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Boliden Aitik Copper Mine
Where Sustainability Thrives
STUTTGART 21
Visionary Leap in Rail Infrastructure
Where sustainability Thrives
Gold and Growth the Newmont Ahafo Mine
Kinross Tasiast Gold Mine
Unearthing a Legacy in the Golden Heart of East Africa
Tunnel Euralpin Lyon Turin
Nachtigal Hydropower Project
Ministry of works and transport
The Tilenga Project
Heritage Petrolium
Staatolie Maatschappij Suriname
TheStuttgart 21 Railway Project is a monumental undertaking in the heart of Europe’s transportation network, symbolizing innovation, connectivity, and urban transformation. Envisioned as a transformative venture, this multi-billion-euro project aims to reimagine Stuttgart’s central railway hub, connect key cities across Europe, and redefine the urban landscape of one of Germany’s major cities. Despite challenges, Stuttgart 21 exemplifies a forward-thinking approach to modern infrastructure development, offering lessons in ambition, collaboration, and resilience.
Launched officially in 1994 and currently nearing completion, Stuttgart 21 is an integral segment of the trans-European high-speed railway network linking Paris and Budapest. At its core, the project involves converting Stuttgart Hauptbahnhof from a terminus into an underground through station, eliminating bottlenecks and enabling seamless rail travel. It features groundbreaking engineering, with 60 kilometers of new railway, 16 tunnels,
18 bridges, and over 25 kilometers of high-speed track. Deutsche Bahn (DB), Germany’s national railway operator, leads the initiative, supported by numerous regional and international stakeholders.
Berthold Huber, Member of the DB Infrastructure Board, highlighted the project’s importance: “Stuttgart 21 is the most complex commissioning of a new railway hub in Europe in recent decades. It embodies the future of sustainable mobility in Germany and beyond.”
One of Stuttgart 21’s primary goals is to enhance connectivity, both regionally and internationally. Travel times between key destinations will dramatically decrease:
Stuttgart Hauptbahnhof to Stuttgart Airport: reduced from 27 minutes to 8 minutes.
Ulm to Stuttgart Airport: from 1 hour 35 minutes to 30 minutes.
Stuttgart to Ulm: just 27 minutes for long-distance services.
Additionally, the new Merklingen - Schwäbische Alb station will unlock regional rail access, benefiting millions of passengers annually.
Winfried Hermann, Minister of Transport for BadenWürttemberg, stated: “The connectivity improvements fostered by Stuttgart 21 will place our region at the forefront of Europe’s high-speed rail revolution.”
Stuttgart 21’s architectural vision redefines the relationship between transportation and urban living. The underground station hall, designed by ingenhoven architects, combines elegance with innovation. The hall’s centerpiece is its 28 chalice-shaped columns, each rising to meet a translucent roof that allows natural light to cascade into the space. These columns, crafted with precision from reinforced concrete, are both functional and aesthetic—supporting the station’s structure while creating a serene ambiance for travelers.
The roof’s steel-and-glass design is more than an artistic statement; it reflects an eco-conscious approach. By leveraging natural light and enhancing thermal regulation, the station reduces its energy footprint, setting a new benchmark for sustainable transportation hubs. The dimensions of the hall—47 meters long and 80 meters wide—underscore its capacity to handle significant passenger volumes while maintaining an open, inviting environment.
Above ground, Stuttgart 21 unlocks 100 hectares of prime urban land, previously dominated by rail tracks. This space is being transformed into the Stuttgart Rosenstein district, a masterclass in sustainable urban development. Rosenstein will feature residential zones, commercial hubs, parks, and cultural landmarks, all designed to meet climateneutral standards. The district’s seamless integration with Stuttgart’s iconic Palace Gardens enhances the city’s green footprint while providing residents and visitors with new recreational opportunities.
Dr. Frank Nopper, Lord Mayor of Stuttgart, emphasized: “Stuttgart 21 is not just a railway project; it’s a catalyst for urban renewal. Its architectural brilliance and urban
regeneration initiatives make our city more vibrant and future-ready, serving as a global example of infrastructure innovation.”
The project’s integration of architecture and urban planning addresses key challenges faced by modern cities: reducing noise pollution, mitigating urban sprawl, and fostering walkable environments. By relocating rail operations underground, Stuttgart 21 minimizes urban fragmentation, creating a cohesive cityscape where historic landmarks coexist harmoniously with cutting-edge infrastructure.
Moreover, the design’s focus on accessibility is transformative. Barrier-free pathways, elevators to every platform, and intuitive wayfinding systems ensure inclusivity for passengers with reduced mobility. The station’s design also anticipates future demands, with adaptable infrastructure that can evolve alongside the city’s growth.
Incorporating eco-friendly principles into its design, Stuttgart 21 underscores the importance of sustainability in modern infrastructure. From energy-efficient materials to the expanded green spaces that will envelope the district, the project reflects a commitment to balancing progress with environmental stewardship. The Palace Gardens—extended and revitalized—symbolize this harmony, offering a natural oasis in the heart of Stuttgart’s urban landscape.
Stuttgart 21’s architectural and urban innovations establish it as a model for integrating infrastructure with the natural and built environments. This is not merely a station; it is a visionary statement about the future of cities.
The project’s engineering achievements are as impressive as its vision. Completing 56 kilometers of tunnels required advanced tunneling methods to navigate Stuttgart’s challenging geology, including swelling anhydrite. By September 2023, all tunnels were successfully excavated, marking a major milestone.
However, Stuttgart 21 has faced significant hurdles, including delays, cost overruns, and environmental
concerns. Initially budgeted at €2.6 billion, estimates now range between €11 and €12 billion. Public protests and safety critiques, such as the steep underground platform gradients and fire safety considerations, have further complicated progress. Despite these setbacks, stakeholders remain steadfast in their commitment.
Wolfgang Drexler, Project Spokesman, acknowledged: “We underestimated the complexity early on. Yet, overcoming these challenges underscores the project’s transformative potential and the determination of all involved.”
Environmental considerations are integral to Stuttgart 21’s mission. By promoting rail over road travel, the project aims to significantly reduce carbon emissions. Additionally, its urban renewal component integrates green spaces, expands the city’s Palace Gardens, and establishes Stuttgart Rosenstein as a climate-neutral district.
The Digital Node Stuttgart (DKS) project complements these efforts by modernizing rail control systems with energy-efficient, digital technologies. ETCS (European
Train Control System) implementation ensures optimized train traffic, further enhancing sustainability.
The Stuttgart 21 project is not only a catalyst for infrastructure but also a driver of economic growth. Construction has created thousands of jobs, both directly and indirectly, benefiting local suppliers and contractors. Companies such as SÜlzle Stahlpartner, ROBUSTAGAUKEL, and MC-Bauchemie have provided specialized materials and expertise, ensuring regional economic benefits.
Dr. Volker Wissing, Federal Minister for Digital Affairs and Transport, emphasized: “Stuttgart 21 exemplifies the power of partnerships in achieving infrastructure goals that benefit entire regions and nations.”
Stuttgart 21’s design prioritizes passenger convenience and accessibility, redefining what travelers can expect from a modern transportation hub. Every aspect of the
station is crafted to offer seamless, efficient, and enjoyable experiences for millions of annual users.
Accessibility Redefined: Barrier-free access throughout the station ensures that passengers with mobility challenges face no obstacles. Each platform is equipped with multiple elevators, escalators, and tactile guidance systems for the visually impaired, ensuring universal inclusivity. Additionally, the station’s intuitive layout and state-ofthe-art signage provide effortless navigation for all users, reducing travel-related stress.
Streamlined Transfers: The underground design allows passengers to move smoothly between regional and long-distance trains without the delays associated with terminus layouts. With efficient through-platforms and clear connections to Stuttgart’s S-Bahn, U-Bahn, and bus networks, Stuttgart 21 transforms the city into a true transportation nexus.
Time-Saving Travel: With speeds of up to 250 km/h, highspeed connections slash travel times dramatically, offering commuters and tourists alike faster and more convenient options for reaching their destinations. Key routes such as Stuttgart to Ulm and Stuttgart Hauptbahnhof to the airport benefit from unprecedented efficiency.
Comfort-Driven Design: Natural light floods the station through its innovative translucent roof, creating a welcoming atmosphere. Spacious waiting areas, ergonomic seating, and modern amenities cater to the comfort of travelers. Enhanced ventilation systems and soundproofing further elevate the station’s ambiance, making it a pleasant space to navigate or spend time in.
Future-Ready Technology: Stuttgart 21 integrates cuttingedge digital solutions to enhance passenger experience. Real-time updates on arrivals, departures, and delays are delivered via a robust network of digital displays and an intuitive app. Additionally, ticketing systems are designed to accommodate mobile, contactless, and traditional methods, streamlining the boarding process.
Sustainability in Practice: Eco-conscious features, such as optimized ventilation and energy-efficient lighting, align with Stuttgart 21’s broader environmental goals.
These initiatives not only reduce the station’s operational footprint but also inspire passengers to embrace sustainable travel options.
Community-Centric Services: Stuttgart 21 reimagines the role of a station in urban life. With retail spaces, dining options, and cultural exhibits planned for its concourse, the station becomes more than a transit point—it evolves into a vibrant community hub where travelers and residents can engage and unwind.
By combining accessibility, comfort, technology, and sustainability, Stuttgart 21 sets new benchmarks for passenger-centered rail infrastructure. It exemplifies how thoughtful design can transform routine travel into an enjoyable and enriching experience.
As Stuttgart 21 transitions into its final construction phases, anticipation builds for its operational debut in December 2026. Key tasks remain, including comprehensive testing, interior construction, and full integration of digital systems. Upon completion, the project promises to set new benchmarks for rail infrastructure worldwide.
The journey of Stuttgart 21 has been arduous, but its vision and potential are undeniable. For C-level executives and global infrastructure leaders, this project offers invaluable insights into navigating complexities, embracing innovation, and achieving transformative impacts.
Stuttgart 21 is more than a railway project; it’s a bold blueprint for sustainable, interconnected, and urbancentered infrastructure. By addressing operational, environmental, and urban challenges, it serves as an inspiration for similar initiatives worldwide.
As Berthold Huber aptly concluded, “Stuttgart 21 demonstrates that ambitious infrastructure projects, though challenging, are essential for shaping the future of mobility and urban living.”
Copper is known for its excellent ability to conduct electricity and heat. Thus making it a vital resource in the advancement of both modern electronics and communities and crucial for increased electrification.
So it is no surprise that electrification is at the heart of the Boliden Aitik Copper Mine in northern Sweden. It is the nation's largest open-pit copper mine and the world's most efficient.
The mine is also one of the most modern, given it features an advanced electrification project for rock trucks. This project effectively drives the decarbonization of the operation and brings sustainability to the fore.
The Boliden Aitik Copper Mine is 3 km long, 1.1 km wide and 450 meters deep and lies just south of Gällivare.
Ore containing copper, gold, and silver is mined around the clock from chalcopyrite. The work at Aitik is done by some of the biggest machines in the world. They include rock dumpers weighing 570 tonnes when loaded, whose wheels alone are 4 metres across, and excavators whose buckets can hold 45 cubic metres of rock.
These machines are operated by nearly as many women as men, which makes Aitik one of the most gender-neutral mines in the world. With around 900 employees, the Aitik mine is the largest private employer in the Gällivare Municipality.
Boliden's copper is produced at the smelters Rönnskär in Sweden and Harjavalta in Finland. It sells both
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copper cathodes to metal customers and copper anodes to industrial clients.
As copper, like other metals, can be recycled endlessly without compromising its properties or quality, the smelters Rönnskär and Harjavalta recycle and produce new copper with a low carbon footprint.
In 2023, around 40,700 tons of ore were processed to form metal concentrates containing copper, gold and silver. Aitik now produces 2 million tons of copper annually.
Boliden's portfolio of mines is among the safest in the world, and due to advanced automation, the mines are also becoming increasingly digitized.
Boliden is conducting a unique initiative to develop automation in mines in a crossfunctional programme with employees from the entire group and partners such as Volvo, Ericsson, Atlas Copco, Sandvik, and ABB. The goal is to keep production running non-stop round-the-clock, but the most significant gain is improved safety.
The goal is to keep production running non-stop roundthe-clock, but the most significant gain is improved safety
A truck operating in the Aitik operation consumes around one million litres of diesel annually. During 2018-2019, a project for electrifi cation of rock trucks was conducted in Aitik. Four CAT 795-trucks were adapted with current collectors, similar to those on railway carts, and a 700 m long test lane was built.
The results were so promising that in late 2019, a decision was made to expand the project with a total of 3 km of electrical
lanes, including the existing one, and equip ten more trucks with current collectors.
A pilot for its Autonomous Hauling System – the first of its kind in Europe – was conducted in Aitik with seven trucks. When implemented in 2024, 17 self-driving trucks will form part of regular operations, with optimized driving performance and less idleness contributing to higher production capacity.
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Ore haulage has been highly automated, enabling large-scale production while also ensuring a safe workplace with good climate performance. The open pit's reserves and planned production will provide a further 27 years of mining.
Boliden also recently signed an agreement with the Swedish explosives supplier Hypex Bio regarding the production and delivery of nitrate-free and environmentally friendly explosives. As a result, the need for nitrogen treatment of water will be strongly reduced, and climate performance will improve by around 400 tons of CO2 per year.
The technology has proven to meet Boliden's requirements for safety, performance, and the environment, as well as reduced carbon dioxide emissions. Tests have also been carried out in the Aitik copper mine.
In addition to its primary supply partners, Boliden Aitik Mining collaborates closely
with a range of other key partners, each playing a vital role in advancing its operational objectives and sustainability initiatives. Partnerships with organizations such as KCEM emphasize Boliden's commitment to promoting sustainable practices in the use of energetic materials, further enhancing its efforts in recycling and recovery.
Orefi elds Raise Boring AB contributes significantly to infrastructure development through its specialized raise boring and shaft services, bolstering Boliden Aitik Mine's operational capabilities. Moreover, NKR Demolition Sweden AB's expertise in providing demolition services for infrastructure projects not only aids in site redevelopment but also aligns with Boliden's vision for responsible resource management. Fredheim Maskin's supply of equipment for waste rock management underscores Boliden's dedication to environmental rehabilitation efforts, while Swecon's provision of machinery and equipment support services ensures the smooth functioning of mining operations.
Furthermore, partnerships with Isakssons Markteknik AB, BDX Företagen AB, and MOMEK MOMIN AB further complement Boliden Aitik Mining's operations, encompassing crucial aspects such as crushing and sorting equipment, support services, maintenance, and repair of mining equipment. Together, these collaborative endeavors epitomize Boliden Aitik Mining's holistic approach to partnership engagement, driving forward its objectives of sustainability, efficiency, and excellence in the mining industry.
To strengthen biodiversity and create accessible nature experiences for the public, Boliden has inaugurated the Sarkanenä Sustainability Park close to the Aitik mine. The company's aim is for additional sustainability parks to be introduced in connection with active or decommissioned sites.
Åsa Jackson, Executive Vice President of People and Sustainability at Boliden, said: "Mines inevitably have an impact on the environment and the local community in which mining takes place.
"However, by restoring the land or setting aside other land and initiating efforts to promote biodiversity, we can strengthen the overall natural values and contribute to long-term solutions for both ourselves and others."
Boliden's sustainability parks are areas within its land holdings consisting of
Boliden's sustainability parks are areas within its land holdings consisting of forest land, decommissioned sites or land adjacent to active sites that can be opened to the public
forest land, decommissioned sites or land adjacent to active sites that can be opened to the public.
Sarkanenä Sustainability Park, located about 10 km south of Gällivare, includes other features, such as a circa-2 km hiking trail with an experience trail. The park is the result of a collaboration between Boliden, the Swedish University of Agricultural Sciences and the land owner Sveaskog.
Boliden has also announced it will spend US$350 million improving the tailings dam at the Aitik copper mine. "Ongoing geotechnical investigations in Aitik show
the need to eventually change to a new dam construction method to ensure longterm disposal of tailings," the company said in a statement.
The company said that Boliden also wants to strengthen Aitik's current dam to meet the best industry standards. The Swedish miner has identified areas of poorer soil conditions, and has suspended plans for dam heightening and tailings deposits in these areas.
Boliden will now strengthen existing dam structures and move some infrastructure, a process the company estimates will take
two years. After this work is completed, the company will resume work on heightening the dams and depositing tailings.
Across its mines' portfolio, Boliden now employs around 6,000 employees, has annual revenues of approximately $7 billion, and is listed in the Large Cap segment of NASDAQ OMX Stockholm As Europe's leading producer of sustainable metals, and guided by its values of care, courage, and responsibility, the company will continue to operate in exploration, mines, smelters, and recycling.
