BE Global Infrastructure Magazine Issue 1471 by Business Excellence Magazine

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ISSUE 1471 AMSA

ArcelorMittal South Africa Forging a nation’s steel backbone, sustainably

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CONTENTS

COVER STORY

ArcelorMittal South Africa Forging a nation’s steel backbone, sustainably

[ ISSUE 1471 ] BUSINESS EXCELLENCE

BE [ ISSUE 1471 ]

SGS

112

NWC

GAUTRAIN

128

AIBD

SENELEC

138

PAD

Leading the way in mining testing, inspection, and certification.

Gautrain rapid rail link Signaling Johannesburg's Ambition

Electricity for an Emerging Senegal

National Water Commission Jamaica Flowing Better Than Eve

Blaise Diagne International Airport

Port Autonome De Dakar A Key Cog in Senegal's Logistics Sector

GGML

Geita Gold Mine An ESG Success Story in Tanzania's Mining Sector

GWI

Peru's Quellaveco Mine Digital Mining Sustainably

Guyana Water Incorporated Redefining Water Quality

BUSINESS EXCELLENCE [ ISSUE 1471 ]

ARCELORMITTAL

Forging a nation’s steel

RESEARCH BY

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JOS

MSA

L SOUTH AFRICA

l backbone, sustainably

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AMSA

lobal demand for steel continues to rise and fall, just as the fortunes of the South African economy on the world stage. But what links the nation and the raw product is ArcelorMittal South Africa (AMSA), the biggest steel producer in sub-Saharan Africa.

Since 1928, AMSA has forged an excellent reputation as a modern supplier of steel products to the domestic and global markets. Yet, when the world is pressuring for global decarbonization transformation of the industry and demanding solutions to the climate challenge, AMSA has been at the forefront. As part of ArcelorMittal parent group, it is committed to becoming carbon neutral by 2050. In demonstrating that the steelmaking process can become carbon neutral, it has developed groundbreaking work to reduce emissions by 30% by 2030 before reaching net zero in 2050. A lig n in g with A rce lo rM it t a l ’s Decarbonisation Roadmap, AMSA is actively exploring the production of green hydrogen directly reduced iron at one of its steelworks in the Western Cape among many innovative and pioneering initiatives.

The ArcelorMittal Group employs about 154,000 people and produces more than 59 million tonnes of crude steel annually

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ARCELORMITTAL AWARDS MORRIS TENDER FOR 100 TON CRANE

Morris Material Handling SA (Pty) LTD, Southern Africa's largest crane company, plays a crucial role in the supply and manufacturing of equipment for industrial applications. Providing electric overhead travelling cranes, wire rope hoists, jib cranes, chain hoists, and accessories, Morris has established a reputation for its professional expertise in design, fabrication, and assembly of light, medium, and heavy-duty lifting products. Additionally, through its dedicated service division, known as Crane Aid, the company ensures the continuous operation and safety of lifting equipment. Crane Aid offers services such as maintenance, load testing, and refurbishment for all makes of cranes and hoists. ArcelorMittal South Africa is the largest steel producer on the African continent. Headquartered in Vanderbijlpark, Gauteng. Production capacity is approx. 7 million tonnes of liquid steel per annum. The company supplies over 60% of the steel used in South Africa and exports the rest to sub-Saharan Africa. The 10 000 employees and contractors produce flat and long steel in hundreds of grades and specifications. Vanderbijlpark Works is one of the world’s largest inland operation steel mills and supplier of flat steel products in subSaharan Africa. In a testament to Morris Material Handling SA's engineering capabilities and commitment to excellence, the company was proudly awarded the tender to design, manufacture, and install a 100-ton

engineered crane at the Vanderbijlpark Works. This impressive crane, serial no M10284, was designed and built-in house at Morris's head office in Benoni, showcasing the company's commitment to innovation and quality. Morris employed the latest technologies and the highest quality components to create this engineering beast. Crane M10284 is a 37-meter span double girder, heavy-duty slab handling crane equipped with an open winch-type hoist featuring dual, synchronized rope drums. It weighs in excess of 220 tons and is designed to handle varying sizes of slabs, with an impressive capacity of up to 100 tons. Operating at the Hot Strip Mill within Vanderbijlpark Works, this crane is crucial to the continued production of the mill. To meet the demanding production requirements, the crane is designed to hoist at 9 meters per minute, cross travel at 70 meters per minute, and long travel at 100 meters per minute. The crane is controlled from a bridge-mounted cabin, ensuring precision and safety during operations. The successful erection and commissioning of this engineered crane marks a significant milestone, as it has already proven its worth in enhancing production efficiency at Vanderbijlpark Works. Morris Material Handling SA's role in this project underscores its position as a leading force in the industrial equipment and overhead crane manufacturing industry in Southern Africa. morris.co.za

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AMSA

Overview The ArcelorMittal Group employs about 154,000 people and produces more than 59 million tonnes of crude steel annually. With an industrial presence in 60 countries across Europe, the Americas, Asia and Africa, it is a leader in all major global markets, including automotive, construction, household appliances and packaging, with leading R&D and technology. Through this association, AMSA has access to world-class research and development, best practice processes, aggressive procurement contracts and international market leverage to ensure the company remains at the steel-industry’s cutting edge.

facilities in Vanderbijlpark and Vereeniging in the Vaal Triangle of Gauteng, and in eMalahleni, Mpumalanga and Newcastle, northern KwaZulu-Natal. A second integrated ﬂat steel plant, Saldanha in the Western Cape, has been under care and maintenance since 2020. While employing traditional ironmaking and primary steelmaking methodologies, it has begun actively pursuing new lowcarbon practices and technologies. AMSA’s coke batteries in Vanderbijlpark and Newcastle produced 1.1 million tonnes of coke in 2022. Coke production is expected to increase to an average of 1.9 million tonnes annually over the next five years.

AMSA’s 10,270 employees and contractors produce ﬂat and long steel in hundreds of grades and specifications for further value added potential for its customers, such as downstream manufacturers in Southern, West and East Africa. In 2022, AMSA manufactured 2.46 million tonnes of finished primary steel, around 20% lower compared to 2021. Its steel is manufactured primarily at [ DECEMBER [ ISSUE2023 BUSINESS BUSINESS EXCELLENCE EXCELLENCE 1471 ]

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Reduce your project cost Stock sales, rental and buy-back options of steel sheet piles, beams and tubes now available for temporary applications. Did you know that ArcelorMittal Projects have stockyards in South Africa, Nigeria and Morocco? ArcelorMittal Projects provides design and technical assistance from concept stage to execution on jobsite. Get in touch, email us at projects.africa@arcelormittal.com

ArcelorMittal Projects Africa T +2781 043 9395 | projects.africa@arcelormittal.com www.arcelormittal.com/foundationsolutions

AMSA

Socioeconomic Impact AMSA is deeply committed to making a diﬀerence in the communities it serves and across South Africa. Its skills development and training programmes are aligned with a specific emphasis on making significant progress concerning gender diversity, particularly in the manufacturing and heavy industrial sectors. In 2021, the company saw an increase of 100% in the primary skills pipeline from a budget of 200 apprentices and production learners to an achieved actual of 450 participants. Candidate engineer and technician pipelines almost doubled from 34 to 60 participants. The graduate pipeline was reintroduced in 2021 to include six participants.

In 2021, AMSA supported a programme that provided 80 learning opportunities for people with disabilities and continued to support the programme in 2022. Its 2022 bursary programme provided 40 bursaries for youth at tertiary institutions and 30 bursaries for employees aligned with its internal succession plan. Interest-free study loans supported the development of employees and their dependents in accessing opportunities for tertiary study programmes. AMSA’s training spending increased from R87 million in 2021 to a planned R106 million in 2022. It is recognized by the Manufacturing, Engineering, Related Industries Sector Education and Training Authority as

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Its four key core pillars of its CSR are entwined around education, health, community development and volunteering platinum-ranked skills development company and is also a member of the Accelerated Artisan Training Programme, a group of six leading South African companies committed to the South African government’s extensive skill training. Employment equity and a commitment to cultural diversity are cornerstones of its employment policy. This is particularly evident in its skills development programme, which is focused on ensuring a training pipeline with a priority towards Historically Disadvantaged South Africans, especially females, for skilled and professional roles. AMSA is also committed to uplifting and improving the quality of life in the communities within which it operates, by investing time, knowledge, and skills. Its four key core pillars of its CSR are entwined around education, health, community development and volunteering. AMSA’s fundamental pillar to South Africa’s skills policy – and also that of the Joint Initiative on Priority Skills Acquisition – is to align tertiary education and other institutional training with the actual skills required by both the public and private sectors. Improving mathematics and science performance at schools in the communities around the company’s areas of operation provides a sustainable resource for AMSA and works towards alleviating the national skills crisis. It is also recognized

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for its leading role in building schools and Science Centres nationwide, and is also fully committed to further Broad-Based Black Economic Empowerment. AMSA is continuing to invest significant resources to improve its social footprint by uplifting and empowering communities by providing improved health through food and income provision, skills development, and encouraging self-sustainable environmental management practices. Sustainability and New Technologies As one of South Africa’s highest carbon emitters, AMSA is working hard to make its

AMSA

operations carbon neutral. By 2030, it aims to reduce carbon intensity by 25%, from a 2018 baseline of 2.90 tonnes of carbon dioxide (tCO2 e) per tonne of crude steel to 2.16 tCO2 e/t crude steel, and 86% by 2050 to 0.40 tCO2 e/t crude steel. Steel is a hard-to-abate industry that accounts for 7%-9% of worldwide carbon emissions. The ArcelorMittal group has made several decarbonization commitments, subject to government and funding support being secured.

Transition on employees, communities and suppliers, and begun discussions with development finance institutions on opportunities for possible preferential funding. It has also concluded a joint development agreement with a prominent development finance institution on the production of low carbon intensity steel in Saldanha, signed a memorandum of understanding with the Council for Scientific and Industrial

Since 2021, AMSA has made significant progress in developing options to achieve a material reduction in carbon intensity. Numerous bankable ‘no-regret’ opportunities have been identified. Central to these is energy-eﬃciency improvement, both non-capital and capital-intensive. It has established a dedicated carbon abatement office, initiated detailed mapping of the impacts of a steel Just [ DECEMBER [ ISSUE2023 BUSINESS BUSINESS EXCELLENCE EXCELLENCE 1471 ]

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Research on developing strategies for green hydrogen as well as green innovative direct reduced iron and low carbon intensity steel based on renewable hydrogen and established working groups with various role players on carbon capture and utilization and green hydrogen.

It has also signed a memorandum of understanding with a global developer of transformational energy solutions to advance the production of green DRI at the Saldanha Works and launched projects to generate 200 megawatts of renewable power at available land on its premises.

AMSA has announced a partnership with Sasol to develop carbon capture and utilization (CCU) technology using the process of carbon production at its Vanderbijlpark Works and to advance the production of low-carbon intensity steel using green hydrogen.

Its two blast furnaces at Vanderbijlpark, C and D, have annual production capacities of 1.3 million tonnes and 1.9 million tonnes of molten iron, respectively. In 2021, the

It is also exploring opportunities with various role players to source large amounts of renewable energy. It analysed with raw material suppliers mutually beneficial opportunities arising from low carbon intensity steel and scoped CCU opportunities with multiple industrial concerns.

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AMSA

blast furnaces accounted for many of its Scope 1 and Scope 2 carbon emissions. Its decarbonization roadmap envisages Blast Furnace D undergoing a ‘no-regret’ reline and upgrades between 2027-2030 and the commissioning of a suitable electric arc furnace. In 2030, Blast Furnace C will be permanently closed, and Blast Furnace D will return to service as a lowcarbon-enabled furnace. World-leading research and development work by the ArcelorMittal group into developing low-carbon enabled furnaces is showing promise and progressing at pace. Radically lowering the carbon profile of these furnaces will be achieved by reducing coke rates, injecting hydrogen into the furnace and potentially using

biomass as an additional energy source. While it explores all opportunities, switching to green hydrogen in Saldanha will likely mean it will become the first African producer of low-carbon intensity steel. The Midrex provides a unique option for exporting green DRI products, produced using green hydrogen, to developed markets. From a global perspective, ArcelorMittal group’s European arm is investing in two routes to carbon neutrality, Smart Carbon and an innovative DRI-based route, in recognition of the need to act now to reduce CO2 emissions. In its first climate action report, the company is pioneering Smart Carbon,

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ArcelorMittal South Africa (AMSA) doesn't just rely on suppliers; it forges lasting partnerships that redefine the landscape of responsible sourcing. At the heart of AMSA's philosophy lies a commitment to "safe, sustainable steel," a principle that permeates its engagements with strategic partners, contractors, and suppliers. This commitment extends beyond the factory ﬂoor, reaching into the communities AMSA serves, fostering a symbiotic relationship between industry and society. a carbon-neutral steelmaking route that leverages all clean energies – circular carbon, clean electricity and carbon capture and storage (CCS) - within the high temperature-controlled reduction environment of ironmaking. In its first phase, Smart Carbon will primarily use circular carbon. Reaching carbon-neutral steelmaking via DRI involves moving from predominantly natural gas to hydrogen, the critical reductant in ironmaking. As this hydrogen becomes ‘green’, the steelmaking process comes close to carbon neutrality. While both the Smart Carbon route and the DRI-based route have the potential to deliver carbon-neutral steel by 2050, the critical diﬀerence between the two routes is that Smart Carbon can deliver results sooner through its use of complementary technologies which enable incremental progress. The shift will be to smarter steels: using innovative processes which are more efficient, use less energy, and emit significantly less carbon. Steels that are cleaner, more robust and reusable. Strategic Supplier Network In the intricate dance of steel production,

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Innovative Collaborations One of the keystones in AMSA's supplier network is Morris Material Handling SA, a visionary partner that designed, manufactured, and installed a monumental 100-ton engineered crane at the Vanderbijlpark plant. This collaboration not only showcases engineering prowess but also underscores AMSA's commitment to innovation in materials handling, a critical aspect of steel production. Driving Technological Advancements ABB South Africa stands as a technological linchpin in AMSA's journey. Their control

At the heart of AMSA's philosophy lies a commitment to "safe, sustainable steel," a principle that permeates its engagements with strategic partners, contractors, and suppliers

AMSA

technology played a pivotal role in expanding production at AMSA's flagship KwaZulu-Natal steelworks. The implementation of System 800xA resulted in a remarkable 12% increase in liquid iron production. This technological leap showcases AMSA's dedication to adopting cutting-edge solutions and the transformative impact of strategic supplier collaborations. Sustainable Engineering Solutions Averda South Africa is not just a waste management partner but a key player in AMSA's commitment to environmental stewardship. Their three-year contract involves the collection, transportation, and disposal of diverse waste streams, aligning with AMSA's vision for a sustainable and responsible waste management process.

