only 1.2% of all medium- and heavy-duty truck sales, with the majority occurring in China. This lack of adoption by trucking firms reflects a wait-and-see approach, which is likely the result of higher upfront costs associated with AFVs, the scarcity of e-trucks and the perceived inconvenience of plug-in charging (tinyurl.com/2p84r4r6).
Technological advancements and the increasing interest from vehicle manufacturers such as Daimler, Nikola, Scania, Tesla and Volvo in producing e-trucks have begun to address some of these concerns.
In 2022, there were 290 medium- and heavy-duty vehicle models produced or announced to be under production in North America and Europe. This number is only set to grow, and the total cost of ownership for electric vehicles has been reduced to below that of traditional internal combustion vehicles—which is further challenging the traditional barriers to adoption.
However, insufficient charging infrastructure remains an obstacle. Extended charging periods and the effort required to locate
charging stations leads to longer unproductive driving times (time not spent on the job) for trucks.
The impact of inadequate charging infrastructure on the transportation industry is significant. Each minute a truck spends at a charging station, either waiting or charging, and each kilometre traversed to find a charging station, directly translates to reduced profits and higher costs. This not only affects timely deliveries and pickups, but also forces companies to consider expanding their fleet to maintain service levels, further escalating investment costs in a fiercely competitive industry.
The absence of substantial investment in public charging networks, particularly outside of China, exacerbates this issue.
Furthermore, even with ample public stations, firms worry that queues for charging could delay trucks, increasing costs and lowering service quality while also complicating the shift toward green practices.
The seven to 10-year lifespan of heavyduty trucks means many firms may have to make annual decisions on replacement vehicles. However, firms are often deterred from transitioning away from fossil fuels by the high initial costs of e-trucks and the lack of comprehensive charging infrastructure— choosing instead to stick with their existing fleets.
The transportation sector alone is responsible for a quarter of all greenhouse gas emissions worldwide
This approach overlooks the long-term benefits and cost savings associated with the lower operational and maintenance costs of e-trucks, as well as the potential for firms to develop their own charging networks. As we show in our 2022 study (tinyurl.com/2vnf3t6r), adopting a holistic approach to address these challenges could make the transition to e-trucks economically viable, encouraging firms to begin replacing their traditional international combustion vehicles.
Such a holistic approach should consider the medium- to long-term evolution of technological and economic factors, and the effects of the charging infrastructure density on fleet size requirements. Firms should optimise their vehicle and infrastructure investment decisions simultaneously, by considering the potential changes over time.
Our study further showed that:
• Investing in e-trucks can be optimal only if the decision-maker also invests in its own charging infrastructure.
• Larger battery capacity is not always the best option compared to smaller capacity.
• Improvements in diesel engine efficiency can be counterproductive in the long run and can thwart the efforts to attain net-zero emission targets.
The concept of PPPs presents an opportunity to enhance the charging infrastructure. By collaborating with governments and investing in increasing the charging capacity of public charging facilities, firms can mitigate the limitations of the current infrastructure and maintain service levels without bearing the full cost of establishing and maintaining charging stations. This approach benefits firms, the government and also the general public by helping build more charging facilities.
Simply put, by adopting a holistic approach, firms can not only achieve environmental goals but also realise economic benefits— paving the way for a sustainable future in transportation.
Osman Alp
Professor: Operations and Supply Chain Management
University of Calgary
Maximiliano Udenio
Associate Professor: Supply Chain Management
KU Leuven
Tarkan Tan Professor: Sustainable Operations Management
University of Zurich
WEST AFRICA’S FASHION DESIGNERS ARE WORLD LEADERS WHEN IT COMES TO PRODUCING SUSTAINABLE CLOTHES
Every few weeks, global fast fashion brands mass-produce their latest clothing, pumping out garments to be sold around the world. There is growing criticism that it is socially irresponsible to produce such large volumes of clothes so often. It leads to surplus and waste that take a toll on the environment. And by requiring new styles so often, it also stifles designers’ creativity in an industry that thrives on it.
Sustainable fashion means clothes being produced and consumed in ways that are socially responsible. But the conversation about sustainable fashion has centred mainly on the Western and Asian fashion industries. Africa is discussed only as the dumping ground for the tonnes of disposable and secondhand clothes produced by fast fashion brands. My study (tinyurl.com/y6483ack) bridges this gap by showing how fashion designers in West Africa produce their work.
Prèt-a-porter (ready-to-wear) clothing is massproduced by fashion houses—as opposed to couture that is made to measure. West African fashion designers produce what I have termed customised prèt-a-porter: a limited edition, ready-to-wear model that creates the latest fashions in measured volumes.