Looking ahead, the company's vision remains steadfast and ambitious. As it commemorates a century since the discovery of gold in Fågelmyran in 1924, Boliden aspires to become the epitome of a climate-friendly and respected metal provider on a global scale. Through innovation, collaboration, and unwavering
dedication, Boliden envisions a future where the extraction and processing of metals are harmonized with the principles of ecological preservation and community enrichment.
In the coming years, Boliden's journey will be defined not only by its continued growth and profitability but also by its profound impact on shaping a more sustainable and equitable world. As it forges ahead into its second century, Boliden stands poised to lead the charge towards a brighter, greener future for the mining industry and beyond.
Boliden
Aitik
+46 8 610 15 00
Fax: + 46 8 654 80 90
www.boliden.com BACM
of Prosperity and Preservation
In the fertile heartland of Ghana, known for its thriving agricultural sector, the Newmont Ahafo Mine has emerged as a beacon of modern mining. Since commercial production began in 2006, Newmont’s Ahafo Mine has transformed the region’s landscape and economy, ushering in an era of gold extraction that stands alongside centuries of agricultural prosperity. Situated approximately 290 km northwest of Accra, Ghana’s capital, the mine has become a cornerstone of the national economy, balancing industrial growth with environmental sustainability and community development.
The Ahafo Region, traditionally known as “the food basket of Ghana,” boasts fertile land and favorable weather patterns that support a wide range of crops, including cocoa, maize, and cassava. Agriculture has long been the primary economic activity in the area, sustaining livelihoods through both subsistence and commercial farming. However, the discovery of significant gold reserves along the Sefwi Volcanic Belt has reshaped the economic landscape of the region.
Newmont's Ahafo Mine operates in two major ore zones—Ahafo South and Ahafo North. The Ahafo South operation, which started in 2006
Mantrac is at the forefront of the Mining sector in Ghana with a history of supporting the industry with quality and reliable equipment and world class product support that align with modern technology in mining. This is in line with our mission of providing superior levels of customer service, focusing on specific customer needs,
Mantrac has been a leader in Ghana’s mining industry, providing dependable, cutting-edge equipment tailored to meet the demands of modern mining. From extraction to processing, Mantrac has been the preferred provider of Cat® equipment and services for surface, underground, and hard rock mining.
For over 20 years, Mantrac Ghana has partnered with Newmont Ghana across their three mining sites. With a team of over 450 skilled technicians and dedicated support staff, we ensure that Newmont’s equipment operates at peak performance, maximizing efficiency and uptime.
To further enhance customer support, including for clients like Newmont Ghana, Mantrac has invested millions of dollars in infrastructure and technological advancements. A key investment is our world-class Component Rebuild Centre, equipped with state-ofthe-art technology to rebuild and test all major components, adhering to Caterpillar’s safety, quality, and contamination standards.
We understand the challenges of sourcing spare parts internationally. That’s why Mantrac ensures high in-territory parts availability, maintaining a wide-reaching network to keep our customers’ operations running with minimal downtime.
Newmont's Ahafo Mine operates in two major ore zones—Ahafo South and Ahafo North. The Ahafo South operation, which started in 2006, has produced over 8 million ounces of gold to date, making it the largest gold mine in Ghana. Meanwhile, the Ahafo North project, a significant undeveloped deposit with over 3.8 million ounces of reserves, is expected to extend Newmont’s operations well into the 2050s. The Ahafo North site is anticipated to add between 275,000 and 325,000 ounces of gold annually, bolstering Ghana’s position as one of the leading gold producers in Africa.
Mantrac is dedicated to environmental sustainability. We recently supplied Newmont with Africa’s first Cat R2900XE, a cutting-edge electric drive loader designed to reduce carbon emissions and fuel consumption. This aligns with Newmont’s operational goals and environmental stewardship.
In addition, Mantrac promotes renewable energy. Our Takoradi Component Rebuild Centre features a Microgrid system that reduces electricity consumption and lowers reliance on the national grid.
At Mantrac, health, safety, and employee well-being are top priorities. We ensure all team members are fully aware of the potential hazards in their environment and consistently achieve safety milestones, including over 365 days without Lost Time Injuries (LTI) annually.
We have also established a dedicated service support team at Newmont’s Subika Mine to provide technical assistance for their newly acquired Caterpillar® R2900XE Underground Loader.
At Mantrac, we believe in long-term partnerships that drive success. As the mining industry evolves, we are here to support your journey with reliable solutions and expert guidance. Reach out to us to explore how we can collaborate on your next project.
www.mantracgroup.com/en-gh/
The Ahafo South mine exemplifies largescale, modern gold mining in West Africa. Since operations commenced, the mine has developed a reputation for technical excellence, utilizing cutting-edge equipment and effi cient processing technologies. At the heart of the operation is a conventional mill, which was expanded in 2019, allowing for an increase in production to between 550,000 and 650,000 ounces of gold per year through 2024. The mill expansion has
Liebherr-Ghana Ltd provides support for Liebherr mining machines in Ghana’s open-pit mining industry. Since its inception, the company has grown and now operates in several mining operations within the country.
In 2006, Newmont Ghana Gold Ltd (NGGL-Ahafo) purchased four Liebherr R 994B 300-tonne class excavators – two in face shovel configuration and two in backhoe. Since their commissioning, Liebherr-Ghana has provided technical services, customer training, maintenance and repair, onsite vendor held stock (VHS) and component remanufacturing at Liebherr’s in-country facility located at Asaman-Tarkwa.
In 2013, NGGL-Ahafo opted for an ‘Owner Operate’ model and subsequently purchased three Liebherr R 9400 400-tonne class excavators in face shovel configuration, with 17.5 m3 buckets. The company also continued to operate one R 994B, which has now surpassed 95,000 SMUs (hours of operation).
Liebherr-Ghana has provided a vast range of support and services to its customers for over 18 years. Safety remains a key value for the
also contributed to a reduction in overall processing costs, enhancing the mine's profitability and extending its productive life.
According to Tom Palmer, President and CEO of Newmont Corporation, "The Ahafo South mine stands as a cornerstone of our West African operations, and its success is a testament to the ingenuity and commitment of our team on the ground. With the Ahafo North project on the horizon, we are positioned to deliver sustained value to our shareholders while benefiting the communities we operate in."
While Ahafo South is a proven leader in gold production, the development of the
company, which has proudly achieved nearly one million work hours without a lost time injury.
LMG foundation and focus upon safety, along with delivering the highest quality of customer support, has enhanced its partnership with Newmont at Ahafo and Akyem Mine sites. To quote Mr Etienne Dupuy, LMG’s Managing Director Finance & Administration “we are extremely proud to be a trustworthy partner delivering competent services “year on year” on the principles of “open book”, transparency and responsibility”.
The Liebherr R 9400 excavator, with its class-leading payload capacity and a service life of more than 60,000 operational hours, is a highperforming and reliable partner for the long term. Thanks to its modular design, the R 9400 can easily be repowered, retrofitted or upgraded with the technology of the future. Plus, this hydraulic excavator can be equipped with Liebherr’s D9812 V12 powertrain, meaning customers only need one point of contact for their maintenance needs, therefore keeping this workhorse of an excavator working harder for longer.
www.liebherr.com
for Newmont,” noted Palmer. “This deposit not only strengthens our footprint in Ghana but also sets the stage for sustainable gold production at low costs for decades to Ahafo North project signals Newmont’s long-term commitment to Ghana. With an investment exceeding $950 million, Ahafo North is expected to commence production in 2025, adding substantial capacity to Newmont’s Ghanaian operations. The project, located 30 km from Ahafo South, will comprise four open-pit mines and a standalone mill, leveraging some of the most advanced mining technologies available.
The Ahafo North site is widely regarded as the best undeveloped gold deposit in West Africa. The addition of this project to Newmont’s portfolio will ensure a steady stream of production over the next 13 years, with significant potential for extension. “Ahafo North is a game changer
Ground support in areas of seismic activity means controlling the immense force of dynamic rock – effectively. The equipment you use needs to be up to the task. But finding the right rock bolt can be a challenge. Conditions are varied, you’re up against tons of squeezing rock and powerful seismic activity, and above all else – it has to work brilliantly, across the board. MD/MDX bolts from Sandvik are designed and built for extremely quick single-pass installation, unparalleled expansion, and increased load-bearing abilities. They have been created to provide reliable and long-lasting improvements to ground support work in all conditions, including areas of intense seismic activity.
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Beyond the numbers, Ahafo North represents a substantial contribution to the regional economy. The project is expected to create over 1,800 construction jobs and 550 permanent positions
come.”
Beyond the numbers, Ahafo North represents a substantial contribution to the regional economy. The project is expected to create over 1,800 construction jobs and 550 permanent positions, further catalyzing local economic growth. With a robust community engagement plan in place, Newmont aims to manage the socio-economic impacts of the mine’s development, ensuring that the infl ux of workers benefits local communities through procurement opportunities and infrastructure development.
A key pillar of Newmont’s success in Ahafo has been the robust infrastructure developed to support its mining operations. This includes not only physical infrastructure, such as access roads, processing facilities, and tailings storage, but also the state-of-the-art equipment that powers the mining process. The technological backbone of Ahafo’s mining operations is supported by partnerships
with global and local leaders in heavy machinery and equipment.
One of the most signifi cant pieces of equipment at Ahafo North is the recently acquired Grove GRT9165 rough-terrain crane, the largest of its kind in Africa. Manufactured by Manitowoc, this 150ton capacity crane is integral to the construction of Ahafo North’s mill. With its 62.5-meter boom and intuitive Crane Control System, it allows for precise and efficient handling of large loads, minimizing downtime and enhancing productivity. This crane is just one of many Grove machines in operation at Newmont’s sites in Ghana, with other models including the RT9150E and GMK5200-1.
Newmont partnering with Mantrac Ghana has also invested in the latest generation of Cat® R2900XE Underground Loaders, the first of their kind in Africa. These loaders, designed by Caterpillar, represent a breakthrough in mining efficiency, combining robust performance with reduced emissions, aligning with Newmont’s commitment to sustainability.
“Our investments in equipment like the R2900XE refl ect our goal of not only improving operational efficiency but also reducing our environmental footprint,” said Scott Powlowski, Vice President of Operations at Newmont Ahafo. “These machines allow us to operate at the highest levels of productivity while meeting our carbon reduction targets.”
Further enhancing Newmont’s infrastructure is its collaboration with Fowlerex Technologies and Beaver Process
Our investments in equipment like the R2900XE reflect our goal of not only improving operational efficiency but also reducing our environmental footprint
Equipment, which have supplied crucial dust control systems and mining hoses, respectively. The Fowlerex dust collection system, specifically designed for Ahafo North, is equipped with Venturi-type scrubbers that effectively capture dust and fumes from the mining process, ensuring that air quality remains within safe limits. Meanwhile, Beaver’s Slurryfl ex mining hose systems, custom-built for Ahafo’s processing plants, have streamlined the transport of materials, reducing wear and tear on equipment and minimizing downtime.
Lycopodium, another strategic partner, has been instrumental in the design and implementation of the mill at Ahafo North. Working closely with Newmont, Lycopodium has ensured that the mill is equipped with the latest carbon-inleach processing technology, maximizing gold recovery rates while reducing energy consumption. “The integration
of innovative technologies into our operations at Ahafo North will not only optimize production but also ensure that we operate in the most responsible and sustainable way possible,” noted Palmer.
Metso supplies Newmont with highperformance crushers and grinding mills that are the lifeblood of the Ahafo processing operations. Their technology ensures that ore is processed with minimal energy waste and maximum yield. Additionally, Atlas Copco Ghana provides industrial air compressors and generators, ensuring uninterrupted power and air supply across the site, both crucial for surface and underground operations.
Newmont’s commitment to local development goes beyond community programs; it actively seeks to integrate local suppliers into its supply chain, fostering capacity and supporting the local economy. A key example is Wayoe
In 2024, Abdul-Rahman Amoadu became the first Ghanaian to lead Newmont’s Africa Business Unit
Engineering and Construction Limited, a Ghanaian company responsible for fabricating and constructing various elements of Ahafo’s facilities. Wayoe’s work extends to maintaining and expanding critical infrastructure, including tailings storage and plant facilities, which are vital to the day-to-day operations of the mine. Other notable local partner include Tracer Survey Group Ltd providing surveying and geotechnical services, Ropeak and Pasico Ghana.
Finally, Sandvik, a global mining technology company, supplies Newmont with advanced underground drilling equipment. These machines are at the forefront of mining technology, designed to be both effi cient and environmentally friendly.
“Our partnership with Sandvik allows us to reduce the environmental footprint of our underground operations,” said Powlowski, highlighting the importance of minimizing energy use in modern mining operations.
Leadership: Local Insight, Global Expertise
Leadership at Newmont’s Ahafo operations refl ects the company’s dedication to fostering local expertise and global best practices. In 2024, Abdul-Rahman
Amoadu became the first Ghanaian to lead Newmont’s Africa Business Unit, a testament to the company’s commitment to nurturing local talent. Amoadu’s deep understanding of the socio-economic landscape of Ghana makes him uniquely qualified to manage the complex interactions between Newmont’s mining activities and the local communities.
“I am deeply honored to take on this role and lead Newmont’s operations in Africa at such a pivotal time,” said Amoadu upon his appointment. “The expansion of Ahafo North, coupled with our ongoing work at Ahafo South, presents an incredible opportunity to contribute to Ghana’s growth story. Our focus remains on ensuring that Newmont’s presence in Ghana benefits not only our shareholders but also the communities we operate in.”
Amoadu oversees both the Ahafo and Akyem mines, as well as the Ahafo North project, emphasizing a strategy
that combines operational excellence with community engagement. Under his leadership, Newmont has strengthened its relationships with local governments and stakeholders, ensuring that the company’s expansion in Ghana remains mutually beneficial.
Newmont’s commitment to the communities surrounding the Ahafo Mine is enshrined in its long-standing partnerships with local leaders, government officials, and non-governmental organizations.
The Newmont Ahafo Development Foundation (NADeF), established in 2008, serves as the primary vehicle for channeling the benefits of mining into local development initiatives. The foundation supports a population of approximately 60,000 people, funding projects in education, healthcare, infrastructure, and environmental sustainability.
NADeF is financed through Newmont’s contribution of $1 per ounce of gold sold and 1% of pre-tax profits, ensuring a steady
and reliable funding stream for community projects. Over the years, the foundation has funded the construction of schools, clinics, roads, and water systems, improving the quality of life in the region. It has also provided scholarships to hundreds of students, enabling them to pursue higher education and technical training.
"NADeF represents our commitment to shared value," said Palmer. "We recognize that our success is directly linked to the well-being of the communities we
The success of NADeF is also evident in its approach to managing expectations and fostering dialogue between Newmont and the community. By involving local leaders and stakeholders in decision-making processes
operate in. By investing in infrastructure, education, and healthcare, we are not just mining gold—we are building a brighter future for Ahafo."
The success of NADeF is also evident in its approach to managing expectations and fostering dialogue between Newmont and the community. By involving local leaders and stakeholders in decisionmaking processes, the foundation has ensured that its projects are aligned with the needs and aspirations of the people. This collaborative approach has helped mitigate the social impacts of mining, particularly in areas like land displacement and environmental degradation.
Conclusion
As Newmont continues to expand its
operations in the Ahafo Region, the company remains committed to balancing its pursuit of gold with its responsibility to the people and environment of Ghana. Through strategic partnerships, innovative infrastructure, and a focus on community development, Newmont’s Ahafo Mine stands as a model of modern mining.
With the Ahafo North project poised to begin production in 2025, Newmont is set to reinforce its position as the largest gold producer in Ghana. But more importantly, the company is paving the way for a future where mining and community growth go hand in hand, creating lasting value for all stakeholders. In the words of AbdulRahman Amoadu, "Newmont's journey in Ahafo is far from over. Our greatest achievement will not be the gold we extract but the legacy of prosperity we leave behind."
Kinross Gold’s Desert Empire
In the windswept and barren deserts of Mauritania, a massive operation hums around the clock. Kinross Gold’s Tasiast mine, located 300 kilometers north-east of the capital Nouakchott, is more than just a gold mine; it’s a sprawling enterprise, a testament to human ambition, technical ingenuity, and the relentless pursuit of wealth buried deep within the earth. From humble beginnings to its current stature as one of the world’s most productive gold mines, Tasiast is a case study in modern mining at scale, underpinned by massive investment and meticulous planning.
At first glance, the Tasiast site is an expanse of nothingness—sandy stretches as far as the eye can see, interrupted only by the industrial sprawl of the mine itself. For the uninitiated, it’s hard to imagine this lifeless desert conceals an estimated 5.05 million ounces of gold. But for the engineers and workers at Kinross Gold, this barren land is a treasure trove of opportunity, albeit one that has required significant effort to unlock.
Kinross, a Canadian mining giant, acquired Tasiast in 2010, shelling out $7.1 billion as part of its purchase of Red Back Mining.