Local Provider Empowerment

Engagement

and

Triangle Bearing, a crucial automotive parts store, epitomizes AMSA's commitment to community integration. Through partnerships with local suppliers like Triangle Bearing, AMSA not only optimizes its supply chain but also fuels economic growth in the regions it serves. Another key local contributor is DaltronX, a proudly South African enterprise specializing in high-performance carbide conical picks and drill steels. With an impressive three-decade track record and a streamlined production process, DaltronX has successfully delivered over 90 million conical picks globally, showcasing a remarkable legacy of local ingenuity and global impact.

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Innovating Materials and Processes

Engineering Solutions Provider

Morgan Advanced Material, specializing in carbon, advanced ceramics, and composites, adds a layer of sophistication to AMSA's supplier portfolio. Their collaboration contributes to the development of specialist products, pushing the boundaries of materials science within the steel industry.

KLINGER Mzansi emerges as an onsite engineered solutions provider, showcasing the diversity of partnerships within AMSA's supplier ecosystem. Their role highlights the importance of tailored solutions in optimizing operations and ensuring eﬃciency in the steel production process.

ICT Excellence Gijima Technologies, a stalwart ICT partner since 1998, exemplifies AMSA's commitment to technological resilience. This partnership goes beyond a clientsupplier relationship, representing a shared journey toward digital transformation in the steel sector.

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As AMSA continues to shape the future of steel production, these partnerships stand as beacons of innovation, sustainability, and community-centric practices. The synergy between ArcelorMittal South Africa and its strategic suppliers isn't just about steel; it's a collaborative endeavor that forges a path toward a responsible and thriving industrial future.

AMSA

The Future AMSA carries the responsibilities of more than 10,000 employees and thousands more in terms of families and communities on its back. Looking to the future, it has demonstrated that it has one eye on ensuring its employees, immediate communities, and the economic health of South Africa are not only assured, and on sustainable production. Through its leadership in Sub-Saharan Africa, producing quality steel products safely, being an employer and supplier of choice, and striving to be among the lowest-cost steel producers in the world, its position to be the champion of Africa’s industrial ambitions through sustainable steel is assured. By harnessing its innovative technical capabilities with a mindset and a passion to make a positive diﬀerence for people

and the planet, AMSA intends to lead its industry’s decarbonization journey with a highly eﬀective roadmap that minimizes carbon emissions by maximizing its economic leverage. Its position as a powerhouse of change is being realized.

AMSA

ArcelorMittal South Africa  +27 16 889 9111  projects.africa@arcelormittal.com www.arcelormittal.com

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LEADING THE WAY I INSPECTION, AND CERTI RESEARCH BY

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[ ISSUE MAY 2023 1471 ]] BUSINESS BUSINESS EXCELLENCE EXCELLENCE

JOS

IN MINING TESTING, IFICATION IN TANZANIA

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SGS

SGS has been providing testing, inspection and certification services to various industries in Tanzania since 1962. Today, it is the country’s leading provider of such services, serving industries ranging from mining and industrial to environmental, agricultural, oil, gas, and chemicals. In this article, we will discuss SGS Tanzania’s recent developments, role in the AngloGold Ashanti – Geita Gold Mining Limited project, exciting initiatives and services, partnerships, and collaborations.

SGS Tanzania’s Recent Developments In Tanzania, the mining sector’s contribution to GDP stood at 7.2% as of 2021, with gold being the biggest contributor in production, export, and value. The government expects that the mining sector will grow to 10% of GDP by 2025, and these figures are similar across the East African region, where the mining industry has seen growth over the past couple of years. SGS, the leading provider of testing, inspection, and certification services, has played a crucial role in ensuring the industry’s growth and success in Tanzania. In response to the challenges faced by the mining sector in Tanzania, SGS is oﬀering services that address these issues and help clients navigate the complex regulatory landscape. The company is known for its high-quality and best-in-class laboratories.

The company is known for its high-quality and bestin-class laboratories

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Setting the gold standard Trusted. Independent. Committed. SGS SETS THE BENCHMARK FOR RELIABLE ASSAYS IN TANZANIA SGS Tanzania has a network of geochemists that can perform high-quality ore-grade analysis. We can perform single or multi-element analyses using a variety of methods, including fire assays, acid digestion, cyanide leach, tailored to the needs of the client. These are complemented by environmental services such as sampling and assays, ambient air monitoring and stack emission sampling and testing. Our local operations are supported by a global network of more than 500 laboratories in over 120 countries. SGS Tanzania African Assay Laboratories (Tanzania) Ltd Nyanza Glass Work Compound, Mkuyuni Industrial Area, Shinyanga Road P.O. Box 1826 Mwanza, Tanzania

sgs.mwanza@sgs.com +255 28255 0861 www.sgs.com/naturalresources

SGS

The experts provide a wide range of services all designed to help clients comply with regulations and standards related to mining, facilitate trade as well as support them in meeting their quality, safety, and sustainability goals. Role in the Geita Gold Mine Project SGS provides varied testing services to Geita Gold Mine. By providing a range of services, including geochemical assay, laboratory services, environmental services, and testing, and oil condition monitoring, we contribute to environmental compliance and the smooth operations of the mine site. SGS installed a mobile sample preparation unit (MSPU) to Geita

Gold Mine to expand analytical capabilities on-site and improve turnaround time to help deliver prompt decision making. SGS/ AAL is currently involved in the design and construction of a new laboratory for Barrick’s North Mara Gold Mine. Recently SGS has seen significant demand for MSPUs as they provide a ﬂexible approach that deliver high-quality laboratory solutions, employ local staﬀ, improve turnaround times to even the most remote mine sites. Exciting Initiatives and Services SGS in Tanzania has developed exciting initiatives and services to support its clients. These services improve

SGS installed a mobile sample preparation unit (MSPU) to Geita Gold Mine to expand analytical capabilities on-site and improve turnaround time to help deliver prompt decision making

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SGS has four state-of-the-art laboratories including the geochemical and environmental labs in Mwanza commercial, environmental and social performance, which is becoming increasingly important to stakeholders and investors. In Tanzania, SGS has four state-of-the-art laboratories including the geochemical and environmental labs in Mwanza, which are ISO/IEC 10725 accredited, and the oil, gas and chemicals, and agricultural labs in the main port area of Dar Es Salaam. This laboratory network provides clients with a range of testing and trade compliance services to minimize operational and trade risk. The company's commercial laboratories are

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complemented by mobile laboratories that can be deployed to client sites, including remote locations. As mentioned, mobile units perform on-site sample preparation and testing services, employ local staﬀ and oﬀer a more sustainable approach. Partnerships and Collaborations SGS has partnered and collaborated with major mines and exploration companies in Tanzania and the surrounding countries. By understanding the project and client goals, the SGS partnership has provided

SGS

assay services to mine sites across the value chain, from green field exploration through development and production. A key example is the Geita Gold Mine, where SGS has provided various testing services for years and successfully contributed to the mine’s current successful performance. Conclusion SGS has been at the forefront of the testing, inspection, and certification services industry in Tanzania for over five decades. Its services to the mining, oil & gas and agricultural industry has played a crucial role in the country's economy. By facilitating trade and maintaining high-quality laboratories in Tanzania, SGS has supported the country's growth and success. Through its innovative

initiatives and services, partnerships, and collaborations, SGS in Tanzania is poised to continue leading the way in the industry, providing the mining sector with essential testing services that meet regulatory standards and help clients meet their quality, safety, and sustainability goals. In addition to its network of laboratory facilities in Tanzania, SGS operates a world-class laboratory network across Africa and in more than 120 countries around the world.

SGS



+255 28255 0861 sgs.mwanza@sgs.com

 www.sgs.com/naturalresources

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GAUT

GAUTRAIN RAP

Signalling Johann

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[ JULY ISSUE2023 1471 ] BUSINESS EXCELLENCE

JOS

TRAIN

PID RAIL LINK

nesburg’s Ambition

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GAUTRAIN

here is arguably no greater key to Africa’s fulfilling its potential than infrastructure. Estimates vary, but the infrastructure gap in South Africa between 2022 and 2030 has been estimated at close to $300 billion. Investments of this size would be considered large in any country, but at least South Africa has an example it can point to when making a case for the eﬀectiveness of large investments in infrastructure: Gautrain Rapid Rail Link (Gautrain).

Not only is Gautrain South Africa’s first world-class, modern rapid rail and bus service, it is also the first high-speed urban train on the continent. Its impact, as this article will show, has been immense for South Africa’s biggest city, Johannesburg, and its province. It also sets a new standard for what South Africa is looking for from its infrastructure projects. Business Excellence dropped by to take a closer inspection. Overview The origins of Gautrain go back to the late 1990s, when Johannesburg’s traﬃc was beginning to ground to a halt. At the time, World Bank statistics show, South Africa had around 70 cars per 1,000 inhabitants. In 2020, that number stood at 176. As the industrial and economic heart of the country, Johannesburg in the Gauteng province, couldn’t aﬀord to slow

Gautrain South Africa’s ﬁrst world-class, modern rapid rail and bus service

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Moving Moving Moving Moving beyond beyond beyond beyond

Transport Transport Transport Transport solutions solutions solutions solutions driven driven driven driven by byby aby a aa passion passion passion passion for for for mobility for mobility mobility mobility

The The future The future Thefuture future ofof mobility mobility ofofmobility mobility in in our our inin globally our globally ourglobally globally networked networked networked networked world world world calls world calls calls for calls for for for seamless, seamless, seamless, seamless, sustainable, sustainable, sustainable, sustainable, reliable, reliable, reliable, reliable, and and secure and and secure secure secure mobility mobility mobility mobility solutions. solutions. solutions. solutions. We’re We’re We’re leveraging We’re leveraging leveraging leveraging the the benefits the benefits thebenefits benefits ofof digitalization, digitalization, ofofdigitalization, digitalization, engineering engineering engineering engineering excellence, excellence, excellence, excellence, and and our and our and entrepreneurial our entrepreneurial ourentrepreneurial entrepreneurial spirit spirit spirit to spirit to master master totomaster master this this challenge. this challenge. thischallenge. challenge. Trusted Trusted Trusted Trusted byby our by our by partners, our partners, ourpartners, partners, we’re we’re we’re pioneering we’re pioneering pioneering pioneering transportation, transportation, transportation, transportation, moving moving moving moving people people people people sustainably sustainably sustainably sustainably and and seamlessly and and seamlessly seamlessly seamlessly from from from the from the first the first the mile first first mile to mile mile to the the toto last. the last. thelast. last. And And we And And we always we always wealways always gogo the go the go extra the extra theextra mile extra mile to mile mile to help help totohelp transport help transport transport transport services services services services allall over all over allover over the the globe the globe theglobe move globe move move beyond move beyond beyond beyond the the expected. the expected. theexpected. expected. siemens.com/mobility siemens.com/mobility siemens.com/mobility siemens.com/mobility

GAUTRAIN

Gautrain saves an estimated 120 kilograms of C02 emissions per month down. In the year 2000, the Gautrain was conceived. After much public planning, the outline of a project soon began to appear. In 2006, the province signed a 19-and-a-half-year contract with the Bombela Concession Company (“Bombela”), which included giants of international engineering such as Bombardier, Bouygues, Murray and Roberts, and a series of minor shareholders. Their appointment was a pivotal one: The project was delivered on time and within budget in 2010. Gautrain is a state-of-the-art 80-kilometre mass transit system, which connects Johannesburg, Pretoria, Ekurhueni, and O.R. Tambo International Aiport

- Johannesburg’s principal passenger airport. Capable of reaching up to 160km/h, cutting the time it takes to travel from Johannesburg to Pretoria from around 75 to 35 minutes. It has an annual ridership of close to 14 million passengers. Socioeconomic Impact The eﬃciency mentioned in the previous paragraph is a game changer for the many commuters - particularly those taking more than one bus journey - into the economic epicenter of South Africa. In a study conducted by Gautrain in conjunction with the Gaunteng province in 2019, the scale of these socioeconomic benefits are quantitatively laid out. The impact includes jobs and investment,

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thalesgroup.com

billion

- ©Getty Images

passengers each year benefit from Thales technologies

Search: Thalesgroup

GAUTRAIN

integrating previously unconnected regions, and environmental benefits. The positive impacts include, but are not limited to the creation of 35,000 direct construction jobs and 10,900 direct operational jobs, an estimated 74 Rand in economic benefit every time a car journey is saved, approximately 12 billion Rand of salary delivered, and approximately 20.4 billion Rand contribution to GDP of Gauteng. From an environmental perspective, every commuter on the Gautrain saves an estimated 120 kilograms of C02 emissions per month. What goes somewhat unnoticed in these headline figures, however, are the numbers that underpin them. For example, around 128 million Rand was invested to improve employee skill levels during the construction process - skills which BUSINESS EXCELLENCE [ JULY ISSUE2023 1471 ]

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S O LU T I O N S A R E O U R ST RENGT H H&P Railservice GmbH is based in Kemeten in Burgenland. The state-of-the-art office building with attached workshop and high-bay warehouse offers enough space to handle all projects properly. The neighboring grounds are also owned by H&P Railservice GmbH and there are no limits to future expansion. ECM Certifite 779

T +43 (0)3352 5081 > F +43 (0)3352 5081 14 > E office@hp-rail.com > W hp-rail.com

they can take into other employment. During this period, women received over 5,000 5, months of training and over 120 women participated in the Leadership and Mentoring Programme for Electrical and Mechanical Works. Extending the Line (And the Impact) A new expansion of the Gauteng network forms the centerpiece of a 25-year integrated transport master plan that puts rail as the backbone of South Africa’s urban transport system. The plan is timely, given that recent projections show that the number of vehicles on South African roads is set to sky rocket in the next two decades, with peak hour trips on key roads expected to take 70% longer than oﬀ-peak trips.