This is a model for sustainable fashion that allows more space for creativity and innovation
and also uses environmentally friendly laundry measures to ensure the long lifespan of clothes.
Fashion from Africa has attained global recognition (tinyurl.com/3ztmp4rc) thanks to the creativity of today’s designers. However, very little is known about how the production
Sustainable fashion means clothes being produced and consumed in ways that are socially responsible.
strategy they use contributes to sustainable fashion.
Designers in Africa are likely to face economic, social and political challenges that limit production and efficiency in the industry. However, many of the designers in my West African study turned these challenges on their head: While the market limits the possibilities of scaling up production, it in effect endorses innovative sustainable fashion practices.
But West Africa’s contribution to sustainable fashion is not just shaped by what the market will not allow. As I find in my study, designers are also guided by the socio-cultural milieu of the fashion consumption in the cities where they live. Designers tap into this culture and grow it.
I found the factors that shape fashion consumption in West Africa include the need to produce clothes that assert social and economic status (exclusivity), the ability to make designs that are not easily replicated (uniqueness), and the creativity to project the personality of each client in the clothes (individuality). While these needs can easily be met through bespoke production, applying them to the kind of ready-to-wear mass production done by fast fashion brands in the West is challenging.
Not so with West Africa’s customised prèt-aporter fashion model.
West African designers offer a much wider variety of creative designs compared to the homogenised designs of fast fashion brands. Most release collections only twice a year—summer and winter—instead of every two weeks like Western fast fashion brands. By producing collections less often, West African designers can invest time in creating innovative designs.
To achieve exclusivity yet remain affordable, many West African designers use cheaper machine-produced African wax print fabrics, but design them flamboyantly to attain a highend fashion standard. Or some may combine socially valued cloths with less socially valued ones. For example, wax print is combined with exclusive fabrics like the handwoven cloths aso oke and kente, or with lace and other imported fabrics.
Making unique designs often requires a little tweaking of popular styles—like offering different sleeve styles and necklines, or using appliqués and accessories.
Laurie, a participant of the study, explains that in stocking different shops across the world with her collection, “I give you at least three sizes… and then maybe two [styles] each”.
Thus, in one store, she may stock two pieces of one design across the four sizes she produces, producing eight variations of one design. Of the 40 or 50 pieces she offers a store, she is featuring five or six unique designs.
Most designers emphasised the need to project personality through their pieces. Some do this by catering to a particular target market—like corporate women, businessmen and religious leaders.
A Ghanaian designer like Naa projects her personality through her clothes by making something “Naa would like to wear”. Before she produces a collection, she makes a few pieces for herself within the prevailing trend in order to test the market. The styles that receive the most compliments become her collection.
West African fashion designers produce a limited edition, ready-towear model that creates the latest fashions in measured volumes.
By considering the consumer’s socio-cultural needs in the production process, designers produce more personalised pieces. These create an emotional bond between the clothes and the wearers. Clothes become difficult to part with and are kept for longer, extending the shelf life of West African fashion.
Long periods for the sale of each collection also prevents the pile-up of unsold clothes.
And the traditional methods of maintaining and laundering clothes does not just protect the clothes, it also protects the environment. Handwashing is a longstanding method of caring for locally produced clothes, and designers insist that this old method is the best. They instruct their customers on how to maintain the clothes through aeration and handwashing. This reduces the frequency of washing, protecting the environment from high emissions of carbon dioxide and pollution from dyes.
The longevity and exclusivity of the clothes offers a great alternative to the imported second-hand clothing that often ends up in landfills. (That said, the clothing market in West Africa lacks a well-structured second-hand clothing trade system for locally produced fashion. This would ensure the even distribution of quality clothes among people with different socio-economic backgrounds.)
Ultimately, however, recycling or upcycling are reactive solutions to problems created by fast fashion. Customised prèt-a-porter production, on the other hand, is a proactive way of addressing unsustainable fashion practices.
Adwoa
Owusuaa Bobie Research Fellow Center for Cultural and African Studies
FOUR MYTHS ABOUT VERTICAL FARMING, DEBUNKED BY AN EXPERT
Vertical farms look hi-tech and sophisticated, but the premise is simple: Plants are grown without soil, with their roots in a solution containing nutrients. This innovative approach to agriculture is growing in global market value and expected to reach US$23.23 billion by 2029 (tinyurl.com/ ymrpytn7).