Kinross, a Canadian mining giant, acquired Tasiast in 2010, shelling out $7.1 billion as part of its purchase of Red Back Mining
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Serving a diverse range of industries, including mining, refineries, cement, steel production, and power generation, we provide a comprehensive suite of services that cover everything from t anks, silos, steel structures, and piping systems, to maintenance and installation. Whether it's engineering, procurement, or surface treatment, our team of experts delivers precision and quality at every step.
At Comeca, we also specialize in turn-key projects, offering construction and civil works, all the way to electricity, instrumentation, and insulation. Our precision mechanical capabilities include digital turning, milling, and conventional machining, ensuring that even the most complex tasks are executed flawlessly.
When it comes to mobile and earthmoving equipment maintenance, we handle everything from bucket rebuilds to drilling rig repairs, with expert welding and fabrication services that keep your equipment running efficiently. With a focus on reliability and safety, Comeca Mauritania guarantees the highest standard of service, ensuring your operations continue smoothly and effectively.
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It was a risky bet, one that many industry insiders at the time questioned. But Kinross had a long-term vision: transforming Tasiast into one of the world’s premier gold mining operations. Today, that bet has paid off handsomely. In 2023, the mine produced a record 620,793 ounces of gold—a 15% increase from the previous year. With the completion of the "24K Project" that year, production surged, marking a turning point in the mine’s journey.
The Engine Behind the Numbers: The 24K Project
The 24K Project wasn’t just a run-ofthe-mill expansion. This was a carefully calculated gamble on operational efficiency, designed to ramp up Tasiast’s
ore processing capacity to 24,000 tonnes per day (t/d) from a modest 8,000 t/d in its early days. The strategy? Incremental upgrades, de-bottlenecking initiatives, and plant modifications aimed at driving down costs and improving throughput.
For Kinross CEO J. Paul Rollinson, the project exemplifies the company's continuous improvement approach. "The 24K Project allows us to unlock Tasiast’s substantial value through capital-efficient, low-risk investment," Rollinson said, emphasizing the potential for increased production and free cash flow. By the end of 2023, the expansion was not only on track but had exceeded expectations, positioning the Tasiast mine as a key asset in Kinross’s global portfolio.
The 24K Project allows us to unlock Tasiast’s substantial value through capital-efficient, low-risk investment
But getting to this point wasn’t easy. The sheer scale of the operation is mindboggling—daily mining rates range between 175,000 to 225,000 tonnes of material, and the site is powered by an energy infrastructure so extensive that Kinross has even integrated renewable energy solutions. A 34 MW photovoltaic solar plant with an 18 MW battery system was completed in 2023, cutting greenhouse gas emissions and saving 180 million liters of fuel over the mine's lifetime. Sustainability, Kinross executives stress, is not an afterthought but a central pillar of the mine’s long-term viability.
Despite the monumental scale of its operations, Tasiast is still a deeply human endeavor. More than 4,000 people work at the mine, and over 97% of them are Mauritanians. The mine is a lifeline for local communities, not just through direct employment but also via economic spillovers. For every ounce of gold extracted, there’s a ripple effect— contracts for local businesses, educational initiatives, and healthcare projects funded by Kinross.
One of the mine’s flagship projects is a mobile clinic that provides free medical consultations and medicines to communities in remote areas. Since 2011, more than 14,000 consultations have been conducted. Additionally, Tasiast funds a Center for Traumatology, Orthopedics, and Burn Victims in Nouakchott, part of its broader commitment to health and community development.
Tasiast has also invested in education and technical training. A $3.4 million donation helped establish a Mauritanian National Mining School, and the company continues to offer training in trades like welding, electrical work, and driving to support economic diversification in the region. These efforts aren’t just about corporate social responsibility; they’re essential to ensuring that the benefits of the mine extend far beyond the extraction of gold.
But while the benefits of Tasiast are undeniable, working in such an extreme environment is far from easy. Temperatures in the desert can soar above 40°C, and the isolation of the site means workers are often cut off from the outside world for extended periods. Yet, in true Kinross fashion, the company has created a microcosm of modern living at the mine, with safety and well-being prioritized above all. As Chief Operating Officer Claude Schimper puts it, "Tasiast is a world-class operation, and we have a high-performing team in place with deep expertise." That expertise translates into results, with the mine achieving record production and ambitious long-term potential.
The beating heart of Tasiast’s success lies
Tasiast is still a deeply human endeavor. More than 4,000 people work at the mine, and over 97% of them are Mauritanians
in its technological prowess. Mining in the middle of the Mauritanian desert requires some serious machinery. The operation is heavily reliant on a vast fleet of Caterpillar trucks—45 of them, to be exact—alongside six face shovels and a series of drill rigs. These machines are the unsung heroes of Tasiast’s production, moving thousands of tonnes of ore every day.
In 2023, the mine received another addition to its mechanical arsenal: a new Caterpillar 6060 face shovel, commissioned in June to support future mining efforts in the WB5 and WB6 areas. This is a well-oiled
machine in the truest sense of the word, and the Tasiast processing plant is no different. Utilizing FLSmidth Knelson concentrators and Gekko Systems ILRs, the plant is designed to maximize gold recovery with surgical precision.
These technological advancements ensure that Kinross is extracting every ounce of value possible from the mine. Yet, the company is acutely aware that technology alone isn’t enough. Collaboration with global and local suppliers, from Mauritania’s own COMECA to Namibian-based INSPEC
Technical Services, plays a critical role in keeping the operation running smoothly. This intricate web of partnerships ensures that Tasiast is not only efficient but also resilient in the face of challenges.
Gold mining, by its nature, leaves a footprint, and Tasiast is no exception. But Kinross’s commitment to sustainability is evident in its efforts to minimize the mine’s environmental impact. Beyond the solar power initiative, the company has made strides in reducing greenhouse gas emissions and managing water resources responsibly. Tasiast’s sustainability efforts align with Mauritania’s broader national targets, including significant reductions in GHG emissions by 2030 as part of the Paris Agreement.
Tasiast’s sustainability efforts align with Mauritania’s broader national targets, including significant reductions in GHG emissions by 2030 as part of the Paris Agreement.
One of the more unique aspects of Kinross’s sustainability agenda is its partnership with the Banc d’Arguin National Park, a UNESCO World Heritage site that’s home to a variety of marine and bird species. Through this initiative, Kinross has helped preserve one of Mauritania’s most ecologically significant areas, demonstrating that mining and environmental stewardship can coexist.
As Kinross looks to the future, the Tasiast mine will continue to play a crucial role in its global operations. The expansion projects, coupled with technological improvements and sustainability initiatives, have positioned the mine for long-term success. With an estimated mine life extending through 2033, Tasiast is expected to remain a key contributor to Kinross’s production portfolio for years to come.
Looking ahead, the mine's contribution to Mauritania’s economy cannot be understated. In 2022, gold surpassed iron ore as the country’s top export product, with mining accounting for 70% of Mauritania’s total exports. As Kinross continues to ramp up production, the ripple effects will be felt across the region, from job creation to infrastructure development and beyond.
For now, the golden sands of Tasiast
continue to yield their treasures to those brave enough to extract them. And for Kinross, the rewards have been immense—not just in ounces of gold, but in the indelible mark the mine is leaving on Mauritania and the global mining landscape.
+ 222 45 20 00 08 www.kinrosstasiast.mr
In the remote landscapes of East Africa, where vast greenstone belts stretch towards the horizon, a story of ambition and resilience is being written. Shanta Gold, a mining company with roots firmly planted in Tanzania, is not just in the business of extracting gold but in crafting a legacy of transformation— one that binds the land, its people, and the promise of a brighter future.
In the southwest of Tanzania lies the New Luika Gold Mine (NLGM), a flagship operation for Shanta Gold. Since 2012, it has been a lifeline, both for the company and the communities surrounding it. Nestled in the Songwe District, NLGM operates with a dual strategy: contractor-driven openpit mining and in-house underground operations. The mine is known for its cutting-edge carbon-in-leach processing plant, capable of turning crushed ore into pure gold with remarkable efficiency.
Here, nothing goes to waste. Water for the mine is carefully harvested from rain, recycled from tailings, and sourced from boreholes, while solar panels complement the energy supplied by the national grid. It’s a system designed for sustainability—a rare trait in the often-criticized mining industry.
Shanta’s Chief Executive Offi cer, Eric Zurrin, reflected on the journey so far: “New Luika isn’t just a mine; it’s a cornerstone of our vision. It has taught us the value of persistence and ingenuity. With every ounce of gold, we build something bigger—opportunity, progress, and trust.”
Ground support in areas of seismic activity means controlling the immense force of dynamic rock – effectively. The equipment you use needs to be up to the task. But finding the right rock bolt can be a challenge. Conditions are varied, you’re up against tons of squeezing rock and powerful seismic activity, and above all else – it has to work brilliantly, across the board. MD/MDX bolts from Sandvik are designed and built for extremely quick single-pass installation, unparalleled expansion, and increased load-bearing abilities. They have been created to provide reliable and long-lasting improvements to ground support work in all conditions, including areas of intense seismic activity.
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The barren plains of central Tanzania, where the Singida region lies, are now alive with the hum of machinery and the spark of opportunity. Singida Gold Mine, Shanta’s latest achievement, poured its first gold in early 2023 and has since emerged as a critical asset in the company’s portfolio.
The mine was designed not just for today but for tomorrow, with scalable processing facilities ready to double output should the need arise. Singida’s story is one of effi ciency, producing gold at an all-in sustaining cost (AISC) of just over $1,085 per ounce. But beyond the numbers, it represents something greater—a promise
New Luika isn’t just a mine; it’s a cornerstone of our vision. It has taught us the value of persistence and ingenuity. With every ounce of gold, we build something bigger— opportunity, progress, and trust.
of lasting development in a historically underserved region.
Singida is also a testament to Shanta’s environmental foresight. Its tailings storage facility (TSF) was designed to meet world-class safety standards, ensuring the surrounding environment remains unharmed. And like its sister mine, Singida relies heavily on sustainable practices, from water recycling to energy management.
While Tanzania remains the bedrock of Shanta’s operations, its sights are set further afield. In Kenya’s lush greenstone belts lies the West Kenya Project
While Tanzania remains the bedrock of Shanta’s operations, its sights are set further afield. In Kenya’s lush greenstone belts lies the West Kenya Project, a high-grade resource that could redefine Shanta’s future. With reserves grading
at 10.6 grams per tonne—a rarity in modern mining—this project is a beacon of potential.
However, it’s not just about gold. The West Kenya Project is an opportunity to engage with local communities, regulators, and stakeholders in a dialogue about shared prosperity. Recently, Shanta hosted
representatives from Kenya’s Gem region on a fact-finding mission to its Tanzanian sites. The visitors returned with stories of responsible mining practices and opportunities for collaboration.
One of the community representatives described the experience as “eye-opening, showing us what is possible when a company works with, rather than against, the land and its people.”
Mining is a symphony of collaboration, with success dependent on the expertise and reliability of partners working behind the scenes. For Shanta Gold, this collaboration is deeply ingrained in its operations at the New Luika and Singida gold mines. The company’s trusted network of suppliers and contractors forms the backbone of its operational efficiency, environmental sustainability, and community engagement.
At the heart of Shanta’s mining success are world-class suppliers providing cutting-edge technology and tailored solutions. Companies like Sandvik Mining and Rock Technology and Epiroc Tanzania Limited supply advanced machinery that drives precision and safety, whether in the open pits of Singida or the underground tunnels of New Luika. Their equipment is instrumental in ensuring that operations remain productive, with minimal downtime. Fueling this heavy machinery, Total Tanzania provides high-quality fuels and lubricants, ensuring uninterrupted energy flow. Meanwhile, WaterForce Africa’s innovative wastewater treatment systems at Singida showcase how modern technology can align with environmental stewardship, processing thousands of
liters daily to ensure compliance with stringent regulations.
Specialist partners like AECI Mining bring precision to the blasting processes, maximizing ore recovery while minimizing waste—a critical component in Shanta’s commitment to efficiency. Nesch Mintech Tanzania Limited Laboratory enhances this process further, conducting mineral analysis and metallurgical testing to optimize gold extraction and recovery rates.
Shanta’s ability to sustain such high standards also depends on infrastructure maintenance and development, supported by partners like EnerMech and ATS (African Technical Services). Their expertise ensures that everything from mechanical systems to roads and tailings storage facilities operates smoothly, supporting the company’s long-term objectives.
The
synergy between Shanta Gold and its partners exemplifies the company’s holistic approach to mining. These collaborations ensure that every facet of its operations—from resource extraction to infrastructure maintenance
What sets Shanta Gold apart is its integration of local suppliers and contractors into this ecosystem. With over 99% of its workforce in Tanzania being local nationals, the company extends this philosophy to its supplier relationships. By engaging local firms and prioritizing partnerships that empower Tanzanian businesses, Shanta creates ripple effects of economic development. Contractors contribute to regional growth through projects that improve not just Shanta’s mines but the surrounding communities as well.
The synergy between Shanta Gold and its partners exemplifies the company’s
holistic approach to mining. These collaborations ensure that every facet of its operations—from resource extraction to infrastructure maintenance—aligns with Shanta’s core values of sustainability, inclusivity, and operational excellence. As Shanta Gold expands its footprint into Kenya with the West Kenya Project, this network of trusted partners will continue to be a cornerstone of its success, helping to weave a legacy of shared progress across East Africa.
Mining often carries a shadow of
controversy, but Shanta Gold is rewriting the narrative. In the villages surrounding its mines, schools, health clinics, and water access projects are tangible reminders of the company’s commitment to shared growth.
Shanta’s Social Management Plan ensures that every project is rooted in the needs of the local population. Whether it’s drilling wells to provide clean water or funding scholarships for young students, the focus is clear: leave a legacy that lasts far beyond the life of the mine.
Zurrin summed up this ethos: “Our work isn’t just about extracting resources; it’s about building trust and creating opportunities. We want the communities we touch to thrive long after we’re gone.”
The global gold mining industry is a volatile landscape, shaped by fluctuating
gold prices, geopolitical tensions, and environmental scrutiny. East Africa, with its untapped greenstone belts, is increasingly becoming a focal point for exploration and investment. But success here requires more than just drilling—it demands sensitivity to local cultures, environmental stewardship, and adaptability.
Shanta Gold has navigated these challenges with fi nesse. Its diversifi cation from a single-mine operator to a multi-asset producer reflects a strategy of resilience and growth. With an expected production of over 100,000 ounces annually and a strong balance sheet, the company is wellequipped to weather industry headwinds.
As Shanta Gold transitions into a new chapter under the ownership of Saturn Resources, its vision for the future is both ambitious and grounded in strategic foresight. The company stands at a pivotal moment, ready to leverage its operational expertise, financial stability, and innovative partnerships to redefi ne its role as a leading gold producer in East Africa. The road ahead is not just about mining more gold; it’s about transforming challenges into opportunities, setting benchmarks in sustainability, and contributing to the region’s development.
The Singida Gold Mine has already proven
Our work isn’t just about extracting resources; it’s about building trust and creating opportunities. We want the communities we touch to thrive long after we’re gone
to be a game-changer for Shanta, but the potential for this operation is far from fully realized. Plans are underway to expand the mine’s processing capacity by adding a second mill, which could potentially double throughput. This expansion would not only increase annual gold production but also optimize cost efficiency. With only 26% of Singida’s current resources categorized as reserves, the upside for resource conversion and mine life extension remains significant. As Shanta invests in drilling programs scheduled for late 2024, Singida is poised to emerge as a flagship example of how innovation and foresight can maximize the value of existing assets.
Exploration remains the lifeblood of any mining company, and Shanta is doubling down on efforts to unlock new reserves at both the New Luika Gold Mine (NLGM) and the West Kenya Project. At NLGM, ongoing exploration campaigns focus on converting inferred resources into reserves, ensuring the mine’s longevity
well beyond its current life-of-mine plan. By prioritizing resource expansion, Shanta is fortifying NLGM’s position as a cornerstone of its portfolio.
The West Kenya Project, meanwhile, represents a transformative growth opportunity. With grades averaging an extraordinary 10.6 grams per tonne, this high-grade asset could redefine Shanta’s production profi le. The company has embarked on a rigorous exploration and feasibility program, including infi ll drilling, resource modeling, and scoping studies, to accelerate its path toward construction. The potential of this project extends beyond ounces of
Equally important is Shanta’s focus on inclusivity. By employing over 99% local nationals at its Tanzanian operations and partnering with local suppliers, the company ensures that its success translates into tangible benefits for the communities it touches
gold—it signifies Shanta’s ability to thrive in new jurisdictions while maintaining its commitment to environmental and social responsibility.
As the mining industry faces increasing scrutiny over its environmental and social impact, Shanta is positioning itself as a leader in sustainable and inclusive practices.
