Like the large cat native to the Americas, Puma Energy has pounced to become a leading downstream energy provider in Africa
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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 111th edition of Africa Outlook magazine.
Puma Energy has pounced to become a leading downstream energy provider in Africa and take its place on the front cover of this issue.
There is a rising demand for energy, especially transportation fuels, due to the continent’s fast-growing population, combined with rapid urbanisation in subSaharan Africa where Puma Energy largely operates.
This increasing demand presents significant opportunities for investment and expansion in Africa’s oil and gas industry, whilst vast hydrocarbon reserves also position the continent as a critical player in the global energy market.
In a time of change for the industry, which is diversifying its traditional fuel offerings, Puma Energy is dedicated to the growth, transformation, and sustainability of Africa’s energy sector.
“At Puma Energy, we’re committed to energising Africa’s growth, delivering safe, reliable, and affordable downstream energy solutions across the continent. Africa’s oil and gas industry is not just an exciting space – it’s a vital component of the continent’s economic future,” an optimistic Ben Ouattara, COO – Africa, tells us in an extended interview.
The Angolan oil and gas industry in particular is reputed for its stringent safety, quality, and engineering standards.
Petromar stands at the head of the Angolan subsea sector and floating, production, storage, and offloading (FPSO) activities. Having pioneered forward-thinking solutions across the industry for the past four decades, it is also ready to seize any opportunities that arise from other types of business.
“In particular, some operators are currently planning abandonment and decommissioning programmes for some of their facilities. We believe that Petromar could play a key role in these, partnering with several actors in this new market,” insights General Manager, Frederic Heintz.
Elsewhere, in the Guinean capital, the Port of Conakry seeks to capitalise on its strategic geographical location, which provides a comparative advantage over its West African neighbours.
“We must carry out a commercial attack on the Malian market, which has enormous potential in terms of importing and exporting food, oil, and cotton products,” outlines Biro Diallo, Managing Director of the port authority – the Autonomous Port of Conakry.
Opportunities also abound for WBHO Roads and Earthworks, Raubex Building, bp Ghana, and more in our final edition of the year.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
44 Puma Energy
Energising Communities
A leader in downstream energy across Africa
FEATURES
OIL & GAS
68 Petromar
40 Years of Excellence in Fabrication and Maintenance
Pioneering fabrication and maintenance activities
82 bp Ghana
Embracing a
Facilitating
MINING
90 Bokoni Platinum Mines
Mining for the Future
Committed to innovative mining and community development
CONSTRUCTION
124 WBHO Roads and Earthworks
Cross-Continent Connections
Diverse road, energy, and infrastructure capabilities
142 WBHO Projects
Building a Lasting Legacy
Driving Africa’s infrastructure forwards
152 Raubex Building
Quality Construction, Exceptional Value
Built on collaboration and social responsibility
152
162 G4 Mining and Civils (Pty) Ltd
Building South Africa’s Future
Together
A solid track record for success
SUPPLY CHAIN
172 Autonomous Port of Conakry
Guinea’s Commercial Gateway
Overseeing activities at the Port of Conakry
TECHNOLOGY
182 Vertiv
Invigorating Digital Infrastructure
Technology solutions from edge to cloud
GHANA ELECTS FIRST FEMALE VICE PRESIDENT
TURNING A NEW page in the country’s democratic history, Ghana has elected its first female Vice President-elect, Professor Naana Jane Opoku-Agyemang.
Having run alongside Presidentelect John Dramani Mahama, her win in the 2024 election has been widely declared a groundbreaking achievement for gender representation in African politics.
Entering the world of politics
over a decade ago as the Minister for Education, her hard-earned expertise in various public service positions has made her a champion in education reform, gender equality, and active youth engagement.
As the nation transitions power, Professor Opoku-Agyemang’s appointment symbolises progress, perseverance, and a more inclusive future political landscape.
FINE FOR SOUTH AFRICAN BRIBERY SCHEME
THE AFRICAN SUBSIDIARY
of McKinsey & Company Inc., an American consulting firm, has been ordered by the United States Department of Justice to pay a criminal fine of more than USD$122 million due to a longstanding bribery scheme.
The ploy involved paying bribes to officials within the South African
government, the state-controlled agency in charge of ports, railways, and pipelines, and the state-controlled energy company in an effort to secure contracts.
According to officials, McKinsey Africa and its parent company obtained approximately USD$85 million in profits between 2012 and 2016 as a result of the bribes.
HEALTHCARE
MOROCCO DEVELOPS MPOX TESTS
MOLDIAG, A MOROCCAN
biotechnology start-up, has begun developing mpox tests after the World Health Organisation (WHO) declared the virus a global emergency in August.
Having won approval to distribute mpox tests from Africa’s Centers for Disease Control and Prevention (Africa CDC), Abdeladim Moumem, Founder and Chief Scientific Officer, says the Moroccan-manufactured tests will help affordably address the shortage of remedies for the virus.