Typically, this soil-less cultivation happens in huge greenhouses or warehouses, with plants stacked high on rows and rows of shelves. Parameters such as lighting, temperature and humidity can be controlled by computer systems, so vertical farming is sometimes called controlled environment agriculture.
There are three types of vertical farming. In hydroponics, plant roots are held in a liquid nutrient solution. In aeroponics, roots are exposed to the air and a nutrient-rich mist or spray is applied to the roots. In aquaponics, nutrients from fish farm waste replace some or all of the chemical fertilisers being delivered to plants through hydroponics.
There is huge scope to produce a lot of food using these methods of cultivation, but there are four key myths about vertical farming that need to be dispelled
Some people may worry that vertical farming puts traditional field cultivation at risk, but this could not be further from the truth. At present, it is only profitable for a limited range of small, fastgrowing and high-value plants such as lettuce and leafy greens to be grown in this way.
Vertical farming costs are expected to fall due to economies of scale and standardisation of processes, so a wider range of crops could be grown. But there is an ethical issue to consider: Just because something can be grown in this way does not mean it should be. Vertical farming of grain crops, such as wheat, is technically possible but requires so much energy that it is not cost-effective.
While vertical farming uses land efficiently— through stacking, it fits in more crops per unit area—it cannot compete with the sheer scale of food production required globally. It is a complementary mode of food production, which can increase food production and resilience within supply chains. Growing more lettuce on vertical farms reduces the need to import
salads from abroad, cuts food miles and decreases reliance on overseas field production that may be vulnerable to droughts.
Vertical farms can support traditional agriculture by providing space to develop new crop varieties or grow the nursery phase of young trees and crops that are later planted out into fields. By freeing up substantial areas of land, vertical farming offers space for other food production, bioenergy plans, or reforestation and restoration of ecosystems. It can enhance conventional farming, but will not ever totally replace it.
Although this is a nice idea, it is not currently a reality. Most vertically grown crops are sold at a premium. Simple economics means that because the product costs more to make, it must be sold for a higher price. Vertical farms
have high capital expenditure because of the infrastructure required: climatecontrolled growth rooms, soil-less systems, lighting, heating, cooling and ventilation. They are energy-intensive, even if run on renewables such as solar. Their operational expenditure is also high because of the energy costs of running the systems and because more highly skilled workers are needed.
Some researchers suggest that city-based vertical farms can help address nutritional food deserts (tinyurl.com/67k5unhk). This could be true, as they produce food close to consumers—but to scale this up, costs must come down. The innovative Robin Hood business model—charging wealthier people more and giving discounts to less fortunate people for the same product—could provide equitable access to everyone in urban areas (tinyurl.com/2s42dwmz).
This argument typically derives from the fact that vertical farms require electricity to run. They do, but a decarbonised grid running on 100% renewables makes this point moot. Many commercial vertical farms already source their electricity from renewable energy providers. Conventional field production of crops also has associated emissions, through the use of diesel tractors and so on.
In some ways, vertical farming can be more sustainable than field production. It is a closedloop recirculating system, which means water and fertiliser is reused many times. There is no effluent run-off into the environment,
unlike farming whereby, if it rains, any excess agricultural chemicals run off the crops and end up in the soil, groundwater or rivers.
Field agriculture uses vast amounts of herbicides (weedkillers) and pesticides (chemicals that kill insect pests). The controlled environment of vertical farms reduces or eliminates the need for these synthetic chemicals. If pests become an issue in vertical farms, natural predators such as ladybirds can be introduced to kill aphids.
Naturalness is subjective. Vertical farming essentially uses technology to mimic processes and environments that exist in nature. It does not manipulate or defy natural processes.
By freeing up substantial areas of land, vertical farming offers space for other food production, bioenergy plans, or reforestation and restoration of ecosystems.
In field cultivation, crops grow in soil and use the sun for photosynthesis. They access nutrients from both the soil and fertilisers. In vertical farming, LED lights mimic sunlight, and can even be programmed to improve light ratios and help the plants grow faster with higher levels of nutrition. The fertilisers used are composed of the exact same elements as those used in the field.
Vertical farming will not save the world or feed the poor. But it is a complementary method of producing food closer to endusers, with more control and a higher land-use efficiency. It can build systemic resilience within our food system because vertical farm yields will not be vulnerable to extreme weather events due to climate change. It can enhance local food security that may otherwise be at risk from increased political unrest abroad.
Vertical farming is currently limited in the crops that it can produce economically, but by incorporating these technologies into the transition to more regenerative and nature-based farming practices, it could have wider environmental benefits.