The company’s approach is rooted in integrating sustainability into every aspect of its operations, from water recycling and renewable energy initiatives to worldclass tailings management systems. Shanta’s solar farm at NLGM and the ecoconscious wastewater treatment facilities at Singida demonstrate its commitment to minimizing its environmental footprint. Equally important is Shanta’s focus on inclusivity. By employing over 99% local
nationals at its Tanzanian operations and partnering with local suppliers, the company ensures that its success translates into tangible benefits for the communities it touches. The West Kenya Project is set to replicate this model, engaging local stakeholders to foster trust and shared prosperity as it progresses toward development.
While Shanta’s future is bright, the path is not without its challenges. The gold mining industry remains volatile, influenced by fl uctuating prices, regulatory shifts, and operational risks. However, Shanta’s diversified portfolio, combined with its strategic focus on low-cost production and sustainable practices, equips it to navigate these uncertainties effectively.
The company’s financial health, bolstered by the cash flow from Singida and NLGM, provides the fl exibility needed
to pursue growth opportunities without compromising stability. Under Saturn Resources’ ownership, Shanta is wellpositioned to leverage its resources and expertise to weather industry headwinds while capitalizing on market opportunities.
As Shanta Gold moves forward, its vision extends beyond producing gold—it’s about setting new standards for what mining
can achieve in East Africa. By combining innovation, sustainability, and a steadfast commitment to its stakeholders, Shanta is crafting a legacy that will endure long after the last ounce of gold is extracted. The next phase of growth promises not just increased production, but a deeper impact on the communities, economies, and environments that define East Africa’s golden heart.
Shanta Gold is more than a mining company; it is a steward of the land and a catalyst for change. From the goldfields
of Tanzania to the promise of Kenya’s greenstone belts, Shanta’s story is one of vision, partnership, and enduring impact. As the company looks to the future, its legacy shines as brightly as the gold it unearths—a testament to what is possible when industry and integrity walk hand in hand.
Adesire to bring social, cultural and economic links closer across Europe is drawing ever nearer thanks to the stunningly complex LyonTurin rail project. While Lyon, located in central eastern France, and Turin, in northern Italy, are relatively close, the sticking point is what has historically separated them – the Alps!
Such a monumental challenge to bridge a critical missing link between France and Italy is being overcome through the Tunnel Eurapin Lyon Turin (TELT) Project – a cross-border engineering marvel in which 65km of the passenger and freight rail line will run through the base of the mountain range.
Due for completion by 2032, the TELT project – with the longest underground rail tunnel in the world - will form part of a larger 270km link between Lyon and Turin. This will become the hub of the Mediterranean Corridor, one of several Trans-European networks of 17,000 km of rail lines that will eventually link the EU’s important airports, ports and urban centres.
The hopes and dreams of many traders and empire builders over the centuries have always been to develop a route across the Alps. The aim has always been to go around the mountain range or over the top – but never through it.
That was until 1844 – 180 years ago – when Belgian engineer Henry Maus was commissioned to carry out a study concerning the possible construction of a rail link between Savoy in France and Piedmont in Italy. Work on the Fréjus Tunnel began in 1857 and was completed in 1871.
Thanks to decades of experience on major projects across the European continent, today we can define the underground infrastructure works as the soul of our company.
pini.group
Fast forward to the 21st century. After prolonged political debate, 2016 saw backing for new works for the cross-border section of the Lyon-Turin line. This enabled TELT – a 50-50 partnership between the French and Italian governments – to be launched.
The cross-border section of the line extends 65 km from Saint-Jean-de-Maurienne in Savoy to Val Susa in Piedmont, of which 57.5 km consists of the Mont Cenis base tunnel – 45km in France and 12.5 km in Italy.
The new TELT tunnel stands 800 metres below the Fréjus railway tunnel. The average daily capacity of the Fréjus railway tunnel is just 60 trains per day. The predicted daily number for TELT is 162 freight trains, transferring around 1 million heavy goods vehicles per annum.
The new TELT tunnel stands 800 metres below the Fréjus railway tunnel. The average daily capacity of the Fréjus railway tunnel is just 60 trains per day. The predicted daily number for TELT is 162 freight trains, transferring around 1 million heavy goods vehicles per annum
Lyon is France's third most populated city and capital of the Auvergne-Rhône Alpes Region, with a population of over 2 million. All industrial sectors are present, but the city's international reputation is mainly linked to mechanics, textiles and chemistry. It is one of France’s largest university and cultural centres, while boasting a strategic role due to its position between the country’s north and south. It also has a state-of-the-art freight and passenger transport system.
Turin, Italy's first capital, is now the capital of the Piedmont Region and represents the country's third-largest economic and productive area. It is a major university and scientifi c centre, and the hub of the Italian automotive industry, as well as publishing, banking and insurance, information technologies, food and wine, aerospace, and industrial design.
Since construction began in 2018 on the railway, work has been divided into 12 operational segments. 9 involve civil construction and are divided by geographical area, while 3 concern associated activities. At its peak, the TELT project will have engaged over 20,000 different companies and 8,000 workers.
The first phase, boring 9km of the base tunnel and starting from Saint-Martinla-Porte in France, was completed in
2019. The tender was won by a group of companies: Spies Batignolles TPCI, Eiffage TP, Ghella, CMC, Cogeis, Sotrabas, Egis and Alpina.
Four vertical ventilation shafts at Avrieux, costing € 220 million, were awarded to a consortium comprising VINCI Construction Grands Projets, Dodin Campenon Bernard, VINCI Construction France, Webuild and Bergteamet. The shafts, to be excavated from the foot of the Villarodin-Bourget / Modane access tunnel, will be 500m deep and have a diameter of 5.2m. They were excavated using the Raise Boring Machine
At its peak, the TELT project will have engaged over 20,000 different companies and 8,000 workers
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.
TEST TUNNEL
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type TBMs, a technology developed by the mining industry for vertical excavation of small-diameter tunnels.
Works on a cut-and-cover tunnel relating to the French entrance portal of the tunnel were carried out, and the "Lyon Torino C.08" enterprise grouping, composed of Implenia Suisse (group head), Implenia France, NGE Génie Civil, Itinera and Rizzani de Eccher, completed the construction site installation. The construction management group composed of Egis, Alpina, Ingerop Conseil et ingénierie and Geodata.
In 2021, TELT took a signifi cant step awarding €3 billion worth of contracts for around 80% of the entire work site. This will enable for substantial progress to be made on a complex system of tunnels, with two parallel tubes to keep separate the flow of trains in both directions and ensure complete safety.
The contracts relate to three phases. The first, valued at €1.47 billion, was for 22km of tunnels between the existing Villarodin-Bourget/Modane tunnel and Italy. Awarded to EIFFAGE Génie Civil, SPIE BATIGNOLLES, GHELLA and the COGEIS consortium, the companies will excavate towards Turin using two tunnel boring machines and towards Lyon with traditional methods of a hydraulic breaker and explosives
A €1.43 billion contract was awarded to a consortia of companies comprising VINCI Construction Grands Projets (group head), DODIN CAMPENON BERNARD, VINCI Construction France TP Lyon and WeBuild. This related to 23km of tunnels between Saint-Martin-la-Porte/La Praz and Modane towards Italy.
The third set of contracts was for 3 km of tunnel between the French entrance portal at Saint-Julien-Montdenis and
Saint-Martin-la-Porte. This €228 million project was awarded a consortium consisting IMPLENIA Suisse, IMPLENIA France, NGE, ITINERA and RIZZANI de ECCHER.
A final contract, around €1 billion of work for the base tunnel in Italy, was awarded to the binational group of companies of Itinera, Spie Batignolles and Ghella.
Following this last award of contracts for the Italian side of the tunnel, Daniel Bursaux,
TELT President, said: “This important milestone is the result of extraordinary cooperation between France and Italy and the support of the European Commission. Now that all the contracts for excavating the tunnel have been awarded, this central link in the Mediterranean Corridor of the TEN-T network can become even more real. One more step towards decarbonising transport in a better-connected Europe."
Maurizio Bufalini, TELT General Director, added: “This result could have not been taken for granted until a few years ago and was achieved thanks to the commitment of the technicians, the support of the Italian and French institutions and social partners, and the great support of Europe.
“This contract award will quickly translate into jobs, generating important opportunities for the territory already during the construction phase.”
Construction is now progressing at ten sites on both sides of the Alps. Over the next few years, the sites will employ up to 8,000 directly hired workers and people in related industries.
A €800 contract was awarded by the consortium set to undertake the work n the French side for the recovery of excavation materials. This ncludes the Vinci Construction subsidiaries Carrières du Bassin Rhônalpin and Terélian, as well as Eurovia Alpes, SATM, Granulats Vicat,
Spie Batignolles Valérian, Spie Batignolles Malet, and GIE GMM 73.
The scope of work includes the industrial processing of approximately 23 million tonnes of excavation materials. Vinci said a circular approach to the work will be taken, with a focus on the reuse of over 50% of the spoil directly on the site. The project also aims to implement sustainable practices in the handling of excavation materials.
The project includes the establishment of three permanent storage sites, three materials processing stations, eight logistics platforms, 15km of conveyor belts, and a comprehensive train loading facility.
In 2023, steps were advancing on awarding €3 billion worth of work to transform the base tunnel into a fully interoperable railway infrastructure. This saw TELT working to define the functional and technical specifi c features of the railway and non-railway systems of the new freight and passenger line.
There will be 140km of tracks and catenaries, two control centres at either end to manage the tunnel systems and the train traffic 24 hours a day, with more than 900 cameras and sensors installed along the entire route.
Three independent electrical substations will guarantee traction supply for the trains. Five safety areas, three of which are underground, with reception space and their own external air exchange, can each accommodate up to 1,200 people. Tunnel ventilation will be provided by five central ventilation units using the four existing access adits and the four doubleflow Avrieux shafts, which, in the event of fire, smoke will be extracted and clean air pumped in.
The project provides two rescue trains and six rail-road bimodal vehicles to deal with fires or incidents. The underground areas
will be equipped with a misting system connected by heat-sensitive FibroLaser cables, making it possible to detect a fire’s exact location on a train immediately by transmitting the location to the operator in the control room, who can then activate the misting to extinguish the fire directly on the spot.
The first of TELT's seven tunnel boring machines (TBM), unveiled at the Herrenknecht factory in Germany in 2023, will be used by the French-Italian group of companies, consisting of VINCI Construction Grands Projets, Webuild, Dodin Campenon Bernard and Campenon Bernard Centre Est. It will be responsible for excavating the 9km of the northern tube of the base tunnel between Saint-Martinla-Porte and La Praz, running parallel with the part completed in 2019 by the Federica
TBM. Another two TBMs are being built and will excavate tunnels between La Praz and Modane.
The construction of the TBM, which was designed, manufactured, and assembled in 10 months, involved numerous European companies, including a dozen in Italy and France. The 180m-long, 10.4m-diameter TBM, which weighs 2,300 tonnes, has a head with 61 rotating cutters – the 'teeth' that crush the rock and allow the machine
It is projected to take over a million trucks off the road annually and allow a 40% saving in energy
to advance into the mountain. Immediately after the head has moved forward, the cutter covers the living rock of the tunnel with a succession of rings: 8 segments of tunnel lining in reinforced concrete that assure the tunnel’s stability. Ten attached trailers will transport the extracted rock by conveyor belt to the surface.
Currently, only 9% of goods travel by rail on the Italian-French route. Between Italy and Switzerland, that rises to 64% and 69% between Italy and Austria. However,
when finished, the railway will address this imbalance and create a new low-carbon link between Western and Central-Eastern Europe.
It will cut journey times and deliver significant economic benefits. It is projected to take over a million trucks off the road annually and allow a 40% saving in energy, thanks to the easing of the gradient and the doubling of the load capacity. While making rail transport competitive compared to road transport, it will also reduce 3 million tonnes of greenhouse gas emissions.
TELT will build the base tunnel according to a sustainable strategy for the management of the related excavation materials. The materials will be excavated for six years, and they will mostly be reused in the construction of the tunnel itself: more than 50% of the material will become part of the concrete mixture used to build segments and railway embankments.
TELT is also working on innovative re-exploitation tools, and it is developing ways to reuse these materials across both borders, further increasing the reused portion and achieve a "zero waste" construction site.
Economic trade between Italy and France is worth over €85 billion. However, the volume between Italy and the Western European quadrant rises to about €150 billion. This trade rises still more to €204 billion considering other countries, such as Portugal, Belgium and the Netherlands, that could gravitate around the Lyon-Turin line.
In addition, over 44 million tons of freight circulate along the Italy-France axis. Of this traffic, over 90% travels by road, compared to 70% in Austria and 30% in Switzerland. It is estimated that at least half of these goods will be able to use the new line given that it will become an essential part of the Mediterranean Corridor.
The line between France and Italy represents the central hub of a railway
The Lyon-Turin rail connection is a longawaited, well-thought-out, and highly emblematic European project, contributing to the objectives of the European Green Deal
connecting Algeciras, in Spain, to Budapest in Hungary, serving 18% of the European population and 17% of the Community's GDP. An axis linking the East and West of the continent, crossing seven of the nine European Corridors financed by the EU.
The Corridor is about 3,000km long and has been created to promote economic exchanges and strengthen the competitiveness of the Mediterranean European countries through a high-speed, high-capacity rail network serving major maritime and river ports, large cities and airports.
European Commissioner for Transport, Adina Vălean: "It will bridge a key missing link between France and Italy and help shift large volumes of cross-border traffic from road to rail. But it is more than a bi-national project, as it will become the nexus connecting the Iberian Peninsula to the Eastern part of the European Union.
“The Lyon-Turin rail connection is a longawaited, well-thought-out, and highly emblematic European project, contributing to the objectives of the European Green Deal."
Undoubtedly, the project will represent a significant engineering feat by establishing the world's longest tunnel. It also provides a considerable opportunity that connects the Europe. The movement of goods and people will become faster, but drive down CO2 emissions and costs. The Lyon to Turin project will prove the missing link in a giant continental jigsaw puzzle.
As demand for electricity shifts from a population’s ‘want’ to a people’s ‘right and need’, the central African nation of Cameroon is firmly staying ahead of the curve. By the close of 2024, its Nachtigal Hydro Power Project will be in full service, providing 30% of the country’s power.
The project - the most important SubSaharan Africa’s public-private partnership under construction in the energy sectorwill have a total installed capacity of 420 MW driven by seven generators with an electric power unit of 60 MW. It lies at the heart of a vibrant and forward-looking French and English-speaking population of about 30 million people
Renowned as ‘Africa in Miniature’ due to its geographical variety of desert plains to the north and tropical rainforests in the south, Cameroon is also a country undergoing major transformation with multi-milliondollar infrastructure programs.
One of the most important is Nachtigal. The facility achieved a significant
One
of the most important is Nachtigal. The facility achieved a significant milestone in June 2024 by commissioning its first turbine unit, thus injecting 60MW to Cameroon’s Southern Interconnected Grid
milestone in June 2024 by commissioning its first turbine unit, thus injecting 60MW to Cameroon’s Southern Interconnected Grid.
Energy and Water Resources Minister Gaston Eloundou Essomba said the scheme represents a crucial step in Cameroon’s efforts to enhance energy security, stimulate economic development, and foster regional cooperation in electricity production and distribution.
Additionally, plans to export electricity to neighbouring Chad by 2027 through the Cameroon-Chad Power Grid Interconnection Project will further demonstrate the potential for regional cooperation and economic benefits.
Since its inception in 2016, NHPC has achieved significant milestones. Financial closure was secured by December 2018, paving the way for construction to begin in February 2019. Fast forward to May 2024, the project successfully injected its first megawatt-hour into the grid, and by June 2024, the first 60 MW unit was commissioned. The journey is ongoing, with the remaining units set to come online in the coming months.
At its peak, the project employed more than 3,500 workers, predominantly Cameroonians, emphasizing local involvement and capacity building. These efforts are not just about construction; they are about creating a sustainable
Empowering Cameroon’s Infrastructure:
SGS Cameroon’s Unrivaled Expertise
As Cameroon propels itself towards becoming a regional hub for industrial and infrastructural development, the role of technical service providers like SGS Cameroon becomes indispensable. SGS Cameroon, part of the SGS Group—the world leader in inspection, verification, testing, and certification—offers a wide array of services designed to make infrastructure safer, more sustainable, and aligned with the highest international standards.
Comprehensive Infrastructure Support
SGS Cameroon’s service portfolio is a critical backbone for any ambitious infrastructure project. Their operations span the entire lifecycle of infrastructure development, from feasibility assessments to post-construction audits. Through services such as constructability reviews, safety planning, and sustainability assessments, SGS ensures projects meet both local and global expectations. Whether it’s the topographical surveys facilitated by drone technology or their stringent geotechnical risk analysis, the company is at the forefront of technological integration in infrastructure development.