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The expansion of Gautrain includes an investment of around 110 billion Rand on track, with 19 new stations, while a further 24.4 billion rand will be allocated to improving existing parts of the network to extend its reach to underserved areas. This will see an additional two million township residents gain access to the network, in turn unlocking more employment and education opportunities, as well as a safer and more sustainable mode of transport. It also will increase black owned companies’ participation in the rail sector GMA CEO, William Dachs identified that “Given the delays in approvals and the detailed design and planning, as

well as land rights acquisition and the environmental authorisation process, a more realistic date for construction would be the end of 2024,”

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Gautrain: World-class infrastructure management Infrastructure neglect and asset mismanagement are endemic. In this environment, the Gautrain is a reminder that world-class infrastructure can be efficiently operated and maintained in South Africa.

problems, the causes of the problems as well as what attributed to the emergence of the problems, e.g. design defects, operator failure, or physical component failure.”

Optimising the Gautrain rail network, rolling stock, communication, signalling, power supply, overhead, track and fare collection systems is the responsibility of Bombela Maintenance Company (BMC). All targets that form part of the concession agreement have been met without exception, says Andre Botha, Chief Engineer of BMC. This includes train availability, as well as meeting scheduled arrival and departure times with a 98.16% average punctuality.

Advised by Gavin Barbier of Vetasi, an international Asset Management Advisory company and part of Cohesive, BMC will now add Maximo Scheduler to further increase their performance. “We can only service and repair a limited percentage of rolling stock at a time since train availability is of the utmost importance for meeting our targets. Scheduled maintenance and repairs must be completed within scheduled times and there is no margin for time wastage due to lack of or an insufficient supply of spare parts and components.”

Botha says to achieve these targets, “Bombela Maintenance Company relies heavily on IBM’s Maximo. I check the dashboard every morning to see which incidents have happened and which tasks were scheduled, getting a grip on the

Botha says, “Vetasi’s professional advisory services and IBM’s Maximo enable BMC to maintain its high standards of asset integrity and quality service provision to clients”.

www.vetasi.com

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GAUTRAIN

Partners and Suppliers

to contribute to the socio-economic growth of the communities it serves.

At Gautrain, procurement is viewed as a strategic function that goes beyond mere purchasing. It is a carefully orchestrated process designed to source the highest quality goods and services while fostering strong relationships with suppliers. The company recognizes that eﬀective procurement is essential for maintaining operational continuity, cost optimization, and meeting the evolving needs of its customers.

A range of partners and suppliers help Bombela to ensure that Gautrain fulfills its mandate. On the technological side, these include Vetasi Limited IT systems, TK Control Systems, Afritrack Rail Logistics Solutions, Dimension Data Advanced Infrastructure, and e-Thele SQD Networks. Siemens Mobility Systems provided the train carriages, which are among the most sophisticated in the world.

Furthermore, Gautrain places great importance on supplier diversity and local economic development. By actively engaging with local businesses and promoting the participation of historically disadvantaged enterprises, as it continues

On the mechanical and construction side, there are Concor Construction, Tractionel Enterprise, the electrical supply company, Prommac, HBS Africa Consulting Engineers and Project Managers, TJDynamic Development Practices, BUSINESS EXCELLENCE [ JULY ISSUE2023 1471 ]

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GAUTRAIN

Emaglex Parks, and Prommac. Various other external service providers include SM Services, TJDynamic Development Practices, Traﬃc Barricade, and Bureau Veritas South Africa. The Future To date, Gautrain has transported in excess of 130 million passengers, with an average punctuality of 98.4%, making it one of the most reliable passenger train services in the word. As much as an advertisement for FDI in Gauteng province and Johannesburg, it serves as a reminder to South Africa and Africa at large, about the impact that making large, long-term investments in infrastructure can have. GMA and Bomebla strive to establish an enhanced and integrated transport system, catering to a wider audience and promoting the utilization of public transportation. The primary objectives include expanding our operations and fostering collaborations or partnerships with other Bus Rapid Transit (BRT) systems. By doing so, it aim to drive down costs

for its valued customers while delivering a seamless transport experience. Gautrain’s commitment to these goals reinforces its dedication to providing eﬃcient and aﬀordable public transportation solutions. Above all, Gautrain has raised the ambitions of Johannesburg and South Africa. In 2023, it was announced that Citibank would team up with the provincial government to fund a 1.4 billion Rand ($72 million) ‘megacity’ project and airport south of Johannesburg. It is just one of five sites that the province has identified, where it wishes to boost investment and job creation. Without the success of Gautrain, it’s unlikely that it would ever have been proposed.

GAUTRAIN

Gautrain 0800 428 87246  info@gautrain.co.za www.gautrain.co.za 

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SENE

Electricity for an E

RESEARCH BY

48 2

[ ISSUE NOV 2023 1471 ] BUSINESS EXCELLENCE

MAME

ELEC

Emerging Senegal

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SENELEC

ver the past quarter century, the population of West African nation Senegal has more than doubled from slightly under 9 million to just under 18 million. While this population growth has several positive side eﬀects, including one of the world’s youngest workforces, it creates challenges on several levels. And with doubling the population, all things being equal, doubles the aggregate demand for vital services.

The responsibility to provide energy to the Senegalese people falls to Senelec the public-owned utility company led by the inspiring leadership of Papa Mademba Biteyem, Managing Director. Senegal’s government has prioritized the development of the country’s electricity sector as part of its Emerging Senegal Plan, which plans to make the country an emerging market by 2025. If anything, this has made the work of Senelec even more pivotal to the country’s success, as the following paragraph will outline. Historical Background Senelec’s origins go back to 1889 with the foundation of Société d’Éclairage Electrique du Sénégal (SEES). Having gone through a series of corporate transformations, the company that we know as Senelec first emerged forty years

West African nation Senegal has more than doubled from slightly under 9 million to just under 18 million

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SENELEC

ago, in 1983 after the merger of Électricité du Sénégal and Société sénégalaise de distribution d'électricité. It had its work cut out: The network it inherited was primarily aimed at serving the colonial class, and not Senegal’s burgeoning population, the vast majority of which lived rurally. It was a mandate that it took on with zeal. Evidence of this can be seen in its electricity sales, which increased from 604 Gigawatt hours (GWH) in 1983 to 1540 GWH in 2005. This kind of growth arguably made Senelec the most important driver of economic and social progress in the country. By 2021, this figure had grown nearly three-fold to 4191 GWH, an 8.2% increase over the same figure for 2020. In rural electrification, too, huge strides have been made in a short period. In

2019, 53% of rural citizens had access to electricity - up from 11% the year before. Recent Developments Despite its progress, pressure remains on Senelec to continue delivering, both in terms of energy supply and doing so while making the green energy transition. A recent example of this was provided by the Kahone and Kael solar plants, developed under the IFC’s Scaling Solar Program, which commenced commercial operations in 2021. With a combined capacity of 60MW, these facilities provide electricity to more than 300,000 Senegalese households.

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Bring Energy

to All to Shine !

Who are we ? 3MD Energy is an African engineering company specializing

in the design and provision of energy solutions. Given the challenge of accessing quality electrical energy in suf�icient

Reference Framework MISSION Design and provide optimal energy solutions

VISION

Being a global leader in energy solutions

VA LU E S

Excellence - Nobility - Commitment Responsibility - Generosity - Innovation Ethics

quantity at the most optimal cost in Africa, 3MD Energy, with

proven expertise in the �ield, develops products and solutions. These enable its partners to have the most

advantageous solutions for the development of their activities. As a primary partner for electricity boards in West

Africa and professionals in the Energy, Construction, Extractive Industry, and Transformation sectors, as well as in

Construction (BTP), we continuously innovate to provide

solutions with high added value, ensuring increased performance and pro�itability.

Having launched in Senegal in 2015, 3MD Energy rapidly and successfully expanded into other countries in the sub-region, including Gambia, Benin, Togo, Côte d'Ivoire, Burkina Faso, and Mali.

Contacts:

+221 77 882 82 48 +221 76 620 25 36 info@3mdenergy.com Address : KHODABA, Km 50, RN2, Commune de Keur Moussa, THIES“

www.3mdenergy.com

3DM ENERGY Empowering Progress with 3MD Energy In the ever-evolving landscape of energy solutions, 3MD Energy emerges as a beacon of innovation and reliability. Since its inception in 2015, the company has not only distinguished itself through a commitment to excellence but has also significantly contributed to the sustainable development of the West African region. A Glimpse into 3MD Energy’s Operations At the heart of 3MD Energy's operations is a dedication to providing reliable and sustainable energy solutions. Specializing in the design and distribution of highquality products, the company has positioned itself as a trailblazer in the industry. Notably, 3MD Energy is the exclusive producer of prefabricated electrical substations within the West African Economic and Monetary Union (WAEMU) territory. The company's collaborative efforts with national entities holding mandates for electricity production, distribution, and marketing in West Africa underscore its commitment to advancing policies dedicated to sustainable electricity access for the population. Comprehensive Energy Services Across Diverse Markets 3MD Energy doesn't just provide energy solutions; it crafts tailored services that cater to a diverse range of markets. From energy and industry to construction, telecommunications, and utilities, the company offers comprehensive services that align with the unique needs of each client. This commitment extends to the burgeoning markets of Africa, emphasizing the company's dedication to fostering sustainable energy development across the continent. Empowering SENELEC: A Tailored Approach The collaboration between 3MD Energy and Senelec (Senegal's national electricity company) showcases the company's prowess in delivering customized solutions. From prefabricated substations to various electrical equipment, 3MD Energy caters to Senelec's specific requirements for electricity distribution. This collaborative effort goes beyond product delivery, encompassing technical support and training tailored

to enhance the skills of the Senelec team, ensuring optimal use of the solutions provided. What Sets 3MD Energy Apart? Commitment to Excellence: 3MD Energy stands out through an unwavering commitment to excellence, sustainability, and innovation. The company prioritizes the development of the highest quality energy solutions, adhering to stringent manufacturing practices and quality control measures.

Local Industrialization: By prioritizing local production, 3MD Energy contributes significantly to the economic development of the regions it operates in, actively participating in the industrial growth of the communities served. Innovation and Expertise: The modern nature of 3MD Energy's production facility reflects a commitment to innovation, allowing the company to stay at the forefront of technology in delivering leading energy solutions. The highly skilled team demonstrates expertise in addressing the complex challenges of the energy sector. Customer-Centric Approach: Physical proximity, a diverse product range, and product availability strengthen 3MD Energy's relationship with clients. The company understands the importance of responsiveness and flexibility, ensuring clients have energy solutions tailored to their specific needs. Competitive Pricing: The competitiveness of 3MD Energy's prices underscores its commitment to offering quality energy solutions at rates that ensure both competitiveness and profitability for its clients. A Future Powered by 3MD Energy In summary, 3MD Energy's journey exemplifies a commitment to empowering progress through innovative and sustainable energy solutions. As the company continues to pioneer excellence in the energy sector, it remains dedicated to driving economic development and fostering sustainable energy solutions for a brighter future. 3MD Energy stands as a testament to the transformative power of energy when coupled with a vision for excellence and sustainability.

SENELEC

SENELEC's existing 2,000km ﬁber-optic infrastructure, is set to provide network capacity to telecom operators, government entities, and public and private companies starting from December 2023 But the country’s electricity is ramping up quickly on all fronts. The Cap de Biches project, nearing completion, will be Senegal’s largest power plant, capable of generating around a quarter of the country’s electricity needs and powering up to half a million homes. The 300 MW Cap de Biches project, in partnership with GE, will be an LNG power plant, reducing the country’s dependence on heavier fuels. In 2022, the company also announced an innovative waste-to-energy project in Kaolack, in partnership with the National Integrated Waste Management Company (SONAGED). Located a little over 200

kilometers from Dakar, Senegal’s capital, the project will enable the recycling of plastic, glass and paper, and toxic materials, which are deemed harmful to public health and the environment. SENELEC, is also making significant strides in its digital transformation through a partnership with Chinese technology firm Huawei. The ongoing deployment of a nationwide 100/200G DWDM backbone network, based on SENELEC's existing 2,000km fiber-optic infrastructure, is set to provide network capacity to telecom operators, government entities, and public and private companies starting

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A noteworthy 30 percent of the nation's power mix is now derived from renewable sources from December 2023. The extensive mostly aerial network, spanning 53 backbone sites and covering all 14 regions of the country, is a crucial step in SENELEC's commitment to innovation, cost control, and revenue growth. Papa Mademba Biteye, SENELEC's managing director, highlighted the company's focus on developing telecommunication infrastructure to meet future connectivity needs. Huawei Senegal Managing Director Lionel Liu emphasized that the DWDM transmission network would enhance SENELEC's network capacity, ensuring reliable and highly available connectivity. Placing Sustainability First Senegal's commitment to a sustainable and diversified energy future is underscored by its significant strides in renewable energy. A noteworthy 30 percent of the nation's power mix is now derived from renewable sources. President Sall marked a historic moment in February 2020 with the oﬃcial inauguration of the first phase of the Taiba Ndiaye Wind Park, Senegal's pioneering utility-scale wind project, boasting the title of the largest in West Africa. Initiating its operations in December 2019, Phase I of the Taiba Ndiaye Wind Park, featuring 16 turbines, injected 50 MW of electricity into Senegal's grid. Subsequently, the project's Phase II, launched in July 2021, added a substantial 108 MW, augmenting the country's electricity supply by an impressive 15 percent.