Zoe Harris Senior Lecturer: Environment and Sustainability University of Surrey
Superior Cranes and Services is an established Crane company with vast experience in the crane, mining, and manufacturing industry.
With years of knowledge gained in the engineering and manufacturing industry, we offer our quality and cost-effective services to the whole industry – in any sector –anywhere in the Africa Continent.
We have the knowledge and experience to perform or assist with any type of lifting equipment, spares, or services you require.
Our Mission
To be best Crane Service Provider and Manufacturer in the Industry by providing the best quality in products and workmanship.
Our Vision
To be a significant role player in the field of Crane Manufacturing and as a Service Provider.
Our Values
To be honest, truthful to our clients and potential clients and to value our human resources and assets
Superior Cranes and Services (PTY)Ltd can carry out various services such as: manufacturing, inspections, installations, erections, maintenance, repairs and load testing of the following lifting machinery and equipment but not limited to:
• Electric chain hoists, Overhead Gantry cranes – SGEOTC / DGEOTC, Semi Portal cranes
• Cantilever Slew Jib Cranes, Man Cages, Custom spreader beams, lifting tackle, etc.
STARTUPS' RECIPE FOR SUSTAINABLE GROWTH AND SUCCESS LIES IN THE FIVE T S
In an era where reality TV inundates screens with portrayals of high-stakes entrepreneurship and dramatic pitches to venture capitalists (VCs), the public’s understanding of venture capital can be somewhat misinformed, even sensationalised.
As VCs, Mitchan Adams, co-founder of Conducive Capital (conducive.capital), and I specialise in funding tech startups. We understand that the process of securing venture capital is far from the scripted drama depicted on television.
The company’s approach is grounded in what we term “the five Ts”: a comprehensive framework designed to evaluate entrepreneurs and their ventures with depth and rigour.
A successful startup needs the right team, but what does that look like? First, it is important to differentiate between a founder and an entrepreneur. Not every founder is an entrepreneur: If you are a carpenter who starts a carpentry business, you do not necessarily have the business skills required to build and grow a carpentry business.
VCs prefer more than one founder because it is really difficult to build a business and do it by yourself. So, if we look at the founding team, we want to see someone with strong commercial skills, the hustler, who can sell the stuff; and someone with the engineering skills, the hacker, someone who can build the technology and really understands it.
The technology must be innovative to the extent that it is disrupting an industry. We do not invest in something that is only slightly better than other products in the marketplace. We are looking for tech that is 10 times better than anything else, and which is sustainable over the long haul.
The technology must be innovative to the extent that it is disrupting an industry.
The businesses we fund do not address the needs of niche markets, which consist of a couple of hundred or a couple of thousand customers.
We like to start out with what we call a beachhead market, which could be a smaller segment with the possibility of growing into adjacent segments and geographies with results in a large target addressable market with many thousands of customers.
Once the company dominates their beachhead market and achieves product market fit, we scale the business to new customer segments.
VCs are not angel investor where you may just have a product or service you want to offer, and you have no customers. We want to see that you have customers already; that clients absolutely love the product, they are obsessed about the product and are prepared to pay a fair market price for the product.
The second thing about traction is that because we are a growth investor, we want to see double-digit growth, month on month. We also want to see there is a path to profitability because, in the old days, it was just growth at all costs—you did not really care about the bottom line, only the top line.
Let us assume you have a technology that is 18 months ahead of the competition—you have a 'moat around the castle'. This could be a feature of your technology, it could be the entire technology stack, it could also be some strategic/distribution partnerships, even certain customers whose cost to switch would be very high; in other words, it is defensible against the competition.
But you have to recognise that the competitors will also be innovating to catch up and the startup must be able to keep innovating and stay 18 months ahead of the competition.
The top founders know their competition cold. They do not mock the competition or say they do not exist, or not acknowledge their strengths. They know where they are strong, and where the others are strong.
It is a necessity that people have gone through hard times, and have persisted anyway.
This is a kind of bonus T, and speaks to the entrepreneurs themselves. We are looking for entrepreneurs who just do not stop. They are coachable. They are curious. They are good communicators. They have charisma. They have conviction. They have courage—
no matter how hard it gets. And they will continue going.
It is a necessity that people have gone through hard times—and have persisted anyway. It is a vital part of the secret sauce of startup success.
Building a successful business is a journey of challenges and uncertainties. For VCs like Conducive Capital, which operate at the intersection of risk and opportunity, these five Ts (and the bonus one) form the bedrock upon which prudent investment decisions are made.
Aligning with ventures that embody these core principles is not just a key part of our strategy but a vital aspect of our recipe for sustainable growth and enduring success.