SGS also specializes in project management assistance, taking the complexity out of handling major projects by offering expert technical advice and contract management solutions, including Public-Private Partnership (PPP) frameworks. This guidance is essential in an era where infrastructure projects require not only capital but extensive stakeholder coordination.
Elevating Construction Standards
SGS Cameroon’s involvement during the construction phase ensures top-tier quality assurance and control (QA/QC) measures are implemented. Their inspections cover all aspects of construction, from structural integrity to electrical safety. Whether it's the monitoring of large-scale civil works or the meticulous inspection of building materials, SGS guarantees adherence to international quality standards, offering peace of mind to developers, contractors, and financiers alike
Additionally, SGS’s health, safety, and environmental (HSE) services are pivotal in ensuring that every construction site operates safely, sustainably, and in compliance with environmental regulations. Their comprehensive HSE management plans encompass everything from air and water quality testing to worker safety protocols, making them a trusted partner for companies striving for both operational
excellence and corporate responsibility.
In a world increasingly focused on sustainability, SGS Cameroon is pioneering initiatives that integrate sustainable practices into construction. Through certifications like ISO 14001 and the EDGE certification for sustainable buildings, they help developers in Cameroon reduce their environmental footprint while optimizing operational costs. Furthermore, their expertise in renewable energy audits and green building certifi cations empowers businesses to create infrastructure that meets the demands of tomorrow’s environmentally conscious marketplace.
The focus on digital innovation also sets SGS Cameroon apart. By incorporating technologies like Building Information Modelling (BIM) and connected building solutions, SGS ensures that modern infrastructure is not only durable but also smart, energy-efficient, and adaptable to the evolving needs of urban environments.
The commitment of SGS Cameroon doesn’t end when construction is complete. The company offers long-term operational support through periodic inspections and maintenance services. From regular audits of energy systems to inspections of critical components like fire safety installations and elevators, SGS plays a pivotal role in maintaining infrastructure safety and functionality. This extended relationship ensures that buildings, roads, and bridges are not only built to last but remain safe and functional throughout their lifespan
As Cameroon continues its path of industrialization and modernization with projects like the Nachtigal Hydropower Project, SGS Cameroon stands as an essential ally. Their dedication to quality, safety, and sustainability in every project ensures that the country’s infrastructure is not only world-class but also built to endure. Through their comprehensive suite of services, SGS Cameroon is helping to shape a safer, more sustainable, and prosperous future for the nation. Whether you're a government entity, private developer, or multinational corporation, partnering with SGS Cameroon ensures that your project benefi ts from decades of global expertise and a commitment to operational excellence that is second to none.
Established on the banks of the Sanaga River since 1954, this undisputed leader of the Cameroonian industry has carved out a prominent position in the industrial landscape of Cameroon and Central Africa.
As from the very beginning, Alucam continues to work towards the emergence of a true aluminum sector at both the national and sub-regional levels. The company commands respect in its field of expertise through its unique know-how and constant customer satisfaction, offering a diverse and high-quality range of products (100% primary and secondary aluminum processing).
To ensure its continued presence in a dynamic and highly competitive industry, the management has made technological and industrial development its guiding
principle. This is reflected in the adoption of cutting-edge technologies, the latest of which (a modern pot regulation system) will boost production and significantly contribute to the decarbonization of its operations.
The company thus demonstrates its commitment to a carbon-free (CO2) aluminum industry, also by using clean (hydroelectric) energy and gradually complying with the Carbon Border Adjustment Mechanism (CBAM) requirements, which will be mandatory from January 2026. Alucam has recently joined the prestigious circle of "Green" aluminum producers by achieving its initial certification to the ASI (Aluminum Stewardship Initiative) Performance Standard.
At its peak, the project employed more than 3,500 workers, predominantly Cameroonians, emphasizing local involvement and capacity building
and empowered community around the project site.
The Nachtigal project is a testament to the power of collaboration. The State of Cameroon is a key institutional partner, ensuring alignment with national goals. The financial structure includes shareholders such as EDF (40%), IFC (20%), the State of Cameroon (15%), Africa50 (15%), and STOA (10%), alongside a consortium of 15 lenders, including local banks.
Technical partners are integral to the project's success. Contractors manage construction across various domains, while EDF provides engineering oversight. Key partners like SONATREL, EDC, and
ENEO ensure seamless transmission and distribution of the generated power.
Like all major infrastructure projects, the Nachtigal Hydro Power Project has leveraged partnerships at all levels with both international and local entities that have the capacity and expertise to manage large-scale undertakings. Example of such contributors include BESIX, Elecnor Cameroun, SGS, Bouygues Energies & Services, Group Holcim's Cimencam, and Alucam just to mention a few.
SGS has provided essential inspection and certification services, ensuring compliance with international standards. BESIX has managed substantial civil engineering
The
facility includes a 28 million m³ reservoir covering 421 hectares, a 1,380-meter long, 14-meter high main dam, a 3.3 km canal, and a plant with seven generating units producing 420 MW.
tasks, demonstrating their capability in large-scale construction.
Elecnor Cameroun has been responsible for handling the electrical infrastructure, ensuring that the project's power distribution is efficient and reliable.
Nachtigal’s technical specifications are impressive. The facility includes a 28 million m3 reservoir covering 421 hectares, a 1,380-meter long, 14-meter high main dam, a 3.3 km canal, and a plant with seven generating units producing 420 MW. Additionally, the project features an energy evacuation substation and a 50 km
long 225 kV transmission line.
Innovations are at the heart of Nachtigal. Advanced technologies like high-tech beams for concrete laying and a labyrinth spillway on the main dam enhance efficiency and safety. These engineering marvels ensure that Nachtigal operates at the highest standards of hydraulic safety and performance.
NHPC’s commitment to environmental, social, and governance (ESG) principles is unwavering. Comprehensive environmental and social studies were conducted ahead
of construction, resulting in a detailed Environmental and Social Management Plan (ESMP). This plan includes compensatory measures for aff ected communities and environmental impacts.
Environmental protection strategies are robust, involving compensation for key species and continuous monitoring. The project also supports the Mpem and Djim National Park and implements an archaeological resource protection program, highlighting its dedication to preserving biodiversity and cultural heritage.
The socio-economic benefits of the Nachtigal project are far-reaching and multifaceted. The project has been a significant driver of job creation, providing employment to thousands of
Cameroonians during its construction phase. This has not only injected muchneeded income into local economies but also facilitated skills transfer and capacity building among the local workforce.
Moreover, NHPC's commitment to improving local infrastructure is evident. The construction of 44 boreholes has provided clean water to over 10,000 residents in 27 villages, significantly improving their quality of life. Educational and healthcare facilities have also seen substantial investments. New classrooms and maternity wards have been built, while existing structures, like the main building of the Batchenga Medical Center, have been renovated. Health campaigns addressing issues such as ophthalmology and onchocerciasis have been initiated, further enhancing community well-being.
In the long term, the availability of reliable electricity will catalyze economic activities
With a project cost of approximately 1.2 billion (XAF 800 billion), the Nachtigal Hydro Power Project is a flagship PublicPrivate Partnership in SubSaharan Africa’s energy sector
across various sectors. Industries, especially those in manufacturing and services, will benefit from the stable power supply, leading to increased productivity and economic growth. The project is expected to spur local businesses, attract foreign investment, and create a more conducive environment for entrepreneurship.
As with any major project, Nachtigal faced its share of challenges, each met with resilience and innovative solutions. The Covid-19 pandemic posed significant disruptions, particularly in international trade and the flow of goods and people. Despite these hurdles, construction never ceased, thanks to the adaptability and dedication of the NHPC team and their partners.
In addressing these challenges, NHPC leveraged strong institutional, financial, and technical partnerships. Strategies were implemented to ensure the health and safety of workers, maintain supply chains, and adapt work schedules to new realities. This unwavering commitment to
progress amidst adversity highlights the project’s robust planning and management capabilities.
With a project cost of approximately €1.2 billion (XAF 800 billion), the Nachtigal Hydro Power Project is a flagship PublicPrivate Partnership in Sub-Saharan Africa’s energy sector. Rigorous financial oversight ensures the proper implementation of funds, contributing to the project’s financial health and stability.
Looking ahead, NHPC aims to be a cornerstone in Cameroon’s sustainable development, providing abundant and aff ordable electricity. Potential future expansions could further enhance the facility’s capacity, reinforcing Cameroon’s energy security and supporting long-term economic growth.
The Nachtigal Hydro Power Project is more than an engineering feat; it’s a symbol of hope and progress for Cameroon. By
providing reliable electricity and fostering sustainable development, Nachtigal is lighting up the future for millions of Cameroonians. The project’s impact will reverberate across multiple industries— agriculture, manufacturing, healthcare, education, and more—driving economic growth and improving quality of life.
Industries such as manufacturing and services stand to gain immensely from a stable power supply, leading to increased productivity and economic resilience. The agricultural sector will benefit from improved storage and processing capabilities, reducing post-harvest losses and enhancing food security. In healthcare, reliable electricity will enable better medical services and equipment functionality, improving patient care.
Education facilities will also thrive with a dependable power supply, facilitating digital learning and better educational outcomes. Overall, the Nachtigal
Hydro Power Project is poised to be a transformative force, powering dreams, driving economic growth, and showcasing the transformative power of innovative energy solutions.
As Nachtigal reaches its full potential, it will not only meet 30% of Cameroon’s electricity needs but also become a cornerstone of the nation’s sustainable development, illuminating the path towards a brighter and more prosperous future for all Cameroonians.
B.P. 35 543 Yaoundé infos@nhpc.cm www.nhpc.cm
Trinidad and Tobago is in the midst of a signifi cant upgrade being undertaken by the Ministry of Works and Transport (MOWT) as it seeks to bring its national roadbuilding infrastructure programme up to speed and help strengthen the country's social and economic fabric.
Alongside what will eventually be a $2 billion investment, the Ministry is also planning to launch a new National Transportation Plan, one which has yet to be updated since 1967.
While the country's infrastructure has aged, rapid growth has led to congested highways and long commutes. Climate change now poses new problems, such as the frequency of flooding. So, the need to tackle these multi-dimensional challenges is now imperative for the island nation to thrive in the mid-21st century.
2024 will prove to be a pivotal moment for Trinidad for many reasons, not least the MOWT's ambitions to spearhead many projects to better connect communities, reduce travel times and, signifi cantly, congestion on some of the country's traffic-choked roads.
Rohan Sinanan described 2023 as a "phenomenal" year after 600 road infrastructure projects were completed, but 2024 promised to be a game-changer.
Works and Transport Minister Rohan Sinanan described 2023 as a "phenomenal" year after 600 road infrastructure projects were completed, but 2024 promised to be a game-changer.
"We anticipate another 600 projects for the upcoming year until we can reach a point where every road in Trinidad that needs to be rehabilitated is up to the standard we want to accept," he said. This year, his Department has earmarked 11 traffic alleviation projects around the country.
The three primary pillars that guide its work are the buildout of its major highway, an upgrade of the primary and secondary road network, and the execution of traffic alleviation initiatives, such as road
rehabilitation, slope stabilization, traffic management, landslip and bridge repairs and construction.
The continuing road improvement programme is also a critical pillar of the country's National Development Strategy, a comprehensive national development planning framework that seeks to lay the foundations for attaining developed country status by 2030.
The upgrade of the Valencia-Toco Highway is a key component in stimulating new industrial, residential, and commercial development in the entire Northeast region of Trinidad.
The Valencia Main Road was identified as a key segment in the road network linking the village of Valencia to the proposed
Toco Highway and the CRHEM Highway via Ojoe to ensure greater connectivity and increased capacity. It is also a vital access road to Trinidad's northeast coast, servicing the communities of Matura, Salybia, Rampanalgas, Cumana, Sans Souci, Grande Riviere, Paria and Matelot.
In conjunction with the proposed construction of a new fast ferry port in Toco, the road upgrade will provide a faster alternative sea route to and from Tobago from East Trinidad. It will also reduce travel time, improve sight distances, and increase opportunities for economic growth.
The Valencia-Toco Road upgrade consisted of eight work packages, undertaken in two phases of 12.4 km and costing an estimated $196 million.
Solomon Hochoy Highway Extension to Point Fortin
One of the longest-running projects was the completion of the Solomon Hochoy
Highway Extension to Point Fortin (SHHEPF) project. The current project priorities included completing the northern link from Dumfries intersection to Dunlop Roundabout with a connection from Mon Desir Interchange back to Fyzabad Road. This link involved the completion of 30km of highway and improved connectivity along the SHHEPF mainline.
Mr Sinanan said it was a project the country should feel proud of and "a great achievement" as it was one of the last on the 1967 National Transportation Plan. The route will enable a drive from San Fernando to Point Fortin within 20 minutes, which otherwise would have taken 90 minutes.
The commissioning of the Golden Grove Road Bridge in early 2023 underscored the nation's commitment to improving road infrastructure and traffi c management
nationwide.
Golden Grove Road is a critical artery that serves as an access point for commuters to the Churchill Roosevelt Highway, the Eastern Main Road in Arouca, and the Piarco International Airport. The Golden Grove Road Bridge has ultimately improved connectivity and optimized safety for drivers and pedestrians.
The successful completion of the project led to the introduction of two lanes over the bridge, enabling safer and more efficient movement of traffi c, optimized safety for travellers on foot with a pedestrian sidewalk and an increased bridge span capacity to accommodate larger volumes of water during heavy rainfall to mitigate flooding.
This was one of hundreds of projects undertaken by the Programme for
Upgrading Roads Efficiency (PURE.) Unit. It spans from Lady Young Avenue, off Lady Young Road, to the Maritime Roundabout. The works included bridge reconstruction, traffic lane rehabilitation, widening intersections, and installation of drainage channels.
Three bridges were commissioned along the Toco Main Road in 2023. These included B1/22 (Breakfast River Bridge), B 1/1 (Galera Bridge) and B1/24 (Cumana Bridge). These newly constructed bridges will improve connectivity for commuters travelling to and from Grand Toco, Grande Riviere, Sans Souci, Matelot and surrounding areas. The improvement in accessibility has enhanced safety, mobility and the quality of life for residents, motorists and pedestrians.
By employing environmentally friendly and innovative solutions, the Ministry is producing bitumen-stabilized material using reclaimed and recycled asphalt pavements
The Ministry also honed in on various other projects in 2023. These included the Archal Dilon highway and the Digo Martin Westmoorings Interchange. Under the Bridges reconstruction program phase, designs for 12 out of 14 bridges were completed, while construction was underway on nine. The landslip repair program is making strides, with designs finalized for 32 out of 33 landslips and construction ongoing on 18 of these structures.
Some of the biggest projects in 2024 will include the Cuto to Sangra Grande Highway, which will see the construction of a connector road to the Eastern Main Road.
Additionally, work is far advanced on rebuilding the Manzanilla-Mayara road, a major thoroughfare for commuters and motorists in the Eastern region. By employing environmentally friendly and innovative solutions, the Ministry is producing bitumen-stabilized material using reclaimed and recycled asphalt pavements sourced from its stockpiles. Through this process, the PURE unit is developing durable infrastructure at a 30% reduced cost.
The Ministry is tackling traffic congestion
through a suite of projects. These include the O'Meara Road upgrade project, the Churchill Roosevelt Highway widening, the Tumpuna Road network upgrade, the Sangre Grande traffi c circulation improvements, the Endeavor Interchange upgrade, the Monroe Road Interchange upgrade, the Solomon Hochoy Highway Chaguanas to Chase Village project, the Maraval Access Project, and the San Fernando bypass Turuba Link Road.
It is also taking a multi-faceted approach to drainage projects, with 600 desilting projects achieved in 2023.
Mr Sinanan said one of the Government's goals was to ensure that no city or town was more than a 30-minute drive away
from the other. "Our mandate is to ensure that connectivity is maintained around the country."
Mr Sinanan said the country's infrastructure had aged, and given that Trinidad's last comprehensive transportation plan was completed in 1967, the time had come for a new plan because of expansive development throughout the country.
MOWT will approach it on a phased basis by developing a National Transportation Policy. The Government has partnered with the Development Bank of Latin America and the Caribbean to begin drafting the policy, and a consultant has also been retained.
He said the policy will address the unique aspects of land, sea, and air transportation networks, prepare strategic guidelines, create a precise road map covering the next five years, and prioritize projects, among other purposes.
Looking to the horizon, the Ministry of Works and Transport's bold endeavors in Trinidad & Tobago ignite a spark of hope and anticipation for a brighter, more exhilarating future. As roads and transportation systems undergo a profound transformation, they become not just conduits of travel but vibrant arteries pulsating with the promise of prosperity and progress. These visionary projects herald an era where every journey is a step closer to economic growth, sustainable development, and boundless opportunities for all.