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Beyond its renewable energy endeavors, Senelec, the national electricity company, exemplifies its commitment to sustainability through various extracurricular initiatives. Each of Senelec's facilities undergoes a comprehensive Environmental and Social Management Plan (ESMP). This meticulous analysis evaluates all aspects of a project's sustainability, encompassing community integration, environmental impact, and various metrics crucial for ongoing improvement. In a tangible demonstration of its dedication to sustainability, Senelec, under the leadership of its CEO, took a decisive step in December 2019. The company abandoned plans for a coal-fired power plant project in the coastal town of Bargny. This strategic decision, made in collaboration with the government, aligns with Senegal's commitments under the Paris Climate Agreement. By prioritizing environmentally responsible choices, Senelec has positioned itself as a key

SENELEC

stakeholder in shaping the sustainability of Senegal's future. These initiatives collectively highlight Senegal's proactive stance in achieving a robust and sustainable energy sector, with Senelec playing a pivotal role in driving positive change. The integration of renewable energy sources and the conscientious approach to environmental and social considerations underscore a forward-looking and responsible energy strategy that positions Senegal as a beacon of sustainability in the region. Partners and Suppliers As mentioned earlier in the article, Senelec has worked closely with GE on the Cap de Biches project, but the American conglomerate is just one of a host of partners and suppliers, Senegalese and international, that Senelec regularly works with. For example, on the construction side, its suppliers include Groupe Corex an international engineering firm with roots in Senegal, Gie Touba Taif Ballodji, and Les Ciments Du Sahel SA. As a large electricity provider, it also benefits from being at the centre of an electricity ecosystem. Partners here include 3MD Energy SA stands as an engineering firm distinguished for its expertise in crafting prefabricated substations and distributing electrical equipment tailored for installers, industrial professionals, and construction contractors. And others include, Top Energie Sénégal, and Eiﬀage Énergie Systèmes. Technical services and equipment, ranging from IT to air conditioning are provided by Joke Cool SA - Air Conditioning, SIDI Group SPA, Air Liquide Senegal, and Cassis Equipment. Finally, Groupe Fuchs Petrolub supplies Senelec with industrial lubricants,

lubricating greases, and metal processing lubricants. A Brighter Future In envisioning Senegal's future, the collaborative eﬀorts of the government and SENELEC take centre stage in the ambitious transformation of the nation's energy landscape. Entrusted with key priorities outlined in the Emerging Senegal Plan, SENELEC plays a pivotal role in shaping a forward-looking energy agenda that aligns with the nation's vision of diversification and modernization. A primary focus of SENELEC's responsibilities is the strategic diversification of energy sources. Tasked with reducing reliance on expensive liquid

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fuels that currently constitute 90 percent of power generation, SENELEC is at the forefront of exploring and implementing alternative, sustainable energy solutions. This bold move not only aims to decrease energy costs but positions Senegal as a trailblazer in adopting a varied and ecofriendly energy mix. Simultaneously, SENELEC is actively engaged in expanding generation capacities to meet the escalating demand for power. Through a proactive approach to enhancing the country's energy infrastructure, SENELEC ensures a robust and consistent power supply, propelling economic growth and development. In fostering regional collaboration, SENELEC plays a key role in integrating Senegal's energy infrastructure with an emerging regional energy network. By facilitating interconnectedness, the national electricity company not only contributes to bolstering energy security but also positions Senegal as a pivotal player in the broader regional energy landscape. A critical responsibility assigned to SENELEC involves overseeing the transition from heavy fuel oil to domestic natural gas. This strategic shift, aimed at enhancing energy efficiency and environmental sustainability, places SENELEC at the forefront of steering Senegal toward a cleaner and more sustainable energy future. Concurrently, SENELEC is charged with extending electrification benefits to rural areas, aligning with the government's commitment to inclusive development. By focusing on increasing energy access for underserved communities, SENELEC ensures that the benefits of the energy

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transformation reach every corner of the nation. Despite the proactive role played by SENELEC in executing these transformative initiatives, challenges persist. Senegal grapples with some of the highest electricity generation costs in Africa. The government's subsidies, which alleviate the impact on consumers,

A primary focus of SENELEC's responsibilities is the strategic diversiﬁcation of energy sources

SENELEC

underscore the commitment to ensuring equitable access. Looking ahead, SENELEC's contributions are instrumental in Senegal's trajectory towards becoming an emerging economy. Anticipated to achieve a remarkable 90% electrification rate by 2024, with full electrification on the horizon, Senegal is poised to join an exclusive group of

nations. SENELEC's commitment to sustainability and the imminent launch of its digitization network further solidify its role in Senegal's digital transformation, showcasing the company's profound value to the nation. In the intersection of electrification and digitalization, SENELEC emerges as a key player, shaping Senegal's future in accordance with broader national objectives. SENELEC

Société nationale d'électricité du Sénégal (SENELEC)  33 867 66 66  contact@senelec.sn www.senelec.sn

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Geita Go

GEITA GO An ESG Success Story in

RESEARCH BY

62 2

[ ISSUE APRIL 1471 2023] ]BUSINESS BUSINESSEXCELLENCE EXCELLENCE

JOS

old Mine

OLD MINE Tanzania’s Mining sector

SEPH PHILIPS BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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[ ISSUE APRIL 1471 2023] ]BUSINESS BUSINESSEXCELLENCE EXCELLENCE

GGML

old mining in Tanzania goes back to the end of the 19th century, when gold mines were discovered close to Lake Victoria. After several more finds over the course of the 20th century, a culture of gold mining took hold in the country. When the mines were privatized at the end of the 1980s, it opened the door to many of the world’s most highlyregarded mineral mining companies arrived in Tanzania.

These included AngloGold Ashanti, owner of the Geita Gold Mine. Located in the Geita region of Tanzania, the mine is the ﬂagship project of the company. Just days after signing a new drilling contract with the Tanzanian government’s State Mining Corporation (Stamico), Business Excellence had the opportunity to profile the mine, an ESG success story in a country on another African country on a long term upward trajectory. History and Background The Geita Gold Mine story goes back to the early 1990s, when an exploration mission led by two government agencies, the Geological Survey of Tanzania and the Tanzania Minerals Audit Agency (TMAA), discovered significant gold deposits in the area. Having sent out an international call to tender for a suitable partner to operate the mine, the government decided on AngloGold Ashanti, which has been present at the mine to this day.

To date, the company’s total contribution to government taxes is close to $2 billion

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[ DECEMBER 2022 ] BUSINESS EXCELLENCE

GGML

TORO ARRIVES AT GEITA GOLD MINE - TANZANIA

Sandvik is a global, high-technology engineering group providing solutions that enhance productivity, profitability and sustainability for the mining, and infrastructure industries. Sandvik Mining and Construction Tanzania Limited, is one of the first major OEMs to establish a base in Tanzania in 2000. Since then, Sandvik has established its customer base with all the major mining companies in Tanzania mainly in and around the Lake Zone Area. These Customers include among others AngloGold Ashanti’s Geita Gold Mine, Barminco’s AUMS, Barrick Gold’s Bulyanhulu Mine and North Mara Mine, and Shanta Gold Mine and Taifa Mining formerly known as Caspian. Geita Gold Mine together with its main production partner AUMS, have ordered several Sandvik “Toro” LH621i Loaders and TH663i Dump Trucks for use at Geita Gold Mine. The new equipment which is manufactured in Turku, Finland, has already started to be delivered to site. Both Geita Gold Mine and AUMS and part of larger global operations and have Global relationship agreements with Sandvik but have been using Competitor Loaders and Trucks in Tanzania. Sandvik Tanzania was only supplying underground development drills and production drills and Sandvik drilling consumables. Sandvik operates a Vendor Managed Inventory (VMI) onsite and a drilling consumables contract support.

Sandvik has carried out detailed studies with the LH621i and TH663i combination confirmed that we are able to save Geita Gold Mine operations by up to 30% on operational costs relating to ore movement in the segment of our truck and loader operations. It suffices to say the loader and truck combination covers the entire customer value chain based on extensive investments in research and development, customer insights and deep knowledge of industrial processes and digital solutions. The Fuel-efficient Stage II / Tier 2 Volvo engines installed in these Units, offer long engine lifetime and low cost of ownership. The loader and truck’s low weight, efficient engine technology, fast ramp speeds for short cycle times and up to 25% lower fuel consumption compared to competition, result in low cost per hauled ton. Reduced fuel consumption also supports reduction of CO2 emissions. The LH621i Loader was delivered to site automation ready. With this combination of the Toro LH621i and the Toro TH663i Dump Truck Sandvik moves the Tonnage ! OC

Key Customer Manager

www.mining.sandvik.com

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GGML

The Geita Gold Mine is recognized as Africa’s eighth largest goldmine, with a reserve of an estimated 8.23 million ounces

This has been a fruitful relationship for both AngloGold Ashanti and Tanzania. To date, the company’s total contribution to government taxes is close to $2 billion. The mine’s cumulative royalties are over $405 million, and a combination of other taxes paid by the company and its workers has already surpassed a further $1 billion. Under AngloGold Ashanti, the mine’s

productivity reached a massive 600 thousand ounces in 2020. Current Operations and Developments The Geita Gold Mine is recognized as Africa’s eighth largest goldmine, with a reserve of an estimated 8.23 million ounces. It is an open-pit mine which produces gold through carbon-in-leach processing. The team at Geita Gold Mine uses a mining process which involves a combination of drilling, blasting, loading, and hauling of ore to the processing plant. All of this is powered by a 40MW on-site power plant, constructed in 2018. Geita Gold Mine has undergone several expansions and upgrades over the years to increase its production capacity, and it is currently undergoing another expansion project to develop a new underground mine. The mine's capacity to produce

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GGML

The expansion project, which started in 2020 and is expected to be completed this year 2023 will extend the mine life by up to 10 years about 700,000 ounces of gold annually makes it one of the largest gold mines in Tanzania with a price tag of about $500M. The expansion project, which started in 2020 and is expected to be completed this year 2023 will extend the mine life by up to 10 years as well as involving the use of a modern mining method called sublevel caving, which is a cost-eﬀective and eﬃcient way to extract gold from deep underground. The expansion program of the Geita Gold

Mine, including the development of the new underground mine, is expected to create even more job opportunities for Tanzanians, thereby contributing to the growing wealth in the region. It will also lead to an increase in tax revenue for the Tanzanian government, which can be used to finance critical social and economic development programs. Socioeconomic Contribution Mining in general has been one of the drivers of Tanzania’s impressive economic BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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Setting the gold standard Trusted. Independent. Committed. SGS SETS THE BENCHMARK FOR RELIABLE ASSAYS IN TANZANIA SGS Tanzania has a network of geochemists that can perform high-quality ore-grade analysis. We can perform single or multi-element analyses using a variety of methods, including fire assays, acid digestion, cyanide leach, tailored to the needs of the client. These are complemented by environmental services such as sampling and assays, ambient air monitoring and stack emission sampling and testing. Our local operations are supported by a global network of more than 500 laboratories in over 116 countries. SGS Tanzania African Assay Laboratories (Tanzania) Ltd Nyanza Glass Work Compound, Mkuyuni Industrial Area, Shinyanga Road P.O. Box 1826 Mwanza, Tanzania

sgs.mwanza@sgs.com +255 28255 0861 www.sgs.com/naturalresources

GGML

Geita Gold Mine takes pride in referring to itself as the most compliant employer in the mining sector by the National Social Security Fund with the 96% of the total workforce and 60% of executive management being made up of Tanzanians growth. Since AngloGold Ashanti arrived in the country 23 years ago, its GDP has grown from less than $13 billion to over $65 billion. More notably, it has only experienced one year of negative economic growth, and was one of the few countries in the world not to experience an economic downturn during Coronavirus. In addition to employing over 5,000 locals, Geita Gold Mine takes pride in referring to itself as the most compliant employer in the mining sector by the National Social Security Fund with the 96% of the total workforce and 60% of executive

management being made up of Tanzanians. There is also a qualitative impact, as Geita has implemented internships and other graduate programs which contribute towards skills development through work experience. According to Terry Strong, the managing director of GGML, the mine has implemented internships and other graduate programs for several years to contribute towards skills development by providing opportunities to gain work experience. The internship program complements the studies and provides