Clive Butkow Co-Founder & Managing Partner Conducive Capital
HOW TO ACCEPT INTERNATIONAL PAYMENTS WHAT YOUR BUSINESS NEEDS TO KNOW
Whanks to international payments, also known as cross-border payments, businesses can operate beyond borders in today’s interconnected world. This allows companies to explore new markets, diversify their revenue streams, and achieve growth on a global scale. However, dealing with crossborder transactions requires careful planning and strategic execution.
International payments refer to transferring funds between parties in different countries. These transactions usually involve currency exchange and may be subject to various regulations, fees and processing times. Understanding the intricacies of international payment systems is crucial for businesses looking to expand their global footprint.
Businesses looking to expand overseas must offer diverse payment options to cater to the preferences of their international customers. From traditional bank wire transfers to cutting-edge instant payments and mobile payment apps, each method has its advantages and considerations. Choosing the right mix of payment methods can enhance the customer experience and drive better approval and conversion rates.
Many industries can benefit from accepting international payments, including e-commerce, travel, hospitality, global service providers, exporters/importers, educational institutions, non-profit organisations and subscription-based businesses. By embracing cross-border commerce, these businesses can unlock new revenue streams and gain a competitive edge in the global marketplace.
Accepting international payments offers numerous benefits for businesses, including:
• Access to a broader customer base.
• Increased revenue growth.
• Competitive advantage.
• Brand exposure and recognition.
• Diversification of income streams.
• Better understanding of customer preferences.
• Greater innovation and adaptability.
To successfully accept international payments, brands must take a strategic approach:
1. Research target markets – Understand the needs and preferences of your international audience.
2. Choose a payment gateway – Select a provider that supports multiple currencies and payment methods.
3. Set up a multi-currency account –Simplify the process of accepting payments in different currencies.
4. Display prices in local currencies –Enhance the customer experience by presenting prices in familiar terms.
5. Be aware of taxes and regulations –Ensure compliance with local tax laws and regulatory requirements.
6. Implement fraud prevention measures – Protect your business and customers
" By embracing cross-border commerce, businesses can unlock new revenue streams and gain a competitive edge in the global marketplace."
from fraudulent transactions.
7. Optimise the customer experience –Build intuitive, user-friendly payment processes tailored to international customers.
8. Monitor performance and adjust –Continuously refine your international payment strategy based on feedback and analytics.
Payment gateways serve as intermediaries, facilitating secure and efficient transactions between businesses and customers across borders. These platforms offer multi-currency support, diverse payment methods, fraud prevention measures, regulation compliance, seamless integration and advanced reporting and analytics.
By leveraging payment gateways, businesses can streamline their international payment processes and unlock new growth opportunities.
In conclusion, accepting international payments is not just about expanding your business—it is about taking advantage of the possibilities of a global marketplace.
By understanding the nuances of crossborder transactions and leveraging the right solutions, B2B enterprises can unlock untapped potential and embark on a journey of international success.
Marlon Garcia
Senior Content Marketing: Global Payments EBANX.com
Our company was established 33 years ago and our product, Supercote, has been tested by the SA Bureau of Standards and is accepted by all fire departments as well as municipalities.
Supercote has undergone several tests including the ASTM E:108 test as required by local authorities and the insurance industry.
Supercote is manufactured under licence in accordance with an assurance programme and contains other properties such as a UV filters, bonding agents, fungicides and insecticides for municipal and insurance purposes.
Our product has also undergone accelerated weather tests to assess its longevity.
We provide a seven-year guarantee, a rational design, brushing and dressing, as well as minor maintenance.
ADDRESS: PO Box 13689, Northmead 1511, South Africa
CONTACTS:
MANAGING DIRECTOR
Kevin Heatlie: 072 263 5320 e-mail: kevin@thatchprotection.co.za
ADMIN
Sharlene Herbst: 082 557 0660
e-mail: queries@thatchprotection.co.za
ENGINEER
Mike Heatlie: 082 568 6226 e-mail: mike@thatchprotection.co.za
We have a national presence in South Africa including Eastern Cape, Western Cape, Hoedspruit, KwaZulu-Natal and Groblersdal, as well as further afield in Botswana, Namibia, Zimbabwe, Zambia and Tanzania.
www.thatchprotection.co.za
In contemporary leadership, it is becoming increasingly clear that leading with a human-centric approach above all else distinguishes the great from the good.
Traditionally, the divide between 'personal' and 'work' was an accepted norm, but in the 2020s, it is becoming accepted that the ability for leaders to connect with their team members on a human level is one that fosters authentic relationships and enables them to lead every individual to their full potential. This creates a ripple effect of benefits for the organisation.