In the tapestry of Trinidad & Tobago's landscape, the Ministry of Works and
Transport weaves threads of optimism and excitement, painting a portrait of a nation on the cusp of remarkable transformation. Beyond bricks and mortar, these initiatives symbolize the forging of pathways to dreams fulfilled and aspirations realized. With each upgraded road and enhanced infrastructure, a chorus of hope resonates, echoing the belief that every citizen, regardless of background or circumstance, is destined for a future brimming with possibility and prosperity.
Ministry of Works and Transport
(868) 625 1225
www.mowt.gov.tt
Uganda’s Lake Albert region has become a major focal point for the East African country’s ambition to tap into its considerable oil and gas reserves and a desire by stakeholders, communities and environmental groups for the unspoilt beauty to be carefully protected and preserved for future generations.
The Tilenga Project is being undertaken by lead company, French energy major TotalEnergies in collaboration with other partners. While it aims to reach a production capacity of 230,000 barrels of oil per day, the project is not only about oil; it’s also about sustainable development, local engagement, and environmental responsibility.
2024 will mark several key milestones: TotalEnergies’ 100 years of operation, the birth of the Tilenga Project, and a turning point for Uganda’s economy, people and natural resources.
The Tilenga field – with the name derived from local names for the Uganda Kob: “TIL” in Luo and “ENGAbi” in Lugungu - is
2024 will mark several key milestones: TotalEnergies’ 100 years of operation, the birth of the Tilenga Project, and a turning point for Uganda’s economy, people and natural resources.
located in Albertine Graben within the Buliisa and Nwoya districts in the north of Lake Albert, a major oil and gas resource area estimated to contain more than one billion barrels.
The project is part of the wider Lake Albert development project, comprising the Kingfisher oil field and the East African Crude Oil Pipeline (EACOP).
In Tilenga, TotalEnergies holds a 56.67% stake, while China National Off shore Oil Corporation (CNOOC) and Uganda National Oil Company (UNOC) have shares of 28.33% and 15%, respectively. Over at least 20 years, Tilenga and neighboring Kingfisher, are expected to produce an estimated 1.4 billion barrels of crude oil.
The project consists of six fields spanning an area of 110,00 ha. Production licenses include three from Contract Area-1, and
three in the northern section of License Area-2. The Jobi-Rii site is located within the Murchison Falls National Park, which is a protected area home to various wildlife and is an important tourist attraction.
Tilenga will consist of 426 petroleum wells across 31 locations within the six production areas. Two hundreds will be water-injecting wells, 196 oil-producing wells, two polymer pilot wells, and 28 will be reference wells. Ten wells will be drilled in the Murchison Falls National Park area to minimise the project’s footprint in the protected area.
The project will include a 160km of flowlines and buried pipeline network, a central processing facility (CPF), and a water abstraction system. Other infrastructure such as new roads and temporary and a permanent operation support base camp will be developed.
Inspecta Africa is the pioneer Ugandan supplier of surface wellheads, trees, valves and actuators to the oil and gas industry. We have been providing engineering, installation, testing (including Non Destructive Testing –NDT), consultancy, certification and training services, and life-of field support services customized to our customers’ needs since 2012.
Inspecta Africa has a team of highly qualified service technicians, strategically placed close to our clients, to provide daily reactive and proactive Oil and Gas related services. We offer a comprehensive installation service as well as 24/7 operational assistance on all our products and our flexible and focused set-up allows us to mobilize at short notice to create scenario plans with clients to ensure processes are in place for any potential outcome.
With Inspecta Africa staff holding North Sea Lifting certification, we are currently doing inspection works on the pipeline from the well-pads in the Tilenga oilfield, together with our partners Applus+ RTD-Velosi.
Early this year, Inspecta Africa rubbed shoulders with other key stakeholders in Uganda’s Oil and Gas fraternity as they participated in the 9th annual Oil and Gas Convention held at the Kampala Serena
Produced oil will be delivered to the CPF in Kasenyi village, Ngwedo, Buliisa for the removal of impurities such as water, sand, salts and gas from the oil produced. The water produced will be reinjected into local fields while the associated gas will be processed into liquefied petroleum gas (LPG), for further sale.
The associated gas produced will be
Hotel under the theme “The Journey to first oil in the Face of a Just Energy Transition in Uganda” was a success.
Organized by the Uganda Chamber of Mines and Petroleum, the two-day event had over fifty exhibitors and six hundred guests. At the front was one of the biggest brands in the industry, Inspecta Africa, who also doubled as sponsors and had a slot on the panel.
In his submission, Project Manager Anthony Mugira preached that competition is the only path to developing the sector to great heights since a tune of $7.1bn of contracts have been handed out for services in the Oil Sector ranging from camp management, drilling, waste management, and warehousing, among others.
also utilised for generating the power required for the treatment process and the production of LPG. The excess power generated will be exported to the pipeline and the national grid via a 132kV transmission line.
A 95km-long, 24in diameter feeder pipeline is planned to transport crude oil
Dr Ruth Nankabirwa, Uganda’s Minister of Energy and Mineral Development, stated: “Works on the upstream projects at Tilenga and Kingfisher are progressing very well with four rigs in the country drilling development wells and construction of the industrial area to host the CPF and their auxiliary parts.”
from the CPF to a delivery point in Kabeele. From there, it will be transported through EACOP to Tanzania.
In March 2024, Dr Ruth Nankabirwa, Uganda’s Minister of Energy and Mineral Development, stated: “Works on the upstream projects at Tilenga and Kingfisher
are progressing very well with four rigs in the country drilling development wells and construction of the industrial area to host the CPF and their auxiliary parts.”
Uganda National Oil Co CEO Proscovia Nabbanja added: “We are on track for first oil in H1 2025,"
Economic Growth: The Total Energies
Tilenga Project is a cornerstone of Uganda’s economic transformation. This ambitious initiative is set to significantly elevate Uganda's GDP by injecting billions of dollars into the economy. According to Patrick Pouyanné, Chairman and CEO of Total Energies, "Tilenga is more than just an energy project; it's a catalyst for economic development in Uganda. By creating thousands of jobs and stimulating local economies, we are fostering a
sustainable economic environment."
Beyond the macroeconomic benefits, Tilenga will create thousands of direct and indirect jobs, catalyzing a ripple effect of economic activity across the region. Local businesses will thrive from increased demand for services and goods, creating a vibrant, interconnected economy. For executives looking at expanding their business footprint, Tilenga offers a plethora of opportunities—from construction and logistics to hospitality and retail.
Patrick Pouyanné, Chairman and CEO of Total Energies, "Tilenga is more than just an energy project; it's a catalyst for economic development in Uganda. By creating thousands of jobs and stimulating local economies, we are fostering a sustainable economic environment.
MANTRAC Uganda Ltd. is the sole authorized dealer for Caterpillar products in Uganda with a head office located in Kampala. As part of the MANTRAC Group – the Caterpillar dealer in nine countries on three continents – we enjoy being part of such a large and focused organization.
Our
MANTRAC Uganda Ltd. offers new, rental and quality used Caterpillar equipment. The Caterpillar product line, consisting of more than 300 machines, sets the standard for productivity and durability. The product range includes but is not limited to; Hydraulic Excavators, Motor Graders, Backhoe Loaders, Tele-handlers, Soil Compactors, Skid-Steer loaders, Articulated Dump Trucks, Track-Type Tractors, Wheel Loaders, Track Loaders, Asphalt Pavers and Asphalt Compactors.
As a leading Power-Systems supplier, MANTRAC Uganda Ltd. is committed to providing you with Electric Power Solutions to operate your business at maximum efficiency. waring operational costs and giving you the best return on investment. We offer CATERPILLAR generators ranging from 10 kVA to 7000 kVA, providing both primary and standby power.
MANTRAC Uganda Ltd. provides a complete range of CATERPILLAR Material-Handling equipment for manufacturing, industrial and commercial applications that require total Material-Handling solutions.
MANTRAC Uganda Ltd. supplies genuine CATERPILLAR parts at competitive prices, protecting customers against unexpected downtime. We also provide original CAT lubricants, which reduce maintenance and ensure that components last longer. All CAT spare parts purchased from MANTRAC Uganda are guaranteed, genuine and carry the original caterpillar warranty.
MANTRAC Uganda Ltd.’s expertise and technical resources are available throughout the entire lifetime of every product we supply. We also offer a wide range of Customer Value Agreements (CVAs), ensuring the comprehensive maintenance and repair of your equipment.
Tilenga Project
In 2021, MANTRAC Uganda Limited provided all the machines required for bush clearing and grading the Drilling Support Base area within TILENGA region. This was part of the preliminary activities required for all site construction activities.
In February 2022, MANTRAC won a contract for the Supply, installation & maintenance of prime rated diesel engine generators (9MW) at Biliisa. These Generators were supplied to multiple LOTS within the Drilling Support Base, Bugungu, Buliisa Camp and Tangi Construction Support Base.
In April 2023, MANTRAC won a rental contract to Generate more than 10MW of
Power once again at Buliisa. This power was meant for the temporary camp facility.
Equipment Supplied in Tilenga
Drilling Support Base,
• 4 x 1000KVA, 6 x 500KVA, 4 x 350KVA, 4 x 200KVA, 4 x 50KVA
Temporary Camp Facility
• 2 X 2000KVA, 1 x 1275KVA, 12 x 1000KVA, 19 x 500KVA
Tangi Construction Support Base
• 650KVA, 4x400KVA, 2x250KVA, 10x15KVA , 1x100kva, 2x200KVA
Tilenga is not just an economic catalyst; it is a critical component of Uganda’s energy strategy. By harnessing Uganda’s oil reserves, the project will substantially reduce the country’s reliance on imported energy, ensuring a more stable and secure energy supply. "Energy security is paramount for Uganda's future, and Tilenga is at the heart of this strategy. By developing our own resources, we are paving the way for industrial growth and energy independence," stated Ruth Nankabirwa, Uganda’s Minister of Energy and Mineral Development.
For investors, the Tilenga Project represents a beacon of stability and potential. The project promises substantial returns, buoyed by Uganda’s relatively low
Some of the companies we have dealt with include TotalEnergies Ep Uganda B.V, McDERMOTT, Essar Infrastructure Uganda Ltd, ZPEB Uganda Company Ltd, Civtec Africa Limited, Mota-Engil, Cementers Uganda, COSL, Schlumberger, Sarens, Daqing Oil, Excel Construction Ltd, CPP
Services offered in Tilenga
• Bush clearing, Excavation, grading, land scaping.
• Power Generation
• Service and maintenance related works
mantracuganda.com
production costs and favorable regulatory environment. "Investing in Tilenga means investing in a project with strong fundamentals and long-term growth prospects. It’s an attractive proposition for any strategic investor," noted JeanPierre Sbraire, CFO of Total Energies. The long-term growth prospects are robust, supported by ongoing infrastructure developments and regional energy demands. Strategic investments in Tilenga are poised to yield significant dividends, making it a compelling addition to any diversified portfolio.
Advanced Technologies: At the heart of the Tilenga Project lies a commitment to technological excellence. Total Energies is deploying cutting-edge technologies in every phase of the project, from exploration and extraction to processing.
Innovations in drilling techniques ensure more efficient resource utilization while minimizing environmental impact. "We are leveraging the latest technologies to optimize production and ensure environmental sustainability. Our advanced drilling techniques and digital operations are setting new benchmarks in the industry," explained Arnaud Breuillac, President of Exploration & Production at Total Energies.
R&D Initiatives: The project is also a hub for research and development. Total Energies is pioneering new methods to reduce the environmental footprint of oil extraction, focusing on cleaner technologies and renewable energy integration. "Our R&D initiatives are crucial for developing
innovative solutions that reduce our environmental impact and enhance efficiency. We are committed to driving the energy transition forward," said MarieNoëlle Semeria, Chief Technology Officer at Total Energies.
The advances of the Tilenga project are, undoubtedly, having major impacts and reaching all aspects of Ugandan life: economic, community and environment.
While TotalEnergies prioritizes low-cost and low-emission projects, the Tilenga facilities will incorporate measures to limit greenhouse gas emissions. These include Liquefied Petroleum Gas (LPG) extraction
for regional markets as a substitute for burning biomass, solarization of the EACOP pipeline and utilization of associated gas for heating and power requirements.
The projects are also contributing to enhancing the lives of communities through livelihood improvement projects that target women, empowering them with skills in agriculture and different vocations. This is part of the peoplecentred approach.
Close to 14,000 acres of land have been acquired, a process which has impacted about 10,000 project affected persons (PAPs). With the Tilenga, Kingfi sher, EACOP, and Kabalega Industrial Park projects up and running, households have been compensated or resettled, jobs created, and services extended closer to those in the Albertine region.
Women and young girls have also been empowered through scholarships at
different stages of education, from primary school to tertiary education. Some of the beneficiaries are already employed in the sector in various professions from petroleum engineering and welding to accounting and law. Women have also received skills in tailoring, hospitality, and agriculture to ensure that they can support themselves and their families economically.
So far, 137 small and medium-term enterprises have been led by women and youth who have received training in identifying and participating in business opportunities in the oil and gas sector since 2021. Four hundred enterprises have been trained in total.
Around 450 women have been trained in financial literacy, and business development, vocational skills, and crop development since 2021. And 2,464 women have received agricultural support,
Around 450 women have been trained in financial literacy, and business development, vocational skills, and crop development since 2021
vocational skills, and food supplies under the EACOP project.
The completion of Tilenga (and EACOP) will require the implementation of a land acquisition program covering some 6,400 hectares. This means relocating 775 primary residences, and will affect a total of 18,800 stakeholders, landowners and land users.
From the initial design phase of these projects, special attention was paid to information, consultation and consensusbuilding with all stakeholders. Over 70,000 people were consulted. Discussions have been initiated with several NGOs, laying the foundation for a sustainable
collaboration process aimed at capitalizing on their expertise and driving continuous improvement.
TotalEnergies decided to restrict the footprint of the Tilenga project in Uganda’s Murchison Falls Park. Development will be limited to less than 1% of park land, and thanks to strict preventive and reduction measures built into the design of the project, the Tilenga facilities inside the park will cover less than 0.03% of the surface area during the operating phase.
Scouting for the EACOP route began in 2018, and after two years of consultation and surveying, it was decided the pipeline would arc for 296 km southeast through
Uganda from the collection and pumping station at Kabaale to the port of Tanga. The route was chosen to minimize disruption to the local population and the environment.
In Uganda the number of people affected by the projects is 3,660 and in Tanzania, 9,513. To date 90 per cent in Uganda have accepted compensation packages, including 177 who have opted for new homes resettling them away from the pipeline.
Some 105 fully constructed houses by TotalEnergies Uganda to the Tilenga Project Affected Persons have been completed. The houses vary from two to four bedrooms and are fitted with a kitchen, VIP latrine, a 5000-litre rainwater harvest tank, and solar lighting.
TotalEnergies has also launched the Tilenga Biodiversity Program, an initiative aimed at protecting and conserving biodiversity in and around the Tilenga project area. The Biodiversity Action Plan is hinged on four key pillars.
• Reducing human pressures and strengthening the ecological resilience
of the Murchison Falls protected area through enhanced park protection and community-based management.
• Implementing conservation and restoration measures for forests and their connectivity targeting protection of 10,000 hectares of natural forest threatened with deforestation and restoration of 1,000 hectares of tropical forest.
• Protecting and maintaining the connectivity of habitats in the savannah and in the proximity of the Bugungu Natural Reserve by addressing threats within and around the Reserve and developing schemes to support diversifi cation of livelihoods and reduce dependency on Bugungu Natural Reserve
• Working with the host community to
manage and restore wetlands along the southern bank of Lake Albert through community-based management initiatives
Philippe Groueix, General Manager, TotalEnergies EP Uganda, said: “We are mindful of the sensitive context within which we are undertaking our activities. The program will ensure a sustainable approach in working with community towards protecting and conserving the ecologically rich area in and around the Murchison Falls Conservation Area.”
TotalEnergies has also embarked on community-based forest conservation and restoration initiatives such as “Grow A Tree Everywhere” (GATE) which is aimed at growing 100,000 trees in the Tilenga project areas.
The success of the Tilenga Project is built on strong partnerships. Total Energies collaborates closely with the Ugandan government, local businesses, and international organizations to ensure the project’s objectives are met efficiently and sustainably. These partnerships enhance resource sharing, risk management, and project execution. "Our partnerships with the Ugandan government and local stakeholders are key to the success of Tilenga. Together, we are driving forward a project that benefits everyone involved," noted Nicolas Terraz, President of Exploration & Production at Total Energies.
TotalEnergies chose McDermott and Sinopec International Petroleum Service Corp. to carry out work on the Tilenga project. McDermott said the future contract was valued at around $2 billion.
McDermott and Sinopec will carry out engineering, procurement, construction and commissioning (EPCC) work on the project, which could eventually create up to 20,000 direct and indirect jobs.