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GGML

the graduates with experience that could help them gain access to the labor market. The hands-on training takes place at the Geita mine, with the aim of enhancing the graduates’ employability in Tanzania. Elsewhere, in 2021, Geita conducted business with over 600 local businesses, with 86% of its procurement being Tanzania-based. According to acting Manager Director, Elder Damon: “we oﬀer tends to service providers worth more than $270 million per annum.“ Unsurprisingly, Geita also ranked second across the entire country for its support of local businesses. The company was also the first to sign up for the government’s 2010 CSR directive for mining firms. It has already contributed significant funds to projects such as the construction of local schools, health clinics, water supply systems, a Paddy storage facility, A Sunﬂower Oil Mill at Kasota village, and the Geita Town market frames. companies to follow. As the In a recent visit to the GGML Did you know? site, Dr. Biteko, the Minister Geita Gold Mine continues of Mining, stated that “the to expand and develop, it is Dr. Biteko, the company that does well in expected to contribute even Minister of Mining, CSR in the minerals industry is more to Tanzania's economic stated that “the growth and the sustainable GGM. They have done a good company that does job.” He further emphasized development of the mining well in CSR in the the need for mining industry in Tanzania. minerals industry companies to contribute is GGM. They have Partners and Suppliers to the development of the done a good job.” communities surrounding One of the reasons why them, especially in the Geita Gold Mine has been construction of hospitals, schools, and medical facilities so that the so successful is due to the quality of its suppliers. The mine works with a wide communities get better services. range of suppliers, from local businesses The Geita Gold Mine's commitment to international corporations, to ensure to responsible mining practices, that it has access to the best possible community development, and sustainable materials and equipment. development is commendable, and it Geita’s most important partner, as evidenced by the March 2023 agreement serves as an example for other mining BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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GGML

with Stamico, has been the Tanzanian government. However, there are a number of other players in the private sector that it calls on to continue delivering on its mandate. The only notable foreign name on this list is Wärtsilä, the renowned Finnish company that produces highquality heavy equipment that AngloGold Ashanti uses across its mining assets. Elsewhere, as one might expect from a company where nearly 90% of procurement is local, the partners and suppliers have a very Tanzanian ﬂavour. We start with Perenti Global unit African Underground Mining Services (AUMS) has received a contract to continue providing operations at the mine. Other examples include Freight Forwarders Tanzania Ltd, which has overseen Geita’s imports and exports since the mine began. Then there are Capital Limited which has been working with Geita since 2006 and recently been awarded a contracts at Geita for surface drilling and underground grade control and exploration, Derm Group T ltd, SGS

Tanzania whom has also operated its laboratey at Geita Gold since 2006 as well and Sandvik Mining and Construction. Other suppliers include Orica Tanzania Ltd, and AEL Tanzania assists with controlled mine explosives when required, and Nesch Mintech Tanzania, which provide drilling and mining solutions as well as Blue Coast Investment Limited whom provides transport service and Geofields Tanzania which supplies mining support services. To date, GGML has recruited more than 2,249 employees, empowered women in mining and engaged more 4,152 contractors, 97% of whom are Tanzanians Environmental Stewardship Geita Gold Mine has a strong commitment to environmental stewardship, recognizing the importance of preserving the natural environment and minimizing the impact of mining operations. The company implements a range of measures to ensure environmental sustainability, including water management and conservation,

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GGML

Water management and conservation is a top priority for Geita Gold Mine, given the importance of water resources in the region

biodiversity conservation, and reclamation and rehabilitation of land after mining activities have ceased. Water management and conservation is a top priority for Geita Gold Mine, given the importance of water resources in the region. The company implements a range of measures to minimize water use and promote water conservation, including the recycling of water in the processing plant, the use of high-eﬃciency water pumps, and the implementation of water conservation programs for the local community. The company is also committed to biodiversity conservation, recognizing the importance of protecting the unique ﬂora and fauna of the region. To this end, the company has implemented a biodiversity management program, which includes the identification and mapping of biodiversity hotspots, the protection of endangered species, and the rehabilitation of degraded ecosystems. Finally, Geita Gold Mine is committed to the reclamation and rehabilitation of land after mining activities have ceased. The company recognizes that mining can have a significant impact on land and the environment, and is committed to restoring land to its pre-mining condition wherever possible. The company implements a

range of measures to promote land rehabilitation, including the restoration of soil fertility, the planting of native species, and the creation of artificial wetlands. Conclusion The Geita Gold Mine is a shining example of responsible mining practices and sustainable development in Tanzania. The company has made significant contributions to the Tanzanian economy, creating jobs, generating tax revenue, and supporting local businesses and communities. The company is committed to environmental stewardship, implementing measures to promote water management and conser vation , biodiversity conservation, and land reclamation and rehabilitation. The company's commitment to responsible mining practices, community development, and sustainable development is commendable, and serves as an example for other mining companies operating in Tanzania and beyond. GGML

Geita Gold Mine  +255 222926594 www.geitamine.com

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PERU'S QUELL

Digital Minin

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ng Sustainably

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n the pulsating heart of the global energy transition, copper has ascended to an unparalleled prominence, wielding its influence over technologies that propel us into a sustainable future. In this electric symphony, the Quellaveco Copper Mine in Peru emerges as a dynamic maestro, not merely mitigating the echoes of a looming global copper shortage but orchestrating a transformative saga of innovation, sustainability, and community harmony. Across a tapestry woven with 10,000 years of copper's indispensable role, Quellaveco strides onto the stage, a monumental creation nestled in the rugged landscapes of Moquegua, southern Peru. This collaboration between Anglo American (60%) and Mitsubishi Corporation (40%) isn't just a mining venture; it's a bold proclamation – the largest mining investment in Peru, an audacious foray into digital frontiers.

Imagine a mine not bound by tradition but surging forward as Peru's pioneer 100% digital marvel. Quellaveco dances on the precipice of innovation, entwining autonomous processes and a cutting-edge Integrated Operations Center, where realtime data fuels operational prowess and resource eﬃciency. This is a $5.3 billion odyssey, an open-pit mining venture unearthing one of the planet's most formidable porphyry copper deposits, a juggernaut with a reserve base eclipsing 1.3 billion tonnes. But Quellaveco isn't just numbers; it's a promise—a promise of sustainable mining practices, a promise etched into the very fabric of its existence. As we delve into the pulse of this copper colossus, join us on this editorial journey where Quellaveco not only addresses the exigencies of global copper supply but redefines the very essence of mining in a world clamoring for sustainability. In BUSINESS BUSINESS EXCELLENCE EXCELLENCE [[ ISSUE DEC 2023 1471 ]

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This is a $5.3 billion odyssey, an open-pit mining venture unearthing one of the planet's most formidable porphyry copper deposits, a juggernaut with a reserve base eclipsing 1.3 billion tonnes the captivating rhythm of Moquegua's landscapes, Quellaveco reverberates not just as a mine but as a beacon of possibility, an emblematic force steering the trajectory of Peru's mining landscape. Buckle up as we embark on a riveting exploration of Quellaveco's unfolding narrative—an editorial feature that delves into its technological marvels, socioeconomic impact, and the possibilities that spring forth from the conﬂuence of mining prowess and sustainability. In this editorial feature, our team at BE Mining takes an in-depth look into the developments at the Quellaveco project and all its possibilities.

development in 2014 included the diversion of the river. This involved the construction of four tunnels totaling 13km in length and three dams of 40m to 85m in height. The construction, led by Anglo American's world-class technical team, saw four construction camps housing 8,400 workers on site, a tailing storage facility, a water

Background The project has been in the making for over 30 years since Anglo American obtained the concession for the Quellaveco copper deposit via public tender, which belonged to the assets of the state-owned Minero Perú. In 1995, the Tumilaca, Pocata, Coscore and Tala communities approved the sale of land to develop the mine following an open and transparent process. With Quellaveco located on the course of the Asana River, the early site infrastructure

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At 3,500m above sea level is the open pit mine from which the copper will be extracted. This includes the primary crusher, truck and other equipment maintenance workshops, the first of three giant electric shovels, and a conveyor belt to take the rock mineral through a tunnel to the processing plant. A protective barrier and tunnel have been built to protect the course of the Asana River. The Papujune Plant will have the capacity to process more than 127,500 tons of ore per day. It is made up of mills and ﬂotation cells to separate the copper. The Integrated Operations Center (IOC), the "brain" of the mine to control all processes, and the coarse particle plant with eﬃcient use of water and energy are based here.

storage, pipeline system, and associated port infrastructure. The project created over 29,000 jobs in the construction phase, with 2,500 jobs expected to be completed during operation. In an area known as Alta Montaña, at 4,500 meters above sea level, Quellaveco's most challenging works have been built. An engineering system captures water the project needs from an intake in the Titere River, whose waters are unsuitable for human consumption due to high boron and arsenic contaminants. An 88 km carbon steel pipeline carries water from the river to a processing plant and the 60 million m3 Vizcachas dam. This will capture surplus rainfall and provide a small fraction to the mine, and the rest to the Moquegua community.

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In the Cortadera area is the tailings conduction system that will go from the Papujune plant to a tailings dam. The system, designed with a zero discharge concept, will allow water received at the dam to be reused and returned to the mineral processing plant. The project's final point is a concentrate warehouse and a loader built at the Ilo port facilities to carry minerals directly to the ships. Quellaveco is a pioneer in the use of renewable energy in large-scale mining, since the demand of 187 MW for its

Adolfo Heeren, CEO of Anglo American Peru, expressed, “First copper production at Quellaveco is a key milestone in our delivery of this world-class asset, on time and on budget operations comes from renewable sources from the Punta Lomitas Wind Power Plant, contributing to significantly reducing greenhouse gas emissions. . In addition, he highlighted the female presence at Anglo American in Peru, reaching 38.2% in leadership positions and 24.5% of the total workforce. In a pivotal moment for the Quellaveco project, July 2022 witnessed the inauguration of copper concentrate production and the initiation of comprehensive testing for the mineral

processing plant. Authorization from Peru's Ministry of Energy and Mines was secured, paving the way for the operation of mining facilities and the commercialization of copper production. Adolfo Heeren, CEO of Anglo American Peru, expressed, “First copper production at Quellaveco is a key milestone in our delivery of this world-class asset, on time and on budget." This achievement, achieved in under four years postproject approval, even amidst significant pandemic disruptions, underscores the steadfast commitment to the workforce, BUSINESS BUSINESS EXCELLENCE EXCELLENCE [[ ISSUE DEC 2023 1471 ]

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local communities, the Moquegua region, and Peruvian government stakeholders. The commencement of copper concentrate marks the testing phase for the processing plant and signifies the escalation of mining activities, showcasing the project's readiness for full-scale operations. Once fully operational, Quellaveco is poised to yield 300,000 tonnes of copper annually over its initial decade, embodying a

Quellaveco will be the ﬁrst 100% digital mine in Peru and the ﬁrst Anglo American mine to begin in this way

SATTEL CHILE SATTEL CHILE INTERNATIONALIZES ITS TECHNOLOGICAL SOLUTIONS TO THE MOST ` IMPORTANT MINING MARKETS IN THE WORLD. Sattel Chile, is a Chilean company with more than 10 years in the market. It’s a company of innovation and technological solutions that is oriented to the design and development of its products among which are the Auxiliary Device Protector (PDA); Solar Carts, Cachimba Wireless Control System (SCIC), Access Control System (SICAM). They are currently present in the Peruvian market with SICAM and PDA. They are also present in Brazil, and Australia, one of the most important countries in terms of technology in mining, where an alliance was generated with a prestigious local company to begin exporting the development of its successful PDA technology and its Backup Units, a solution cataloged as a success story in the Chilean mining industry, with testament more than ato thousand its enduring units installed commitment in the most to important mining companies in Chile. excellence and operational readiness. Due toMining its recognition Digital First in the Peruvian market, Anglo-American contacted them for an automatic system of gate andistraffic lights for Anglo American adopting a Quellaveco major first This project included interaction with byMine. operating a sustainable mining model existing technologies such as Webdigitalization Control and underpinned by technology, and MineStar. sustainability. The implementation They all phase work was hand carried in hand out efficiently, to develop achieving smart, the installation safer and of access more eﬃportals cientfor mining. light and heavy vehicles, as well as the successful integration with existing platforms.

Its FutureSmart Mining strategy is applied across The SICAM its global projectoperations at the Quellaveco to transform Mine is how a reflection it sources, of extracts, Sattel Chile's processes, commitment moves to and innovation marketsand products. operational Quellaveco efficiency. will Thisbe not onlydigital improves security and access theproject first 100% mine in Peru and the control but also demonstrates to adapt first Anglo American minethetoability begin in this to emerging technologies the mining sector. the way. It will also move in mining towards future with a solid commitment to the wellsattelchile.cland being and safety of its collaborators communities.

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Its Concentrating the Mine concept addresses the need for greater mining precision and lower energy consumption, water and capital consumption. On the path to carbon-neutral mining production, Anglo American is utilizing methods to produce a reduced environmental footprint using precision mining technologies and data analysis. One of these elements is Digital Twins, cutting-edge technology that allows the creation of a virtual replica that simulates everything that happens at Quellaveco. Technology allows Anglo American to test diﬀerent solutions several times until the best alignment and result from the virtual part is achieved and moved to reality. Predictive tests have been carried out to reduce risks, optimize resource use, and improve production performance. Another strand of the Future SmartMining strategy is the Integrated Operations Center (CIO), the "brain" that will control Quellaveco's production processes. The

The Quellaveco Fund, a $10 million trust, has ﬁnanced 48 local community projects since 2011, focusing on education, health, nutrition, and agriculture, positively impacting over 26,500 lives CIO's function is to control production data, safety reports, autonomous processes and environmental measures in real-time. In addition, it will process data that will arrive from sensors installed throughout the production chain, and with this, predictive intelligence will be applied to anticipate events. The CIO will be overseen by 80 people on a 24/7 basis.

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Socio-economic Impact Quellaveco's commitment to sustainable mining extends far beyond the extraction of copper; it's a dedication to fostering positive socio-economic change in the Moquegua region of Peru. Anchored in a collaborative ethos, Anglo American initiated a comprehensive consultation in 2011, engaging with 31 local authorities and institutions alongside community representatives to shape the project's contribution to Moquegua's sustainable development. The outcome was a set of 26 commitments covering water management, environmental care, and social investment. This commitment materializes through numerous social programs and initiatives. The Moquegua Emerge enterprise program, a partnership with the InterAmerican Development Bank, has empowered over 1156 local entrepreneurs. Quellaveco has conducted 20+ capacitybuilding programs, benefiting over 9000

participants, enhancing employability in the mining sector and other economic spheres. Notably, the project champions diversity and skill development, exemplified by training Moqueguana women to operate massive mining trucks.