When leaders take the time to cultivate genuine connections with their team members on a personal level, they foster a sense of loyalty and commitment, leading to higher levels of engagement and productivity. Strong relationships between leaders and team members facilitate effective communication and conflict resolution, creating a culture of open dialogue and transparency.
The Society for Human Resource Management (tinyurl.com/4k78xrbm) identifies interpersonal relationships as one of the top drivers of employee engagement and retention. Organisations that prioritise fostering connections among employees tend to have higher levels of job satisfaction, loyalty and commitment.
It is, of course, imperative that leaders strike a balance between building rapport and maintaining professionalism. Remember to respect their boundaries and preferences and ensure no one feels pressured to share more than they are comfortable with.
Relationships by their very nature cannot be singular; each individual needs to be part of building these connections i.e. they must co-create it. In its 2023 Global Human Capital Trends report (tinyurl.com/4nrmpscr), Deloitte paints a picture of the work world
we find ourselves in now and emphasises that for leaders to be successful, they need to cultivate deeper relationships with their people. Not only with. Together with.
If a leader works alongside each team member to shape the dynamics of their relationship, it signals the presence of open dialogue, active listening and shared decisionmaking, empowering every person to play an active role in creating a work environment where they will thrive.
This does not come easy, though. Co-creating a relationship that is essentially based on a
The leader must approach the relationship with a genuine desire to improve it and themselves
power imbalance can be tough to do. To cocreate, both parties need to show vulnerability. Neither can find the courage to truly connect if they are not willing to be open. And for that, two elements need to be present, and both must be initiated by the leader: a sense of belonging and an authentic approach.
I have written about the former in previous articles, and its importance in creating a safe environment where everyone feels like their voice is heard and their opinions matter. Deloitte’s 2020 Global Human Capital Trends report (tinyurl.com/37nz7ume) ranks 'belonging' as the top human capital issue staring organisations in the face, stating that 51% of employees who left their jobs in the past six months (of when the survey was conducted) lacked a sense of belonging at work.
The importance of belonging continues in 2024.
On the authenticity front, the leader must approach the relationship with a genuine desire to improve it and themselves. In other words, it must not be for show. Co-creation requires giving feedback to encourage continuous improvement – and for leaders to know how to lead each member of their team to speak to their specific needs, they need to know them: their strengths, weaknesses and characteristics.
Of course, for those of us who lead large teams or do not have enough hours in the day, this seems like a laughable suggestion, but as leaders, we cannot afford to tolerate the whirlwind, the strife of everyday life, to such a degree that we allow ourselves and others to hide in the shadow of mediocrity and slip into the darkness of insignificance.
To invest in building strong relationships with those we lead, in spite of demanding schedules, we can ensure our workforce is fulfilled by creating an environment that nurtures personal and professional growth, fosters meaningful connections and recognises individual
contributions. We can co-create this environment with our team because it is our responsibility as leaders to know what each team member needs to bring their best self to work every day. Those who must do, do. Those who want to do, do well.
Here are suggestions to get you started:
Invest time in personal connections. Actively make time to understand your team members on a personal level. Schedule regular one-to-one meetings where you can discuss both workrelated matters and personal interests or challenges. Ask about their hobbies, families or any outside interests they have. By showing genuine interest in their lives outside of work, you foster a sense of loyalty and commitment. This approach helps build trust and rapport, leading to higher levels of engagement and productivity.
Encourage open dialogue and cocreation. Foster an environment of
It is our responsibility as leaders to know what each team member needs to bring their best self to work every day
open dialogue and shared decision-making. Encourage team members to voice their opinions, ideas and concerns freely. Actively listen to their input and involve them in shaping the dynamics of their relationship with you as a leader. Create opportunities for collaborative problem-solving and decisionmaking processes. By involving team members in co-creating the working environment and relationship dynamics, you empower them to take ownership and feel valued within the team.
Prioritise personal and professional growth. Recognise and support the individual needs of each team member for personal and professional growth. Regularly assess their strengths, weaknesses and characteristics to tailor support and development opportunities accordingly. Provide constructive feedback and coaching to help them improve and grow. Foster a culture that values continuous learning and improvement.
By investing in the growth and development of your team members, you not only enhance their skills and capabilities but also demonstrate your commitment to their well-being and success within the organisation.
The late Archbishop Desmond Tutu said: “A person is a person through other persons; you can’t be human in isolation; you are human only in relationships.” As leaders, we have the power to influence our work relationships, for good or bad. The benefits of using that influence to build strong relationships built on trust, respect and shared vision are untold.