McDermott will work on the project from its offices in London, and Sinopec from Yangzhou. The two will shift into Uganda for construction.
McDermott subcontracted GCC Services, a remote site services company, for camp services, Essar Infrastructure Uganda, an infrastructure development company, for structural, mechanical and piping installation, and Mota-Engil Uganda, a
subsidiary of Mota Engil, for general civil work of the Tilenga Project.
Schlumberger was awarded a contract for providing drilling, completions, and production services for the project. The scope of the contract included the delivery of directional drilling services, upper and lower completions, artificial lift solutions, and wellheads for the field.
Additionally, there were also contracts awarded to Mata Engil in the same project for the “Site preparation for Enabling Infrastructure – Industrial Area” phase, worth $37.9 million and for the “Upstream Facilities – General Civil Works” phase, worth $60.3 million.
The CNOOC Uganda Limited LR8001 rig that can drill up-to 8000 metres, and the SINOPEC 1501 (Rig 1), SINOPEC 1502 (Rig 2) & SINOPEC 1503 (Rig 3) will be used
in the Tilenga project. East African Piling Company was awarded the contract of installing conductor pipes for the well pads on the project. So far, over 130 conductor pipes have been installed.
Expro Group, has announced a five-year Well Intervention and Integrity contract with TotalEnergies EP Uganda for the multi-well Tilenga project.
Local Content Collaboration and Development:
The Total Energies Tilenga Project local content engaement is guided by the "National Content Strategy". This strategy aims to maximize the use of Ugandan manpower, goods, and services, while fostering capacity building, knowledge transfer, and technological advancement. Through an integrated approach spanning the project's lifecycle—from development
to production—we are committed to creating and retaining shared value within Uganda, working collaboratively with stakeholders, partners, and contractors to realize this vision.
Central to the project's efforts is a robust focus on training and skills development. Total Energies has implemented comprehensive training programs
designed to equip Ugandans with the necessary skills for high-quality jobs within the project. "We are dedicated to enhancing local content by investing in the development of local talent and businesses. This approach not only strengthens our operations but also supports the local economy," explained Henri-Max Ndong-Nzue, Senior Vice President Africa, Exploration & Production at Total Energies. This commitment ensures that the benefits of the Tilenga Project extend far beyond its immediate economic impact, fostering sustainable growth and capacity building across the nation.
Our local sourcing strategy is a cornerstone of the Tilenga Project, promoting the growth of Ugandan enterprises and creating a robust supply
chain. Key partners include Threeways Shipping Services (Group) Ltd for haulage and transportation, ULTRAFOG for construction, and Inspecta Africa for supplying surface wellheads, trees, valves, and actuators. Other vital collaborators include Epsilon Uganda Limited, MANTRAC Uganda Ltd—the exclusive authorized dealer for Caterpillar products in Uganda—Zpeb Uganda Co., CIVTEC Africa, and WQS Recruitment Services. These partnerships not only enhance the project's efficiency but also significantly contribute to the local economy by providing jobs and business opportunities, thereby embedding the Tilenga Project as a cornerstone of Uganda’s long-term economic and industrial development.
Risk Management and Governance
Robust Governance Framework:
Governance is a pillar of the Tilenga Project. Total Energies has established a robust framework to ensure compliance with international standards and best practices. This framework includes transparent reporting, stringent oversight, and continuous audits to maintain high levels of accountability and integrity. "Strong governance is essential to our operations. We adhere to the highest standards to ensure transparency and accountability in all our activities," stated Guy Maurice, Senior Vice President of HSE at Total Energies.
Risk Mitigation Strategies:
Comprehensive risk mitigation strategies
are in place to address operational, financial, and geopolitical risks. These include advanced safety protocols, insurance schemes, and contingency planning to safeguard the project and its stakeholders against potential disruptions. "We have implemented robust risk management strategies to ensure the safety and security of our operations and stakeholders. Our proactive approach to risk mitigation is a key element of our success," said Philippe Sauquet, President of Gas, Renewables & Power at Total Energies.
The Tilenga Project is not just a shortterm venture but a long-term commitment to Uganda’s energy future. Plans for expansion include further investments in infrastructure, increased production
Tilenga is a strategic investment for the future. Our plans for expansion and innovation will continue to drive growth and development for decades to come," commented Laurent Vivier, Senior Vice President Africa, Exploration & Production at Total Energies.
collective prosperity. "Tilenga is not just about Uganda; it’s about the entire East African region. Our project is a key player in regional energy integration, promoting economic cooperation and development," emphasized Nicolas Terraz, President of Exploration & Production at Total Energies.
The Tilenga and EACOP projects will undoubtedly prove to be exceptional turning points for Uganda for generations to come. While oil and gas reserves will bring economic positivity, the world is also watching to ensure that the ecosystems around Lake Albert remain. capacity, and the integration of renewable energy sources. This longterm vision ensures sustained growth and development. "Tilenga is a strategic investment for the future. Our plans for expansion and innovation will continue to drive growth and development for decades to come," commented Laurent Vivier, Senior Vice President Africa, Exploration & Production at Total Energies.
Regional Integration: The Tilenga Project is integral to the broader regional initiatives of the East African Community (EAC). By contributing to the region's energy grid, the project supports the EAC’s goals of economic integration and energy cooperation. This regional synergy promises to unlock new markets and drive
nation's economic growth
Heritage Petroleum is the future of Trinidad and Tobago—a bold statement but one that the country's Prime Minister Keith Rowley would entirely agree with. The stateowned oil and gas company is quickly fixing the problems of old while forging new and exciting exploration projects to help propel T&T forward.
While the Caribbean country's principal oil producer has brought on stream a new oil well at the Soldado East Field, its socio-economic commitments to local communities and protecting the environment are an integral part of its strategic plans.
The advent of Heritage Petroleum in October 2018 came out of a malaise of problems left by the troubled existence of Petrotrin, an entity created to absorb the joint mergers of three historic nationally run oil and gas companies—Trintopec and Trintoc in 1993 and Trintomar in 2000.
By 2017, Petrotrin was facing financial ruin with accumulated debts of nearly $12 billion and in danger of bankrupting Trinidad & Tobago as a country. Within a year, following significant government restructuring, Petrotrin was dissolved, and its refinery closed.
Heritage Petroleum was created in its place and tasked with the exploration, development, production and marketing of crude oil. Its operations are primarily focused within southern Trinidad and Tobago, with non-operated assets off Trinidad's east coast.
By early 2024, Heritage had repaid $7.5 billion of Petrotrin's debts, said Heritage
By early 2024, Heritage had repaid $7.5 billion of Petrotrin's debts, said Heritage chairman Michael Quamina
chairman Michael Quamina. Additionally, the company has paid $12.6 billion in tax requirements since its inception while continuing to meet core expenses for the exploration and production of oil and gas.
Prime Minister Rowley asserted that without government action to end Petrotrin, the country would have faced an International Monetary Fund bailout and a significant currency devaluation. "For us and the nation, Heritage is a success story," he asserted.
With creditors having placed liens against company property, Heritage slowly regained control of these assets as debts were repaid. That, in turn, enabled the nation to repurpose assets for the greater benefit of communities.
Heritage has several offshore operations and routine upstream activities, focusing on Soldado Fields. Discovered between 1954 and 1965, three major Soldado fields – Main, East, and North Soldado – were
In 2024, the company launched an exploration drill campaign, entailing the spudding of two wells in the highgraded Preau block in St Mary's
some of the earliest major discoveries in the Gulf of Paria.
Its midstream operation is positioned to receive crude from offshore, land and lease operators, fiscalisation of the crude, and pump it to Paria Fuel Trading Company for cargo sales.
Data disclosed that Heritage accounted for 64% of the 54,866 b/d national crude and condensate output from January to October 2023, followed by Perenco (13%) and Woodside Energy (8.66%). Of 46 wells begun in the period, Heritage drilled 30 development and four exploration wells.
In 2024, the company launched an
exploration drill campaign, entailing the spudding of two wells in the high-graded Preau block in St Mary's. The operator also sought approval to install subsea pipelines in the East Soldado field.
Heritage confirmed it commissioned its latest off shore oil well, S-938, which it described as "a significant milestone" in its field development efforts. This well is expected to produce an average of 500 barrels of oil per day.
Located within the Soldado East field, S-938 is the third well to be put into production after the firm embarked on its off shore drilling program in line with its
Veratech Engineering and Construction Company Limited (VECCL): A Leader in Trinidad and Tobago's Offshore Oil and Gas Services
Veratech Engineering and Construction Company Limited (VECCL) is a premier provider of offshore oil and gas services, headquartered in Trinidad and Tobago. Established in November 2018, this privately owned company leverages extensive industry experience to deliver a wide range of services with a strong emphasis on safety and environmental responsibility. VECCL is a trusted partner for engineering, construction, marine services, and specialized product installations within the energy sector.
VECCL’s operations are built on a foundation of safety and quality, making it a reliable choice for offshore projects in the oil and gas industry. The company’s Health, Safety, and Environmental (HSE) program is designed to meet and exceed legal and regulatory standards. This ensures a secure work environment for employees, clients, and partners. VECCL’s proactive risk management plans and continuous improvement initiatives highlight its commitment to maintaining the highest standards in safety, health, and environmental performance.
VECCL offers a diverse portfolio of services, positioning itself as a key player in Trinidad and Tobago’s energy sector. The company provides end-to-end engineering consultancy services, including project design, management, and technical assessments tailored to the unique needs of oil, gas, and energy infrastructure. With expertise in offshore platform design, infrastructure optimization, and feasibility studies, VECCL ensures every project meets industry standards while delivering exceptional results.
In the field of marine construction, VECCL is recognized for its capabilities in subsea installations, platform refurbishments, and complex offshore projects. The company also serves as an agent for Denso North America’s Splash Zone Protection products, offering expertise in corrosion control, which is critical for offshore oil and gas operations. These specialized services reinforce VECCL’s position as a leader in the energy sector, providing both high-quality products and expert installation.
VECCL has developed strategic partnerships with key players in the energy industry, such as Heritage Petroleum Company Limited (HPCL) and Atlantic LNG. These collaborations have enabled the company to deliver successful projects across Trinidad and Tobago and the wider Caribbean region, enhancing its reputation for reliability and technical expertise. Major projects, including the Southwest Soldado Pipeline Campaign and subsea cable installations, underscore VECCL’s role in advancing the region’s energy infrastructure.
VECCL aims to become the leading provider of marine services solutions in the Caribbean. The company’s mission is centered on delivering safe, competitive, and high-productivity solutions for the oil, gas, petrochemical, and industrial sectors. By prioritizing sustainable development and environmental stewardship, VECCL strives to create long-term value for clients, employees, and communities. This commitment aligns with the growing demand for environmentally conscious practices in the global energy industry.
Choosing VECCL means partnering with a company that combines local expertise with international standards. Its focus on safety, quality, and strategic industry partnerships ensures that every project is completed efficiently and to the highest standards. VECCL’s dedication to sustainable practices and innovative solutions makes it a trusted partner for energy companies seeking reliable and effective project execution in Trinidad and Tobago and beyond.
Veratech Engineering and Construction Company Limited (VECCL) has quickly established itself as a leader in Trinidad and Tobago’s offshore oil and gas industry. With a diverse range of services, a commitment to safety, and strong strategic partnerships, VECCL is poised for continued growth. Its vision to lead the Caribbean’s marine services market and dedication to sustainability make it a top choice for energy companies looking for a trusted partner in offshore engineering and marine construction.
strategy to grow high-margin production. Heritage anticipates ongoing benefits from this well and three additional ones, which are expected to come online later in 2024.
It continues with the execution of projects and routine upstream activities within the Soldado fields, where over 600 wells have been drilled to date, targeting the Cruse, Forest, and Morne L'Enfer formations.
Heritage Petroleum’s operations are supported by a diverse network of local and international suppliers and contractors who provide essential services across various domains. Key suppliers include Patrick Gordon's Construction for civil infrastructure, Off shore Technology Solutions for offshore engineering, Veratech Engineering and Construction
for infrastructure development, and IAL Engineering Services for mechanical and electrical maintenance. Other critical partners like Allied Security ensure robust security measures, while Tiger Tanks Trinidad offers vital storage solutions, and TOSL Engineering provides industrial maintenance services. These collaborations enable Heritage to maintain efficient, safe, and compliant operations.
Heritage Petroleum, which supports 1,250 employee and third-party contractor jobs across its operations
Additionally, contractors like Vertech General Contracting Ltd, Esskay Construction Services, and Inland and Offshore Contractors provide specialized services in construction, maintenance, and logistical support. Companies such as Oudit Ramjattan & Sons offer transportation and heavy equipment services, while Oil Mop Environmental Services manages environmental impacts, crucial for sustainable operations. Through these partnerships, Heritage Petroleum not only ensures the smooth running of its exploration and production activities but also contributes significantly to local economic development by promoting local content and supporting a wide range of Trinidad and Tobago’s businesses
Heritage also selected Hiber Global's LoRaWAN wireless well monitoring solution, HiberHilo, to provide realtime data for its highest-producing offshore wells to improve production and operational efficiency. The installation, the first of its kind in the region, facilitates realtime data on well performance, minimizes downtime, and reduces exposure to offshore environments, said Erik Keskula, Heritage's CEO.
"This is a simpler, faster, and less expensive monitoring solution for remote, mature assets with limited instrumentation and connectivity. The technology wirelessly transmits information from the well into our systems, so issues are identified sooner, and we can pinpoint underperforming wells. But we can do this remotely without
having to send an operator to search for the well."
Heritage Petroleum's relationship with its suppliers and contractors is a cornerstone of its operations. By fostering transparent, fair, and mutually beneficial partnerships, the company not only ensures the success of its own projects but also contributes to the broader socio-economic development of Trinidad and Tobago. The focus on local content, safety, environmental responsibility, and long-term collaboration helps create a sustainable and resilient supply chain that supports the nation’s energy sector.
Heritage Petroleum, which supports 1,250 employee and third-party contractor jobs across its operations, takes its environment, social and governance commitments (ESG) to local, regional and national initiatives immensely seriously.
It committed $500,000 to the Pointea-Pierre Wildfowl Trust, a habitat for an array of wetland birds, some of which
have been listed as endangered. The donation reinforces its commitment to environmental sustainability and corporate social responsibility.
The funding is expected to significantly enhance the Wildfowl Trust's operational sustainability, empowering it to expand
its environmental education and wetland conservation mission.
The company has also continued its annual seedling distribution of 250,000 seedlings to local and neighbouring communities. The 'Here We Grow' initiative aims to encourage people to grow their own foods in our communities.
In 2020, Heritage established the Heritage Education Resource Opportunity (HERO), a scholarship programme offering $100,000 to aid top-performing students within its local communities in continuing their education.
Its Heritage Outreach to Maximise Environmental Excellence (HOMEE) Programme has also been launched to improve environmental awareness and address sustainable development issues, impacting communities within its areas of
operations and throughout the broader local landscape.
The programme further allows Heritage to engage community stakeholders, including schools, youth and community groups, to share key components of the Heritage environmental philosophy.
Meanwhile, Heritage and the University of the West Indies have signed a Memorandum of Understanding (MOU) for collaborative research and development, commencing a pioneering initiative within the energy sector. Among the objectives include driving innovation and sustainability in the oil and gas industry, fostering joint research projects and knowledgeexchange initiatives.
As Heritage Petroleum propels Trinidad and Tobago into a new era of energy leadership, it stands as a symbol of innovation, resilience, and strategic foresight. Emerging from the challenges of its predecessor, Petrotrin, Heritage has not only revitalized the nation's oil and gas industry but also set a dynamic course for the future. By embracing cutting-edge technologies like Hiber Global's LoRaWAN wireless well monitoring and forging strong alliances with top-tier suppliers, Heritage is redefining operational efficiency and sustainability in the Caribbean. These innovations aren't just about boosting production; they're about ensuring that Trinidad and Tobago remains a key player in the global energy market.
But Heritage’s impact goes far beyond oil fields and drilling rigs. The company is deeply woven into the fabric of Trinidad and Tobago’s communities, driving meaningful change through its bold
socio-economic initiatives. From the HERO scholarship program that invests in the nation's brightest minds to the HOMEE Programme, which nurtures environmental consciousness at the grassroots level, Heritage is planting seeds of progress across the country. Its partnerships with institutions like the University of the West Indies signal a commitment to pushing the boundaries of what’s possible in energy and sustainability. As Heritage continues to innovate and invest in its people, it is not just fueling the economy—it’s empowering a nation.
A Vision Realized: How Staatsolie is Transforming
Transforming Suriname’s Energy Sector and Community
IIn the late 1920s, oil traces were discovered in Suriname's Nickerie district, sparking curiosity but little action. It wasn’t until the 1970s oil crisis that the country's oil potential gained global attention. When multinational exploration efforts failed to yield significant results, Suriname made a bold decision: to take control of its destiny. In 1980, Staatsolie Maatschappij Suriname N.V. was established to lead the country's oil industry with a motto that remains at the heart of its operations—“Confidence in our own abilities.”