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Investing in education, Quellaveco plans to transform the José Carlos Mariátegui technical-educational institute into a Center of Excellence, emphasizing the project's long-term commitment to knowledge development. The Quellaveco Fund, a $10 million trust, has financed 48 local community projects since 2011, focusing on education, health, nutrition, and agriculture, positively impacting over 26,500 lives. Moreover, the 'Moquegua Crece' Collaborative Regional Development program, launched in 2021, underscores Quellaveco's dedication to sustainable and inclusive development. In partnership with key entities, this initiative works to strengthen public investments, improve services, and enhance infrastructure.

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Quellaveco's impact isn't confined to the mine's immediate vicinity; it resonates across entrepreneurial networks, agricultural ventures, and collaborative eﬀorts aimed at region-wide growth. Adolfo Heeren, CEO of Anglo American in Peru, highlights the profound socioeconomic impact, anticipating a 10% boost in Peru's copper production. Quellaveco actively engages with local suppliers, stimulates regional growth ecosystems, and channels investments through initiatives like the Moquegua Development Fund, Agro Quellaveco, and Moquegua Crece. Beyond copper extraction, Quellaveco is scripting a narrative of sustainable growth, community empowerment, and inclusive development, showcasing the transformative potential of responsible mining practices.

Contracting and Supply Partners The Quellaveco copper project in Peru has strategically engaged a consortium of world-class contractors and suppliers, reflecting a commitment to local engagement, innovation, sustainability, and cutting- edge engineering solutions. Fluor, a key player since 2014, not only managed the early site infrastructure development but also secured the engineering, procurement, and construction contract for the ore processing facility, subcontracting earthmoving operations to Graña y Montero. Turner and Townsend joined the project in 2010, providing crucial cost and commercial management services. Local engagement and personalized monitoring are exemplified by GAM BUSINESS BUSINESS EXCELLENCE EXCELLENCE [[ ISSUE DEC 2023 1471 ]

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Alquiler Perú S.A.C, a machinery rental provider, and NAZCA ENERGY, a transformer manufacturer. Siemens' gearless drive technology powers an overland conveyor, showcasing innovation and efficiency gains of up to 4 percent. EPIROC contributes to safety and efficiency with six autonomous Pit Viper drill rigs, programmed for cautious operation. Molycop, with state-of-the-art plants in Lima and Arequipa, offers comprehensive solutions, including grinding media, instrumentation, and process optimization. Metaproject S.A. brings global technologies and digital transformation to mining project design, while MAPTEK provides innovative software, hardware, and services. Fundición Ferrosa proposes improvements for critical chutes, and ALQUIMODUL SAC assembles prefabricated modules for temporary installations. Sayr undertakes the construction of the main stone crusher, conveyor belt line, and truck workshop. Sgs Peru and Arcadis Peru ensure highquality engineering services with a focus on

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water reusage and reduced consumption. Ferreyros S.A. supplies Caterpillar mining equipment, and GroundProbe implements a comprehensive geotechnical monitoring strategy, emphasizing safety. In a groundbreaking move toward sustainability, Anglo American and ENGIE's Peru-based subsidiary have committed to converting the energy supply for the Quellaveco copper project to 100% renewable sources. This initiative, coupled with an eight-year agreement for "green energy" inputs starting in 2029, positions Quellaveco as a pioneer in promoting nonconventional renewable energy plants within the mining sector.

Looking Forward Quellaveco mine transcends conventional mining narratives, ushering in a new era of innovation, sustainability, and community engagement. This is best put as in the eloquent words of Adolfo Heeren, CEO of Anglo American in Peru, the success of Quellaveco lies not only in its productivity

but in its shared vision of development, anchored in sustainability, innovation, and technology. This isn't just a mining venture; it's a glimpse into the future of mining processes. At the heart of Quellaveco's narrative is the audacious Sustainable Mining Plan spearheaded by Anglo American. This plan doesn't merely seek coexistence with nature; it boldly aims to achieve a net positive impact on Moquegua's biodiversity. Quellaveco aspires not only to extract copper but to regenerate the local ﬂora and fauna, presenting a novel paradigm in the industry. It's not just a mining project; it's a transformative force, striving to harmonize industrial vigor with ecological resilience. Beyond its mining endeavors, Quellaveco emerges as a symbol of responsible and avant-garde mining practices. Anglo American's Sustainable Mining Plan, with its three pillars—environmental harmony, community prosperity, and corporate

leadership—transcends the ordinary. Quellaveco isn't merely a copper project; it's a manifesto for responsible mining, a symphony of innovation, and a carnival of positive transformation. As we gaze into the future, Quellaveco stands as a beacon, heralding a mining renaissance—a paradigm shift where prosperity, sustainability, and community vibrancy converge into a resounding crescendo that echoes far beyond the mine's boundaries. Get ready to witness the Quellaveco way—a legacy of progress, innovation, and community empowerment.

Quellaveco Copper Mine  01723 470 010  cropnutrients.info@angloamerican.com www.angloamerican.com

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GUYANA WATER

Redeﬁning W

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INCORPORATED

Water Quality

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GWI

uyana is derived from the Amerindian language that translates to the ‘Land of Many Waters’. And it’s easy to see why, given the country’s abundance of freshwater that ﬂows from its many rivers, streams and creeks.

The South American nation, bounded by the Atlantic Ocean, has three large rivers, the Demerara, Essequibo and Berbice. Among its many waterfalls is the mighty Kaieteur Falls, which is not only the largest single-drop waterfall in the world but, at 226m, is five times higher than Niagara Falls. While Guyana’s water resources can meet domestic demands and support continued growth in the agricultural and industrial sectors, there are growing concerns about the quality of its drinking water. This is due mainly to various issues from biological and chemical contamination, inadequate sewage networks and wastewater treatment plants, and the increasing scale of mining operations. However, this is where Guyana Water Inc (GWI) steps in and is now providing a multibillion dollar approach to solving some of the long-standing issues experienced in the country and enhancing proper water resources management. Incorporated in 2002, GWI is a semiautonomous entity that resulted from the merger of the Guyana Water Authority and the Georgetown Sewerage and Water Commissioners. As an arm of the Ministry of Housing and Water, GWI brings the water and wastewater services of the 65 local authorities together under one national service provider.

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employment costs. Streamlining the workforce to 988, GWI achieved an annual savings of $240 million, showcasing their unwavering commitment to operational excellence.

GWI became responsible for all public water services involving potable water supply and wastewater collection and disposal within the capital, Georgetown. Its responsibilities also encompass overseeing the investment and procurement of new projects and the continued management and maintenance of the sewerage sector. This feature looks at the GWI’s operation headed by Chief Executive Oﬃcer (CEO), Shaik Baksh, has turned around the fortunes of the agency by making it more sustainable as well as highlighting the many infrastructure projects that GWI is embarking on to ensure that water quality and sanitation for its citizens are of international quality. A Strong Leadership Under the visionary leadership of CEO Shaik Baksh, Guyana Water Inc (GWI) has undergone a remarkable financial renaissance, presenting a prime opportunity for B2B collaboration. With a keen focus on revenue optimization, particularly from commercial partners, outstanding debts have been reduced to just over $3 billion. Baksh's strategic acumen has propelled GWI into a new era of commercial vitality, empowering the company to operate without the need for overdraft facilities and ensuring a seamless cash ﬂow for all commitments, including

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Furthermore, the company's astute financial management is evident in substantial reductions in electricity costs and strategic supplier payment plans. By nearly extinguishing an inherited debt of $800 million, GWI is on a path of financial resurgence. The installation of 15,000 new meters in 2021 and a target of 20,000 for the current year underscore their commitment to operational eﬃciency. The company is actively inviting industry pioneers to join them in achieving 85 percent meter coverage by 2025, a crucial step towards reducing water losses and ensuring financial stability. Through a strategic focus on reducing Non-Revenue

GWI

Water (NRW), GWI is poised to bring NRW losses down to approximately 45 to 50 percent by 2025, solidifying their position as an industry trailblazer. Capacity

servicing 53% of customers and more than 250 water wells nationwide. There are also clear water springs in hinterland locations from which water is distributed directly to the network, similar to the wells.

GWI supplies potable water to various communities via two primary well water sources derived from sand wells and surface water from rivers, creeks, springs and canals. These water sources have inherent characteristics which require respective treatment and monitoring to address various parameters, such as turbidity, colour, metal contaminants and E. Coli.

GWI's scientific services department oversees water quality testing, instrumentation use, and standards enforcement. Lab testing of water quality through sampling, testing, and reporting enables it to oﬀer appropriate interventions for quality control in line with international standards.

The corporation serves over 172,000 customers and produced 160 million cubic meters of water in 2019, with 52% meter coverage, via 28 water treatment plants

Additionally, the corporation has 24 sewerage pumping stations that form a sewerage system within central Georgetown and a septic receiving

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UNLOCKING GUYANA'S POTENTIAL: ZECO GROUP OF SERVICES INC. In the heart of Guyana's development surge, Zeco Group

and Engineering to Construction and Commissioning.

of Services Inc. (ZGSI) emerges as a transformative force,

ZGSI is also actively engaged in utilizing Sustainable and

shaping the nation's future through a blend of Visionary

Green Technologies and Processes in the execution of

Projects, Comprehensive Services, and Strategic

its Projects. Through its plethora of Human Resources

Partnerships. Its recent accomplishment of triple ISO

and Innovation-Centred Vision, it has positioned itself

Accreditation – 9001 (Quality), 14001 (Environment) and

to expertly address the diverse Challenges underpinning

45001 (Occupational Safety and Health), demonstrates its

the Development Journey of Guyana with resilience and

unwavering commitment to progress alongside its pivotal

fortitude.

collaboration with Guyana Water Inc (GWI) to upgrade and expand its network throughout Guyana.

Strategic Alliances: The alignment of ZGSI with GWI exemplifies its commitment to collaborative success. By

Leading the Way with Projects: ZGSI has acquired Projects

working hand-in-hand with GWI, it actively contributes to

of recent that would enable it to redefine how work is

enhancing the Water Supply Infrastructure, ensuring that

executed in the infrastructure landscape of Guyana.

communities have access to this vital resource.

Utilizing novel Methods, Processes and Technologies marked by innovation and precision, ZGSI intends

Zeco Group of Services Inc. strives to be a catalyst for

to not only bolster the development of the Physical

positive change, aligning vision with action to steer

Infrastructure of Guyana but to also foster its economic

Guyana towards a prosperous and sustainable future. As

growth, simultaneously elevating Communities across

it continues to reform development paradigms, the nation

Guyana.

stands enchanted by its transformative growth.

Comprehensive Services: ZGSI offers a holistic suite of Services that span various Sectors, ranging from Design

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www.zecogy.com

GWI

wastewater treatment plants. These plants will be constructed at the end of the Georgetown Sewerage System and the other at the Tucville Sewerage System. Current Projects station at Tucville that receives sewage from a network within the TucvilleStevedore housing schemes. These two network stations collect eﬄuent from about 60,000 residents and a transient population of another 200,000. The estimated combined daily per capital load is approximately 11,000 cubic meters. Part of the company's developmental program is the construction of two

With the World Bank projecting Guyana's population growth forecast of 2.1% through to 2030, GWI is presently in the midst of a strategic five-year plan to continue improving, upgrading and expanding potable water for its diverse communities. GWI's strategic goal is to provide 90% treated water coverage by 2025. The company has launched three projects, totaling over $40 million, for the construction of seven water plants to treat water across the coast and benefit close

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As the Government continues to develop thousands of new housing lots, GWI has created a new unit within its structure to control the pace and expansion of infrastructure works to 100,000 people. The contracts were signed under GWI's Coastal Water Treatment Infrastructure Programme. Supported by Government of Guyana funding, the programme will see the water treatment plants being constructed at Onderneeming in Region 2, Parika, Wales and Lust en Rust in Region 3, Caledonia, Cummings Lodge and Bachelor's Adventure in Region 4.

A further $143 million has also been invested in treatment to achieve a satisfactory level of water service. The projects and their sizeable investments are also a realization of the Government's commitment to prioritizing the improvement of water infrastructure and, ultimately, water service across Guyana. As the Government continues to develop thousands of new housing lots, GWI has created a new unit within its structure to control the pace and expansion of infrastructure works. The strategic plan will also see 12 existing plants upgraded, with 12 smaller plants slated to be built. GWI is also embarking on a $170M restoration project of the Friendship Water Treatment Plant on the East Coast of Demerara. As part of the project, seven new filters have been installed to increase the plant's treatment capacity. The newly installed filters will be linked to the plant's storage tank and are expected to produce approximately eight mega-liters of water per day and benefit about 7,000 residents locally. Crucially, some 40 new wells will be drilled in the Guyana hinterland regions in 2023, with the Government allocating $1.4 billion to increase access to potable water for communities.

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GWI

Over the past two years, access to potable water in the hinterland regions has increased significantly. Coverage in the hinterland increased from 46% in 2020 to 75% in 2022. It is now working to achieve 85% coverage by the end of 2023 and complete coverage for the hinterland by 2025. GWI is also on its way to providing 99% access to water on the coastal belt. In late 2022, GWI secured $8.5 billion in contracts to construct seven new water treatment plants in communities along the coast. In 2023, it will embark on a pilot project and tendering for ten new in-line treatment plants to be set up to test the plants. These seven new treatment plants, 12 upgraded treatment plants and a new pilot project are expected to serve up to 300,000 people.

Over the past two years, access to potable water in the hinterland regions has increased signiﬁcantly. Coverage in the hinterland increased from 46% in 2020 to 75% in 2022. GWI has also set out its plans for wastewater and sewerage upgrades, with $40 million of the strategic investment programme projected to be expended. A portion of these resources will be for the rehabilitation and expansion of Wastewater Treatment Systems in Georgetown and New Towns.