Brian Eagar CEO: Towerstone Leadership Centre www.towerstone-global.com
TRAINING
GOOD LEADERSHIP TRAINING NEEDS THESE 5 CHARACTERISTICS TO MAKE IT WORTHWHILE
Many of us have done leadership training for work, come back to the office and thought: “That was a huge waste of time.” Or returned with the best of intentions but realised, six months on, we never actually used any of skills we learnt on the course.
So, what makes leadership development programmes effective?
We spent months researching leadership and management courses, in an effort to develop a new way of thinking about it. Our new paper, published in the journal Humanities & Social Sciences Communications (tinyurl. com/2tknet83), argues there are five key ingredients needed to make leadership training worthwhile.
This is what managers need to know before spending money and time on sending their staff off to leadership training:
Effective leaders are self-motivated learners. Basically, if the staff member is not motivated, they will not learn. So there is no point in managers sending unwilling staff members off to leadership training.
Our research suggests staff need to self-nominate for leadership development courses. Those who put their hand up to this kind of training will be intrinsically motivated learners.
Many leadership courses give guidance on how to approach certain challenges at work, such as managing conflict or leading a change process. But this guidance is of little value if the staff member doing the training cannot practise their newfound skills.
Managers need to ensure the skills staff members learn at training can be applied and practised. That means giving your staff the time, opportunities and support to use what they learnt at leadership training.
Managers need to give their staff who have done leadership training the opportunity to take on new challenges at work in a
psychologically safe context (staff will also need their regular workload reduced so they can do this new work).
For example, the leadership programme could run concurrently with a workplace change such as implementing a new system or process. The person doing the leadership training could be supported by their boss to take carriage of this implementation.
Effective learning at work requires a combination of skills. These include:
• Self-awareness about one’s learning style.
• Being open to new learning methods and technologies.
• Being able to change the way you do things at work when new opportunities arise.
• Being able to regularly reflect on learning experiences, successes and failures.
In practice, this means managers need to treat leadership training not as a one-off but as part of a broader culture of learning at work.
Managers can support this culture of learning this by, for example, having monthly meetings at which staff can talk openly and constructively about what is worked lately, what has not, and why.
Managers can ensure staff are given adequate training on new technologies, so they feel more confident about technological change at work.
Managers may also want to find ways to offer different types of learning opportunities at work. Some staff members will thrive in a group work environment; others will prefer to study a manual themselves, watch an instructional video or do a short online course.
If managers cultivate a culture of continuous learning at work, it means that when staff go off to leadership training, they will be more able to absorb and apply the lessons.
Managers need to ensure the skills staff members learn at training can be applied and practised.
A crucial feature of leadership training is ensuring there is a high-quality facilitator. A good course facilitator does not just give a lecture and then answer questions. They also help participants find appropriate applied learning projects, help them learn self-reflection skills, and provide coaching and feedback.
They also play a crucial role in supporting individual and group learning. In practice, this means managers need to do some due diligence before sending staff off to a leadership training course.
That may involve reading reviews, getting feedback from people who have already done the course, as well as carefully checking the credentials of the facilitator.
Successful organisations do not just have good individual leaders. They also need collective leadership. That means developing a culture at work that values: learning; innovation; being adaptable; and being able to deal with continuous change.
Managers can foster this culture of collective leadership at work by facilitating honest, safe conversations about innovation and change. It means making all staff aware it is everyone’s job
A crucial feature of leadership training is ensuring there is a high-quality facilitator.
to identify ways the organisation can improve, rather than just relying on one or two leaders. It is crucial managers find leadership training courses that can embed this message into their training.
Change is all around us, whether that is climate change, economic change or technological change with the development of artificial intelligence. The workplaces that will survive and thrive in this era of rapid change are those that take skills development seriously.
Treating leadership training as a box-ticking exercise will not cut it. Good leadership
training is crucial to developing good leadership, but managers need to make sure the course is actually worth it in the first place.
Gregory Harper Pro Vice-Chancellor
Ros Cameron Professor and Director
Centre for Organisational Change and Agility
Torrens University Australia
THE MSC FOUNDATION, THE MSC GROUP AND MERCY SHIPS INTERNATIONAL JOIN FORCES TO BUILD A NEW HOSPITAL SHIP
Agroundbreaking agreement between MSC Group (www. msc.com), MSC Foundation (www.mscfoundation.org) and the charity Mercy Ships International (www.mercyships.org) prepares for the construction of a brand-new hospital ship that will deliver free surgery and training annually to thousands of people in Africa.