Over four decades later, Staatsolie has evolved from its humble beginnings into a vertically integrated energy company, managing exploration, refining, and power generation. It is now a linchpin in Suriname’s economy and a symbol of national pride. With significant off shore discoveries, transformative infrastructure investments, and a steadfast commitment to sustainability and community development, Staatsolie is charting a path toward a prosperous future.
The establishment of Staatsolie in 1980 marked a turning point for Suriname. Under the visionary leadership of its first CEO, Eddy Jharap, Staatsolie pioneered local oil exploration in the Saramacca district, achieving its fi rst production milestones. "We believed in our ability
We believed in our ability to develop the sector ourselves," Jharap once said
to develop the sector ourselves," Jharap once said, a belief that continues to define Staatsolie’s ethos.
In its early years, Staatsolie operated under challenging circumstances. Suriname’s limited infrastructure and technical expertise presented significant hurdles, but the company persevered, fueled by its commitment to self-reliance. By the mid1980s, Staatsolie had not only established itself as a reliable producer but also laid the groundwork for future growth by reinvesting profits into capacity building and infrastructure.
Staatsolie’s role as both producer and state agent ensured that foreign oil companies operated under service contracts, allowing Suriname to retain
We believed in our ability to develop the sector ourselves," Jharap once said
control over its resources. This model laid the groundwork for the company’s growth into a diversified energy leader.
Today, Staatsolie is at the forefront of a burgeoning off shore oil industry. The Suriname Basin, estimated to hold up to 30 billion barrels of oil equivalent, has captured global attention. Collaborations
When it comes to industrial insulation, scaffolding, and prefabrication, Isotherm-Suriname N.V. stands as a beacon of excellence. Based in the heart of Paramaribo, Suriname, Isotherm delivers innovative and certified solutions to energy, petrochemical, and industrial projects. With an extensive inventory and a team of skilled professionals, the company is setting benchmarks in quality, safety, and service.
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with international oil majors such as TotalEnergies, APA Corporation, and Petronas are unlocking this potential. Staatsolie itself holds a 20% stake in the Block 58 project, with production slated to begin in 2028.
“The Suriname Basin is the real prize,” says Glenn Corrie, Staatsolie’s Vice President of Offshore. “It holds immense promise, and we are proud to be leading this journey alongside our partners.”
The scale of investment in these projects is unprecedented in Suriname’s history. Block 58 alone has attracted $10.5 billion in funding, reflecting the confidence of international energy companies in the region’s potential. Meanwhile, Staatsolie is negotiating with Petronas for a second offshore development in Block 52, which
includes promising oil and gas reserves. Staatsolie’s commitment to cuttingedge technology has been pivotal in these developments. High-quality 3D seismic imaging, achieved through partnerships with GeoPartners Ltd and TROIS Geoconsulting, has reduced exploration risks and enabled precise reservoir mapping. The use of FullWaveform Inversion (FWI) and other advanced imaging techniques underscores Staatsolie’s focus on innovation.
Beyond exploration, the company is investing in infrastructure to support offshore operations. These include partnerships with globally recognized suppliers to ensure logistical efficiency and safety, as well as investments in stateof-the-art equipment for extraction and transportation.
Today, Staatsolie operates across the entire oil and gas value chain. Its Tout Lui Faut refinery, located south of Paramaribo, is a central hub for processing crude oil. Originally commissioned in 1997 and expanded in 2015, the refi nery has a capacity of 15,000 barrels per day. It produces high-quality diesel, gasoline, and fuel oil, meeting Suriname’s domestic demand and exporting to regional markets.
Tout Lui Faut refinery, located south of Paramaribo, is a central hub for processing crude oil
The refinery symbolizes Staatsolie’s longterm vision of self-sufficiency, reducing the nation’s reliance on imported energy products.
Onshore, Staatsolie continues to operate the Tambaredjo and Calcutta fields, which provide a steady supply of crude oil. The company’s power generation subsidiary, Staatsolie Power Company Suriname (SPCS), supplies electricity to the national grid using natural gas and heavy fuel oil, reinforcing its role in meeting Suriname’s energy needs.
The company also has a robust marketing and export division, leveraging Suriname’s strategic location to access international markets. By combining efficient production with strategic distribution, Staatsolie has established itself as a reliable energy supplier in the Caribbean and beyond.
Staatsolie’s sustainability strategy goes beyond operational efficiency. From minimizing greenhouse gas emissions to fostering social development, the company is committed to balancing profitability with
The
Blue Wave Supplier Development Program, launched in collaboration with Chevron and ExxonMobil, equips Surinamese companies with the skills and certifications needed to compete internationally
environmental and community well-being.
The Block 58 development, operated by TotalEnergies, is a case in point. Using all-electric Floating Production Storage and Offloading (FPSO) units, the project eliminates routine flaring and reinjects associated gas to reduce its carbon footprint. Advanced technologies such as Water Alternating Gas (WAG) injection ensure responsible resource utilization.
“We aim to set a benchmark for sustainability in the region,” says Annand Jagesar, Managing Director of Staatsolie. “Our approach integrates environmental stewardship with cutting-edge technology.”
Local content is a cornerstone of Staatsolie’s strategy. The Blue Wave Supplier Development Program, launched in collaboration with Chevron and ExxonMobil, equips Surinamese companies with the skills and certifications needed to compete internationally. Since its inception, 25 companies have completed the program, with 30 more set to join in 2024.
Key local partners include Isotherm Suriname N.V., which specializes in thermal insulation for industrial installations, and
Superior Tank and Pipe Group, a leader in the fabrication and maintenance of storage tanks and pipelines. Logistics providers like Ramps Logistics Suriname and Integra Marine & Freight Services ensure the smooth flow of materials and equipment for Staatsolie’s operations. Meanwhile, Sama Fire Protection N.V. and Eldorado Off shore contribute critical safety and manpower services, respectively.
“These partnerships are vital to building a robust local ecosystem,” says Jagesar. “By empowering Surinamese businesses, we’re not just creating jobs—we’re laying
With $26 billion in projected revenue over the next 20 years, Staatsolie is poised to transform Suriname’s economy
the foundation for a self-sufficient energy industry.”
Staatsolie’s impact extends far beyond the energy sector. Through the Staatsolie Foundation for Community Development, the company has funded critical projects in education, healthcare, and infrastructure. Recent initiatives include a $240,000 renovation of the Natural Technical Institute (NATIN) and a $150,000 investment in school renovations in Commewijne and Marowijne.
Healthcare is another priority. In 2022, Staatsolie donated $1 million to the National Recovery Plan for Healthcare, funding pediatric cardiac surgery missions and the procurement of essential medical equipment. The “Helping Hands” program, which encourages employee volunteerism, further amplifies the company’s community impact.
Jagesar emphasizes the importance of these initiatives: “We view our role as not just an energy producer, but a partner in Suriname’s development. Our investments are designed to uplift the community and create long-term value.”
With $26 billion in projected revenue over the next 20 years, Staatsolie is poised to
transform Suriname’s economy. However, Jagesar warns of the challenges ahead. “We must ensure that this wealth is managed responsibly. Education, healthcare, and infrastructure should be our top priorities.”
To this end, Jagesar has proposed the
creation of a multi-stakeholder council to oversee the allocation of oil revenues, ensuring transparency and accountability. The stakes are high, but the potential rewards are even higher.
Staatsolie also recognizes the importance of preparing for the energy transition. By investing in cleaner technologies and exploring opportunities in renewable energy, the company aims to secure its relevance in a decarbonizing world.
Conclusion
From its humble beginnings in Saramacca to its leadership in the off shore energy revolution, Staatsolie embodies the resilience and ambition of Suriname. Its journey is a testament to what a nation can achieve with vision, determination, and a commitment to sustainability. As Suriname looks to the future,
Staatsolie’s role as a catalyst for economic growth, environmental stewardship, and community development is more critical than ever. “The real prize lies ahead,” Corrie says, echoing the optimism that has propelled Staatsolie from its inception. With a foundation built on innovation, collaboration, and social responsibility, Staatsolie is not just shaping the future of energy in Suriname—it is shaping the future of the nation itself.
Staatsolie - Suriname's National Energy, Oil & Gas Company
Tel +597 499-649
www.staatsolie.com SMS
Logistics leader Threeways Shipping has successfully navigated the stormy waters of recent years and is now stepping up its game, including playing a pivotal role in TotalEnergies' Tilenga project in Uganda. Written by Andy Probert.
Threeways Shipping is once again one of Uganda's cutting–edge intra-field logistics specialists. Focused on keeping the wheels of the developing nation's economy turning, it is currently gaining major traction on oil and gas projects, where it has become the first local Tier 1 provider to global clients, such as TotalEnergies.
"We are now moving in the right direction, clearly focused and ensuring that, as a business, we are coming back stronger and wiser. We have felt the pain of recent years; now we want to see the company and its workforce gain," said Co-MD Jeff Baitwa.
Jeff, alongside his long-term business associate Daniel, runs Bro Group, which comprises Threeways Shipping Ltd, Threeways Distribution Ltd and it heavy haulage arm Transtrac ltd. Their intrafield logistics expertise includes around $10-$12 million of assets, including heavy lifting equipment and machinery of all categories, from forklifts to giant cranes.
With combined contracts worth about $50 million over the next five years providing intra-field services for TotalEnergies and China National Off shore Oil Corporation (CNOOC) on their Tilenga and Kingfisher oilfield projects respectively, Jeff admitted he could breathe a little easier after a "difficult' decade.
By 2012, Threeways Shipping's revenues had arced up to $45 million on the back of mega-contracts and a fleet of 180 new trucks supported by modern standard trailers, which supported major oil and gas clients in the region
Threeways Shipping Services was conceived in 1990 in the UK as a courier and freight forwarder. Four years later, the operation relocated to Uganda and established itself as a $5 million turnover business by 2007.
By 2012, Threeways Shipping's revenues had arced up to $45 million on the back of mega-contracts and a fleet of 180 new trucks supported by modern standard trailers, which supported major oil and gas clients in the region. From 50 customers in 2007, the company's client base swelled to 150 strong. Then problems began.
Many, including Bro Group, heavily invested in the hope the transition from oil exploration to production in the country would be short, but that didn't materialize
for TotalEnergies and CNOOC for several years.
In the meantime, Threeways' revenue slumped due to various local and international issues, and economic factors. All Jeff could do was stand on the sidelines and sweat the financial investments.
In trying to get ahead of the competition, Threeways retained highly skilled workers who then needed to be laid off despite relief from smaller contract wins on hydropower construction projects.
By the time reality hit, the company was staring down the barrel of receivership between 2016 and 2018. Then Covid19 struck and put the company on ice as lockdown bit. "When the exploration period went down, it was a volatile period for us," recalled Jeff. "We had substantial
human resources capacities. We tried to keep the team together for another two years, but the transition plans never materialized.
"Then things went south quickly; the business went down, and it was a very troubling time with financial challenges. It was a strong but bitter fight to the end. Covid-19 forced us to sit things out, but now we are bouncing back. The past is the past, hard lessons learnt, and we are looking to a bright future. We have another shot and one we intend to fully grasp."
While Bro Group remains in a "recovery phase", Jeff is allowing himself to appreciate the glimpse of turning the
corner, looking up rather than over his shoulder, thanks to several contacts.
"We have always done business based on relationships as opposed to them being transactional. Loyal customers who could see what we have done based on past
performances and relationships have allowed us to engage with them. Through those strong links, we have been able to survive."
The group has retained a majority of its assets to perform and execute projects but "remains cautious but hungry and looking for more opportunities to fully utilize our skills expertise equipment and trucks".
The company's present fleet includes a large number of trucks, cranes, forklifts, and various support vehicles. Jeff said
90% of the fleet is dedicated to the oil and gas contracts it presently manages.
"Over the next year, we hope to pick up more business wins, but we are cherrypicking with who we want to work. While our work and strength are presently within Uganda's borders, I am hopeful we will begin operating in Mombasa in the near future.”
The company currently employs over 200 people but that can rise to 300 depending on prevailing contracts. "Oil and gas has
"Over
the next year, we hope to pick up more business wins, but we are cherry-picking with who we want to work with. While our work and strength are presently within Uganda's borders, I am hopeful we will begin operating in Mombasa in the near future.”
always been our mainstay of business," he said. "We have built formidable experience in previous contracts, and due to our past performance and historical relationships, we are responding to present-day demands.
"Today, we are focused on intra-fi eld logistics, supporting Total and CNOOC. We move equipment and materials to different locations, support lifting operations, and provide manpower, logistics, and rentals to clients."
According to the Petroleum Authority of Uganda, Threeways was one of several companies in Uganda to benefit in 2022 from over $600 million out of $3.9 billion for the Tilenga and Kingfisher oil field projects.
Threeways is also involved with another significant oil project, the East African Crude Oil Pipeline (EACOP), which will transport oil from Western Uganda to
Tanzania's coastal city of Tanga. It is also engaged on other contracts and joint ventures, and freight forwarding subcontracting. All these activities have ensured around 95% of Bro Group’s assets are at full capacity.
With the intra-field logistics at Tilenga, Threeways successfully relocated two rigs simultaneously within 30 days.
"That was an exceptional phase, and all went smoothly for us and Total," he said.
"Otherwise, we provide extensive support
in moving materials and equipment from their support base to the active site. We are acting as a true partner with Total. It is a good backbone for Threeways to become something we wish. "
Jacob Omondi, Threeways’ Logistics Manager at Tilenga, said: “Threeways was given this project based on our strict professionalism, experience, knowledge, personnel and safety record. We have over 200 staff working Tilenga’s two sites.”
He said their truck drivers are required to follow higher standards compared to other industries. “We have to consider things like fatigue management and speed limits. And once our drivers get into the TotalEnergies bloc, they have to adhere to even stricter speed limits. Our drivers are highly trained through monthly and annual training, and in-house awareness training on a weekly basis.”
Threeways’ trucks are equipped with
an IVMS system for fleet management and the Fleetio system for equipment management. These solutions help monitor the trucks and any issues arising.
He said: “If a truck driver is speeding our technology alerts supervisors in charge and managers in real-time via email and text. This ensures we can maintain checks on all our drivers. The IVMS offers a weekly report that is shared with the client on our driver’s performance which helps to meet their quality management commitments.”
He pinpointed a few challenges currently affecting Threeways and the industry in general. “The first one is the quality of the manpower available and the speed at which Tilenga contracts were issued did not allow companies to be prepared sufficiently for the manpower required.”
Some of Threeways’ workforce were relocated to other countries, such as Sudan and Kenya, to learn and build capacity in the oil and gas sector. “This is how we have been able to maintain and even exceed the standards present locally.” The company has also launched an apprenticeship
program and internal training which seeks to address the requirements on Tilenga.
He also discussed a government policy of 40% local content on the project. “This goes beyond the locality and extends to the rest of Uganda. Threeways ensures it employs staff with capacity in the local community where the Tilenga project is located as well.”
Jeff said that his team's experience, knowledge, agility and speed of moving equipment was down to global clients recognizing Threeways as a respected "safe pair of hands" on the ground in Uganda.
"We have a very astute and skillful workforce, which has enabled us to be a force to be reckoned with in a very competitive sector. In our niche, specifically heavy lifting, we are the leaders given the size of our work, capacity, and people."
Jeff said that his team's experience, knowledge, agility and speed of moving equipment was down to global clients recognizing Threeways as a respected "safe pair of hands" on the ground in Uganda
He said: "Our philosophy is no shortcuts. That becomes a culture and drives the rest of the business. We empower our staff with simple values they can adopt in their work, lead by example, cultivate a sense of responsibility, and seek to achieve the highest professional standards.
"By giving our best in everything we do, we can meet and exceed customer expectations in compliance and safety. Being ethical, professional, innovative, and
maintaining integrity also ensures we can provide added value."
While the business remains maledominated, Threeways adopts several best practices to encourage female workers into the operation and is trying to recruit more specialists for various roles.
He added Threeways was an allinclusive and diverse company with a healthy complement of female staff. “Transparency, trust and teamwork are vital to maintaining excellent client relationships, but "engaging between teams on issues and challenges, sharing experiences and seeking solutions all help," Jeff asserted.
He concluded: "There are still some opportunities in the oil and gas sector, but not as many as there used to be. Currently, we are focused on the existing opportunities. We have to follow the opportunities that arise and be agile to them.
"Threeways is always looking to diversify. Our business model is based on being very selective and systematic about who we work with and ensuring that both partners can flourish over the long term.
"We want to use this present phase to get as much work as possible while ensuring our services are professional and worldclass. Hopefully, by the end of 2024, we will be expanding and engaging with more clients of the quality of the partnerships we have enjoyed with Total and CNOOC."
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