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Additionally, GWI will be rehabilitating and expanding the Ruimveldt Sewerage Collection Station. Approximately 15,000 cubic metres of untreated wastewater is discharged daily into the Demerara River. An estimated $10 million is needed to extend the gravity sewer network to collect septic tank eﬄuent from Kitty, Festival City, Guyhoc Park and La Penitence area. GWI is also making strides to improve its disposal methods by constructing a Central Georgetown Wastewater Treatment Plant, which is expected to cost $30 million. The plant will treat 20,000 cubic metres of raw sewage daily from the existing Central Georgetown sewage network. Strategic Partners and Suppliers As part of Guyana Water Inc.'s vision and mission to bring high-quality water and services to its communities, it has matched that with an internationally recognized

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quality control programme to monitor all its projects. GWI’s procurement process for projects is through public advertisement, with submitted proposals evaluated by an evaluation committee selected by the National Procurement and Tender Administration Board (NPTAB). The analysis is based on various factors, such as the experience of the company and its staﬀ and accepted practices and techniques, depending on the nature of the contract.

GWI

Socio-Economic Impact Water poverty is a complex issue that aﬀects many aspects of human development, such as health, education, income, and the environment. The World Bank suggests Guyana has experienced a decline in poverty over the past decade but still faces challenges such as coastal ﬂooding, low agricultural productivity, and limited access to essential services.

Three recent contracts awarded by GWI attest to the quality of the contractors that they can attract. These international firms comprised Hi Pro Ecologicos Mexico, Sigma Engineers Limited from Bangladesh and Toshiba Water Solutions Private Limited from India. R Kissoon Contracting Service is a construction services company that has worked with GWI on its projects. Additionally, Zeco Group of Services is another key partner, oﬀering fabrication and technology among its supply services to meet the demand for future infrastructure development in Guyana. Other partners and suppliers that complement GWI contracts include JemCorp Engineering & Imports, C&L Construction Inc, Build Smart Const., H. Nauth & Sons, Adamantium Holdings, Morris Jeﬀrey Enterprise, Farm Supplies Ltd Read, VG GROUP INTL, International Import Supplies, Behary Automotive Ltd., General Marine Company and GEO Enviro Support Services Guy. Inc GWI has acknowledged in its strategic plan that reliable, high-quality water supplies are increasingly essential to attract foreign direct investment into Guyana.

Water poverty is a complex issue that affects many aspects of human development, such as health, education, income, and the environment The socio-economic impacts of water poverty include increased vulnerability to natural disasters, which can damage infrastructure, crops, and livelihoods; reduced opportunities for education and employment, especially for women and children, who often bear the burden of fetching water or coping with waterrelated diseases, and a lower quality of life through a lack of nutrition, hygiene, and sanitation. Access to potable water and a reliable, safe water supply are essential contributors to the industrial and related growth that leads to progressive social development. GWI is acutely aware that, for all the water the nation experiences, it still needs to do more to ensure that water quality and BUSINESS EXCELLENCE [ ISSUE NOV 2023 1471 ]

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safety are at their highest. Its strategic plans of recent years, and the one that it is currently in the midst of, will ensure that thousands more people will be lifted out of 'water poverty' and benefit from the latest project implementation. It has also engaged with hinterland communities to improve sanitation through rainwater harvesting. Moving Forward According to the International Monetary Fund, Guyana’s economy is set to expand by 38% this year thanks to the oil wealth it is now tapping into. Massive oﬀshore oil deposits first drilled by Exxon Mobil Corp. in 2015 have allowed the economy to quadruple in size over the last five years, with rapid growth projected to continue for some time. Oil production will continue

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to expand as three new approved fields come on stream between 2024-27, and a sixth field is expected in 2028. According to a recent report from the International Organization for Migration, between 2013 and 2018, travellers from the Caribbean were recorded as having the highest increase in migration to Guyana compared to those from Venezuela, Europe, and the United States of America

GWI

GWI’s vision for the water sector is: “sustainable water and basic sanitation for all by 2030”

to adequate, safe, aﬀordable and reliable water services, practice safe sanitation and hygiene and that water resources are sustainably managed.” (USA). The labour study attributes these travel trends to Guyana’s emergent oil and gas industry and subsequent sectors, where it is estimated that up to 160,000 jobs will be in demand in the coming years. Such dynamics are set to change and challenge the face of Guyana in future years. GWI has adopted strategies to counter the demand for its water supplies and eradicate the triple challenge of poverty, unemployment and inequality confronting the country. GWI’s vision for the water sector is: “sustainable water and basic sanitation for all by 2030”, which means ensuring that “all people living in Guyana have access

GWI’s mission will be to lift the lives of hundreds of thousands of people across the country. With the commitment of the Government and key contractors, with the construction of new treatment plants, the rehabilitation of existing ones and the installation of new in-line filters, it is on course to expand coverage across the nation and achieve 99% potable water access. GWI

Guyana Water Incorporated  (592) 227 8701 Fax: (592) 227 8718  com.dept@guyanawaterinc.com www.guyanawaterinc.com

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NATIONAL WATER CO

Flowing Bet

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[ ISSUE APRIL 1471 2023] ]BUSINESS BUSINESSEXCELLENCE EXCELLENCE

JOS

OMMISSION JAMAICA

tter than Eve

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NWC

he name Jamaica derives from Xaymaca – a term meaning “land of wood and water” - which was given to the island by its first inhabitants, the Taino. While the face of Jamaica has changed irrevocably since those times, the name at least hints at the potential that the country has to deliver water access to its population. The National Water Comission (NWC) Jamaica is the organization tasked with delivering on this goal.

It is no small task. Most of Jamaica’s water infrastructure was laid down in the 1960s and is need of repair or, in some cases, replacement. Economic diﬃculties faced by the island nation over the past forty years have only increased the challenge. But as this article will show, the statistics underline that the NWC is getting there. Business Excellence decided to took a closer look at the agency which is fundamental to Jamaica’s wellbeing. Background The introduction mentioned how much of Jamaica’s water infrastructure was put in place in the 1960s. This pre-dates NWC, which was formally established in

The NWC supplies nearly 200 million gallons of potable water each day to more than 400,000 registered accounts approximately 2 million, or around 70% of Jamaica’s total population

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The latest phase of addressing the challenge began with the National Water Sector Policy and Implementation Plan, released in 2019 1980 after the merger of the Kingston and St. Andrew Water Commission and the National Water Authority (NWA). The merger led to all of the island’s major water systems being overseen by a single authority for the first time in the country’s history.

population. The remainder is accounted for several decentralized water sources such as water tanks and public stand pipes. Demand continues to grow, particularly in the industrial sector, which now accounts for over 20% of the country’s GDP. This increases the NWC’s challenge.

Today headed by Mr. Mark Barnett and his team dedicated staﬀ the NWC supplies nearly 200 million gallons of potable water each day to more than 400,000 registered accounts - approximately 2 million, or around 70% of Jamaica’s total

2019 Policy and Implementation Plan The latest phase of addressing the challenge began with the National Water Sector Policy and Implementation Plan, released in 2019. The document forms part BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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Jamaica has enough of fresh water resources to meet both its human and ecological needs of the government’s Vision 2030 Jamaica: National Development Plan, a 21-year plan whose main goal is for Jamaica to achieve developed country status by 2030. Access to potable water for all Jamaicans is clearly a central component of this vision. In order to achieve this, the document set out a number of policy measures for the NWC to implement across integrated water resources management, climate change adaption and mitigation, energy eﬃciency, drought management, and rainwater harvesting. In total, the works for the NWC will require total investments

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of approximately $100 billion for water supply and $75 billion for wastewater both significant sums. In a recent interview with Mr. Mark Barnett, President of NWC the first question that was asked is “does Jamaica have enough water?” His answer was yes, Jamaica has enough of fresh water resources to meet both its human and ecological needs. The challenge is where the water is the majority of the population do not necessarily live there which leads to the question of how

NWC

do we move it. “The challenge is the quality of our network and that where the investments needs to be focus on. We need new capacities meaning new treatment facilities and this because the work of improving the eﬃciency of the network is a long process and not a short term activity”. The goal is improved water distribution and sustained water supply which will remove the current inequalities present by geographic region. This is also the reason NWC has invested in None Revenue Water program which is currently in Kingston and expected to be rolled out throughout the island. Investments and Operational Turnaround The NWC’s progress is highlighted by some of the landmark projects it has delivered since the Water Sector Policy

Plan. An example of such can be seen in the oﬃcial commissioning of the $130-million New Building Water Supply System in St. Elizabeth in November 2022. Works are also ongoing at Kingston and St. Andrew and St. Catherine water infrastructure to dramatically enhance the water eﬃciency in each location.

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NWC

Despite the huge capital outlays, as of 2023, NWC is highly proﬁtable, showing net year-to-date proﬁt of nearly $3 billion as of January 2023

In this context, water eﬃciency doesn’t just mean that the NWC has been able to dramatically reduce water loss; it also means that it now pumps this water using less energy than before. As the country’s largest consumer of energy, how it generates its energy is of particular relevance. In 2022, it commissioned a 50KW per hour system at the Mona Reservoir and launched a project to install 45MW of clean energy. This will benefit the NWC in excess of $1 billion a year.

In fact, across Jamaica, in urban and rural areas, NWC is investing at pace. Examples can be seen in the Baron Hill to Samuel Prospect pipeline replacement works in Trelawny; the replacement of aged pipelines serving the greater Black River area, and the installation of several secondary storage tanks to improve reliability and reduce energy consumption at Frazer Hill in St Thomas, Liberty in St Ann, Westgate in Montego Bay, and Clarendon. BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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Despite the huge capital outlays, as of 2023, NWC is highly profitable, showing net year-to-date profit of nearly $3 billion as of January 2023. Its mandate means that all of this profit will find its way back into investments in the company infrastructure, ultimately leading to knock-on benefits for its citizen stakeholders. It has also earmarked investments of around $7 billion for 2023, which would put it ahead of schedule for its end of the 2030 National Strategic Plan. Suppliers NWC’s mission is made possible not only by a series of internal and external stakeholders. The fact that the company has less than 500 employees is a testament to how much it outsources key tasks to

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important partners and suppliers. These will become even more key as it ramps up its investments and operations in the years ahead. The list includes a range of equipment providers, among which are Isratech Waterowrks, Tyres-R-US, Matrix Tech Limited, SCL (Jamaica) Limited, Appliance Traders Limited, LS Duhaney & Company Limited, and Champion Industrial Equipment & Supplies Limited. Gulfstream Petroleum has been responsible for ensuring that NWC meets its considerable energy needs. Elsewhere, the company sources essential raw materials and chemicals from companies like Ansa Coating Jamaica Limited, Industrial Chemical Company Limited, and Paramount Trading Limited. Its growing technology requirements are

catered for by Royale Computers and Accessories Limited. Incotek Company Limited assists it in water treatment, and Quality Plus Contracting Co. Limited is its chosen construction partner. The Future Jamaica’s Prime Minister, the Most Hon. Andrew Holness perhaps best summarized the progress of NWC when he recently referred to it as: “stronger more robust utility, able to better carry out its mandate.” This can be measured across a range of metrics, both operational and financial. In some parts of Jamaica, the quantity of water wasted has been cut by over half. The intention is to bring this to a level near zero before 2030. This kind of eﬃciency attracts positive attention. Privatization of the NWC has BUSINESS BUSINESSEXCELLENCE EXCELLENCE[ [APRIL ISSUE2023 1471 ]

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NWC

Jamaica’s Prime Minister, the Most Hon. Andrew Holness perhaps best summarized the progress of NWC when he recently referred to it as: “stronger more robust utility, able to better carry out its mandate.” been a historical talking point in Jamaica, coming and going under different governments and internal company management teams. Its role as a driver of Jamaica’s movement to become a developed country by 2030 may make this even more of a possibility than in the past. As potential investors look on with admiration, NWC’s stock is certainly on the rise.

NWC

National Water Commission Jamaica  +1 876-929-3540 www.nwcjamaica.com

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AIB

BLAISE DIAGNE INTER

An airport at the height of a co

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RNATIONAL AIRPORT

ountry with great expectations

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AIBD

laise Diagne International Airport (AIBD) is located near the city of Ndiass, a town in the African country of Senegal. The airport was named after the Senegalese politician who in 1914 became the first black African deputy in the French National Assembly. It serves as the new airport for Dakar, the country’s capital, since the old Léopold Sédar Senghor International Airport became too small for the number of current operations. The airport is located 58 km (36 miles) west of the city of Dakar, and it is the new main air terminal in Senegal, which operates international ﬂights to various destinations in Africa, Europe, the Middle East and the United States..

Drums, dances and the popular Senegalese mbalax in the voice of the singer Youssou N'dour welcomed the new Blaise Diagne International Airport (AIBD), back on December 7, 2017. After 10 years of work, runways finally opened that day and

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AIBD is the result of the efforts of former President Abdoulaye Wade and the tenacity of his successor Macky Sall hundreds of people, mainly from nearby towns, gathered to attend the opening ceremony oﬃciated by President Macky Sall. The inauguration featured four African heads of state and government as guests of honour. The airport isn’t too big but it’s very modern, especially when compared to the ancient facilities of the Léopold Sédar Senghor. AIBD is the result of the eﬀorts of former President Abdoulaye Wade and the tenacity of his successor Macky Sall. One of the objectives was to decongest the collapsed city of Dakar.