In April this year, chairperson of the MSC Group and MSC Foundation, Captain Gianluigi Aponte; MSC Group president and member of the MSC Foundation board, Diego Aponte; and Mercy Ships founder Don Stephens finalised an agreement to kickstart this new project with a generous anchor donation from MSC Foundation—reflecting the visionary leaders’ commitment to supporting access to critical healthcare for the generations to come.
“I spent part of my childhood and early years in the shipping industry in the Horn of Africa—it is a region close to my heart. I saw firsthand the challenges faced by many local communities there and this shaped my conviction that improving the availability of healthcare would bring real and lasting impact for them,” said Capt. Aponte. “It has been extremely gratifying to work with Don Stephens and provide this crucial support through his unique organisation Mercy Ships. Our partnership has reaped extraordinary results already and now we are on the verge of expanding their fleet to increase this support. I truly look forward to seeing this new ship set sail to help more communities across Africa.”
Since Mercy Ships was founded in 1978, the non-governmental organisation has provided more than 117 000 transformational specialised surgical procedures. These surgeries include maxillofacial reconstructions, contracture release for severe burns, correction for orthopaedic problems in children, cleft lip and palate repair, ophthalmology and dental services.
Mercy Ships is also committed to boosting the capacities of local healthcare systems through sustainably designed surgical education, training and advocacy programmes. It has provided additional training to more than 54 300 local professionals in their areas of expertise.
Expanding its fleet with a new purpose-built hospital ship, designed to similar specifications as the Global Mercy—with a focus on designated training spaces—will allow Mercy
Ships to increase its capacity to collaborate with host nations in training and advocacy efforts.
The need to accelerate access to surgical care and surgical education in sub-Saharan Africa remains very apparent. In his welcome speech at the recent West African College of Surgeons conference in Freetown (mobile.wacscoac.com), vice-president Mohamed Juldeh Jalloh of Sierra Leone stated that the country is still grappling with 91% unmet surgical needs. Highlighting the progress already made, he urged collaborative efforts to tackle surgical deficits.
Stephens confirmed Mercy Ships’ vision for serving African nations with safe surgical care and education. “The investment of many around the world toward a fleet of hospital ships will be enhanced by the future of our new purposebuilt vessel. The mission of Mercy Ships to bring Hope and Healing is only possible by the generosity of our partners, volunteer crew and the provision of God. Today, I am grateful to MSC for their support.”
Operating hospital ships involves transporting large quantities of essential supplies across oceans and seas to continuously support surgical and training activities. MSC and Mercy
Ships have been partners since 2011, with the MSC Group ensuring logistical support and container delivery of supplies to all ports of service. The infrastructure support and logistical expertise provided by its teams in Africa range from MSC's local shipping agency and MSC and TiL terminals handling cargo to MSC and MEDLOG logistics, storage and inland transportation services.
In addition to this, MSC has provided extensive technical advice and experience in preparation for the new vessel, working with Mercy Ships to develop a design that will improve efficiency for the organisation’s needs.
The new ship will feature living spaces to accommodate approximately 600 crew members and guests on board. Its hospital will span two decks and 7 000 square metres, featuring six operating rooms, a fully equipped laboratory and state-of-the-art training spaces such as a simulation lab. This makes it possible for Mercy Ships to strengthen local surgical systems during its time in port, typically a 10-months field service.
Gert van de Weerdhof, CEO of Mercy Ships, said: “This new hospital ship will bring state of-the-art equipment and facilities to support
"Since Mercy Ships was founded in 1978, the nongovernmental organisation has provided more than 117 000 transformational specialised surgical procedures."
the nations we serve. This new vessel and her future crew will enable us to meet surgical needs, while supporting host nations as they develop healthcare systems with their next generation of medical professionals.”
Capt. Aponte said, “Mercy Ships brings tangible and concrete support to thousands of families across the region and, with MSC Group’s major presence, there we have a duty to give back to the local communities. This vessel is yet another milestone in our vision to support the African continent with achieving a truly prosperous and sustainable destiny.”
Daniela Picco, MSC Foundation executive director, commented: “We are extremely proud of our support for Mercy Ships through grant-making and in-kind donations and of the transformative impacts their free services and training have had on 18 000 medical professionals and community leaders, and 30 300 patients of all ages through 33 200 surgeries since 2011.
“When the discussion started with Mercy Ships’ founder Don Stephens to build a new ship together, I was delighted to facilitate this game-changing commitment to accompany Mercy Ships into the coming decades.”
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