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AIBD’s importance and impact The strategic partners who contribute the most to AIBD's operations are the three shareholders of LAS namely: LIMAK, AIBD SA and SUMMA. In addition to these three main partners, LAS benefits from the contribution of all airport operators, whether institutional or private. Business Excellence Magazine had the opportunity to interview Mr Askin Demir, Chief Executive Oﬃcer at LAS LIMAK AIBD SUMMA SA. According

GTA

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to Mr Askin Demir, “since • Senegal's socio-economic and political environment, its opening, the airport Did you know? has contributed 160 billion which favours investment FCFA to the economy of and business . This There was a Senegal through various advantage will be greatly 10% increase in activities. Regarding traffic, accentuated with the passenger traffic there was a 10% increase exploitation of oil and gas. in the first year in passenger traffic in the of operation first year of operation. The • The new airport airport has also passed infrastructure that facilitates upkeep and technical many certifications on operations, such as ICAO, ISO, ACA, AHA, maintenance. among others”. • The presence of a strong airline, making We asked Mr Askin Demir about Blaise AIBD a connecting hub in the region. Diagne International Airport’s competitive advantages. He mentioned the airport “has • A toll motorway that links it with Dakar a strategic geographical position that gives and a railway line, the TER, is under it a competitive advantage in the West construction. Likewise, the airport enabled African sub-region”. Other competitive a whole network of bus lines with up to 80 advantages he mentioned were: vehicles from Dakar, Thiès and Mbour, and also assigned 100 new taxis to this facility.

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AIBD

Blaise Diagne International Airport experienced its biggest trafﬁc peak since opening in July 2022. This conﬁrms the phenomenon of "Revenge Travel" currently seen at airports worldwide

Growth strategy in the midst of “revenge travel” Blaise Diagne International Airport experienced its biggest traﬃc peak since opening in July 2022. This confirms the phenomenon of "Revenge Travel" currently seen at airports worldwide. However, as the AIBD has a tradition of a peak period in the summer season, practical operational arrangements were already underway to deal with this phenomenon.

Regarding the airport’s growth strategy, according to Mr Askin Demir “the strategy is mainly linked to the development of the national airline Air Senegal, which currently holds 40% of the traffic and operates nearly half of the airlines”. For a country without great natural resources (at least until the oil already discovered on the deep seas begins to flow), but with surprising political and social stability, this airport also represents a firm commitment to tourism, another of the axes of the government’s plan. Visitors who want to explore the country without the hassles of the capital will find it easier than ever. In the cargo sector, a second terminal will be set up and the airport has committed to the WLP (World Logistics Passport) program which aims to retain cargo customers. The advent of the TER (Regional Express Train) at the AIBD in its phase 2 is also an asset for the development of the airport and the strengthening of its connectivity. A holistic public-private effort In the area of sustainability, AIBD has made great strides since its commissioning by obtaining Carbonne Level 2 accreditation (ACA 2) and by engaging in consolidation projects aimed at Level 3. AIBD is also working on a solar farm project, in its efforts to reduce its carbon footprint.

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For the coming years, LAS will work to maintain the trend of increasing AIBD traffic through various airline development actions, in conjunction with our partner Air Senegal to consolidate the Dakar hub” stated Mr Askin Demir “For the coming years, LAS will work to maintain the trend of increasing AIBD traffic through various airline development actions, in conjunction with our partner Air Senegal to consolidate the Dakar hub” stated Mr Askin Demir. “The finalization of the "Airport City" project of our partner AIBD SA will also be a priority for the Airport in the coming years as well as the development of a new terminal to support the development of traffic”.

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AIBD

With a cost of 492 million USD and a capacity of three million passengers per year, the airport aims to be much more than an airport and become an intercontinental hub Through the PSE (Plan Sénégal Emergeant), the government of Senegal has given definite assets to the air transport sector to provide it with modern airport infrastructure. The AIBD was carried out within this framework and the state continues this program with the modernization of airports in the interior of the country. The latter will make it possible, in the long term, to provide Senegal with an efficient air network. Dakar, located on a peninsula that is stifling its growth, no longer lives up to the dreams of this country. In addition to the airport, the city already has a renovated Conference Center and an exhibition center, a sports complex, a ministerial city, an industrial center, and thousands of homes, among other infrastructures that are under construction. These collective efforts aim to turn the Diamnadio-Diass area in Senegal into the new administrative and economic center of the country. With a cost of 492 million USD and a capacity of three million passengers per year, the airport aims to be much more than an airport and become an

intercontinental hub that, at the same time, stimulates the promising Senegalese economy. So, if Senegal is in your plans anytime soon, you’ll find vibrant cities, and an airport that lives up to the stature of a country with great expectations.

AIBD

 +221 33 939 69 00  info@aeroport-dakar.com www.aeroport-dakar.com

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PORT AUTONO

A Key Cog in Seneg

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JOS

OME DE DAKAR

gal’s Logistics Sector

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PAD

tatistics provided by Senegal’s National Agency of Statistics and Demography (ANSD) show that the West African country’s merchandise exports grew almost three-fold between 2009 and 2019, the period before the Covid-19 pandemic. Although this growth can be attributed to several factors, perhaps none deserves more credit than the arrival of DP World at Port Autonome de Dakar in 2007.

During its time at Port Autonome de Dakar (Dakar Port Authority), DP World has transformed the terminal into one of the best in Africa, increasing productivity by over 200% and reducing vessel waiting time from 35 hours to zero. With the terminal fresh from realizing a record container handling performance of 76,282 TEU in March 2023, Business Excellence dropped by to profile a key cog in Senegal’s logistics sector. Background The French language is so freely spoken at Port Autonome de Dakar hints at its French origins in modern times. The port was first built by the ruling French regime in 1857 when Dakar was one of the major

DP World has transformed the terminal into one of the best in Africa, increasing productivity by over 200% and reducing vessel waiting time from 35 hours to zero

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BATHYMÉTRIE CARTOGRAPHIE GÉOPHYSIQUE GÉOTECHNIQUE SÉDIMENTOLOGIE COURANTOLOGIE ENVIRONNEMENT ÉROSION CÔTIÈRE PORTUAIRE & FLUVIAL

DEPARENTIS S.A.S - 12 Bvd Djily Mbaye, Immeuble Azur 15 - BP 50555 - Dakar, Sénégal deparentis@deparentis.com - www.deparentis.com 142

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PAD

Today, the port is operated by the Port Autonome de Dakar Authority led by Ceo, Mountaga Sy trading ports on Africa’s west coast. It wasn’t until nearly 100 years later, in 1960, that the port underwent expansion as it became a priority for the newly independent Senegalese nation-state. Today, the port is operated by the Port Autonome de Dakar Authority led by Ceo, Mountaga Sy, the government entity is responsible for the management and development of the port. It oversees the day-to-day operations, maintenance, and strategic planning of the port's facilities and services. Over time, the port of Dakar was overtaken by several other ports on Africa’s western

seaboard, but its takeover by DP World in 2007 marked a historical turning point. DP World signed an agreement with the Senegalese government to manage and develop the container terminal at the Port Autonome de Dakar. Under this agreement, DP World operates the container terminal known as Terminal à Conteneurs de Dakar (Dakar Container Terminal or TCD) which currently handles 1,000 trucks a day and accounts for up to 95% of Senegal’s imports and exports. DP World's involvement in the Port Autonome de Dakar has brought expertise and investment to the port, contributing BUSINESS BUSINESS EXCELLENCE EXCELLENCE [[ ISSUE MAY 2023 1471 ]

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DP World has set a new container handling record at the Port of Dakar, handling 76,282 TEU in the month of March alone to the improvement of container handling and the overall eﬃciency. By leveraging its global experience and best practices, DP World has continued to enhance the port's capabilities, attract more shipping lines, and promote trade in the region. This led to significant growth over the next decade and a half leading to 22 million tonnes of cargo being processed in 2021. And in March 2023 DP World has set a new container handling record at the Port of Dakar, handling 76,282 TEU in the month of March alone. “This record performance in March is the result of excellent teamwork, detailed planning and execution, while at

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the same time ensuring the highest levels of safety and risk management,” said Clarence Rodrigues, CEO of DP World Dakar. “We managed to achieve this while maintaining our current high-performance levels. A more productive container terminal allows us to attract more vessels and further strengthen the Port of Dakar’s position as a regional trade hub.” The operators’ ambitions for further growth were underlined in 2022 when it began construction of a $1.13 billion deep water port 50km south of Dakar called the

PAD

Port of Ndayane. The investment will be DP World’s largest port investment across its African operations, and the largest single private investment in the history of Senegal. An integrated port and logistics hub by 2035 The motive to build the new Port of Ndayane 50 kilometers south of Dakar first arose when it became clear that the limits imposed by the current port’s position in Dakar were inconsistent with the long-term goals of the country’s policymakers. DP World is joined in its biggest-ever investment in Africa by British International Investment (BII) in its investment, which contributed $300 million to the port’s development. The new port is set to transform Senegal into

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“Senegal has been one of the fastest-growing countries in Africa and we believe it has strong potential for further economic growth,” says Suhail Albanna, the chief executive ofﬁcer of DP World Middle East and Africa region a thriving regional powerhouse, as well as supercharging trade with its neighbor, Mali. The port, located outside the city center, is projected to facilitate additional trade equivalent to 3% of Senegal's GDP, contributing to a cumulative increase of $15 billion in the total value of national trade by 2035.

Both parties DP world and BII share an exciting vision for the new Dakar Port Center. The construction of the $837 million container terminal alone will generate over 1,000 direct jobs. It will be a state-of-the-art facility for cargo handling, storage, and distribution that will take operational eﬃciency to a new level, while simultaneously reducing

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PAD

The port is predicted to eventually enable the trade equivalent of 80% of GDP environmental impact. The developers are also working closely with the local customs administration to ensure that more space is freed up to ensure ﬂuidity on the jetty at the port, dramatically enhancing the port’s ﬂuidity. The new port will add to what has already been a highly successful venture for DP World in Senegal. Since arriving in 2007, its investments have transformed the terminal into the best-performing in West Africa, and one of the best on the continent. This is best viewed in terms of productivity, where TEUs have grown from 265,000 in 2008 to 738,000 in 2022 - almost a threefold increase in just 14 years.

Socioeconomic Impact The success of the Port of Singapore (PSA Corporation Limited and Jurong Port) is a global example of how a port’s operations can positively turnaround the socio-economic position of a nation and indeed region. Similar can be said of PAD and its positive impact on the lives of the people over the decades directly through the import and export of goods and indirectly via generation of revenue for the state. In Senegal customs duties from the present port generate around 20% of total government revenue The Port of Dakar also contributes to strengthening regional integration and BUSINESS ISSUE2023 1471 ] BUSINESSEXCELLENCE EXCELLENCE [ [MAY

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trade facilitation within the West Africa region. “Senegal has been one of the fastest-growing countries in Africa and we believe it has strong potential for further economic growth,” says Suhail Albanna, the chief executive oﬃcer of DP World Middle East and Africa region. When ready, the extension of the Dakar port will help Senegal's development in the coming decades by addressing regional inequities through increased infrastructure capacity. The new Port of Ndayane will provide much-needed capacity to Senegal and other Sahelian countries that rely on this gateway. The port is predicted to eventually enable the trade equivalent of 80% of GDP. Analysis conducted by BII has found that around 48% of the Senegalese population will benefit from the port directly or indirectly and that it will support 2.3 million jobs. There is also the knock-on benefit for countries inland of Senegal, particularly BUSINESS BUSINESSEXCELLENCE EXCELLENCE [[MAY ISSUE2023 1471 ]

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landlocked Mali and Burkina Faso, a catchment area of over 40 million people. The port’s impact will just be an extension of Port Autonome de Dakar’s existing socioeconomic impact on the communities it serves. It has implemented numerous initiatives to support local development that include job creation, capacity building, and community outreach programs. The establishment of the PAD foundation, which places a particular focus on education, has created a vehicle through which these initiatives can be delivered. Supply Chain Partners Strategic supply chain partners, subcontractors, and consultants are critical to the success of Port Autonome de Dakar’s projects. The organization works with a range of these entities to leverage global best practices, access new markets, and enhance its service oﬀerings. It also works

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closely with local suppliers and contractors to support local businesses and promote economic development, which is reflected in the profile of its supply chain partners. Any profile of Port Autonome de Dakar’s partners should begin, however, with a somewhat unlikely partner: The Japanese government provided a non-refundable subsidy of 21 billion CFA Francs to renovate the Mole 3 project. The project was part of the ongoing cooperation between Senegal and the Republic of Japan and was dedicated entirely to the Malian traffic flowing through the port. The port’s other partners include equipment, machinery, and technology providers such as Froid Auto Centenarie, SICAS, Delta Marine Industries, Q-Prost Water, Sesam Informatics, and La Senegalaize de L’Automobile. Logistics and engineering consulting services are provided by the multinational Bolloré, Deparentis, Apex Senegal, Sorama, Tanger

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Med Engineering, and Papex Senegal. Laborex Senegal assists with logistics and warehousing, ASKIA Assurances enables the port to carry out its activities while minimizing its financial risks, and Barry Junior Enterprise is the organisation's trusted legal advisor. Rounding out the list are HDF Construction Company SA, which is currently working on the development of the new port, and Sonatel/Orange Business Services, which cater to the port’s growing ICT requirements. The Future Seaports are multidimensional and dynamic entities. They are complex institutions that, despite being defined by their location, interact with numerous organisations, agencies, and individuals outside local and national bounds. Ports, in eﬀect, bridge the land-sea divide while simultaneously interacting with institutions

and interests and at the Port Autonome de Dakar, this is no diﬀerent as it journeys towards establishing a major maritime transport and intermodal hub A brief glance at the Port Autonome de Dakar’s impressive growth trajectory tells you all you need to know about where this port was headed. With the arrival of the new port on the horizon, this organization is about to enter a new stratosphere entirely. As it does so, it will continue to focus on a long-term strategy that focuses on diversifying its operations, expanding its customer base, and promoting sustainable development. PAD

Port Autonome de Dakar  +221 33.849.45.45 www.portdakar.sn

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