The company was founded out of Morocco’s Foundation for Advanced Science, Innovation, and Research (MASCIR) – a non-profit associated with a private university that receives funding from various international sources.
Beginning in November, Moldiag has accepted orders from East African nations near the epicentre of the outbreak.
MINING
150 MINERS RESCUED FROM ABANDONED MINE
REPORTEDLY FORCED
UNDERGROUND against their will to mine rocks containing gold ore, over 150 illegal miners have been rescued from an abandoned mine in South Africa’s eastern Mpumalanga province.
The area is notorious for being a hotspot of illegal mining, a widespread practice across South Africa that costs the economy millions in lost revenue each year.
With the final miner having resurfaced, the rescue operation is now considered complete, although investigations into the allegations of human trafficking and forced labour will continue before the site itself is shut down.
SUSTAINABILITY
ANTI-TRAFFICKING LANDMARK IN MADAGASCAR
AFTER A LANDMARK victory against animal trafficking, Thailand is sending nearly 1,000 highly endangered tortoises and lemurs home to Madagascar – the largest animal repatriation ever between the two countries.
The operation is said to be a true testament to the power of international collaboration in addressing the wildlife trafficking crisis, as the recovered animals will
be sent back over the course of three flights operated by Qatar Airways before the end of the year.
Some of the rescued species include spider tortoises, radiated tortoises, ring-tailed lemurs, and brown lemurs, all of whom are registered among the world’s most endangered animals under the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES).
LOCAL GOVERNMENT
DECADES-LONG SYRIAN DYNASTY HAS FALLEN
BRINGING TO A dramatic close his nearly 25-year rule, Syrian President, Bashar al-Assad, has fled the country after a struggle to retain power as Syria broke out into a violent civil war, which quickly became a battlefield for regional and international powers alike.
The geopolitical tide of the nation turned in late November as opposition groups in northwest Syria launched a surprise offensive.
‘Foreign-backed terrorists were previously blamed by al-Assad for attempting to destabilise his regime, despite being accused by a multitude of international rights groups and prosecutors of alleged widespread use of torture and extrajudicial killings in the country’s government-run detention centres.
FOOD & BEVERAGE
TREASURED FOOD GAINS UN CULTURAL HERITAGE STATUS
ATTIÉKÉ, A CHERISHED staple of Ivory Coast, is the latest addition to UNESCO’s Intangible Cultural Heritage list.
Made from fermented cassava flour and typically eaten with either fish or chicken, this dish is nicknamed ‘Ivorian couscous’ and originated from the coastal areas of the Ivory Coast centuries ago.
The dish is more than just a meal – it is also a source of financial autonomy for many women. Traditionally made by women and girls, attiéké can often be found at local markets with unique recipes passed down from generations, deeply rooted in the daily lives of many communities.
RESTORING AFRICA’S LANDSCAPES WITH Innovation and Community
The impacts of climate change on the African landscape can be felt far and wide. Kate Nkatha Ochieng’, Head of Regional Office - East Africa at Justdiggit, delves into how technology and communal regreening techniques can be used to revive the land
Writer:
At Justdiggit, our mission is rooted in restoring degraded landscapes across sub-Saharan Africa to promote biodiversity, improve livelihoods, and combat climate change.
Land degradation is a critical issue in the region, where millions of hectares (ha) have become barren due to unsustainable agricultural practices, overgrazing, and the impacts of climate change. This degradation threatens not only the environment, but also the livelihoods of the 350
million people who depend on the land.
We have developed scalable and practical solutions to restore these landscapes, bringing together ancient techniques, modern technology, and community collaboration. Our efforts have already rejuvenated 450,000ha of land, but this is just the beginning.
NATURE-BASED SOLUTIONS
One of our core techniques is the use of semi-circular bunds, or ‘Earth Smiles’. These simple structures
capture rainwater, allowing dormant seeds in the soil to germinate and native vegetation to return. This approach is low-cost, effective, and relies on the natural resilience of ecosystems to recover in the right conditions.
The benefits of regreening extend beyond just the environment. Restored land improves water retention, increases crop yields, and provides better grazing opportunities for livestock, positively impacting local communities directly.
Kate Nkatha Ochieng’, Head of Regional Office - East Africa, Justdiggit
However, achieving long-term success requires more than technical solutions; it depends on the active participation of those who live and work on the land.
EMPOWERING COMMUNITIES WITH KNOWLEDGE
Empowering local communities, farmers, and pastoralists is central to our regreening strategy. Sustainable land restoration is only possible when these groups have the knowledge and understanding to manage the land effectively. As such, we’ve embraced digital tools as a way to reach more people, faster.
Justdiggit’s Kijani app, launched in Tanzania earlier this year, exemplifies this approach. It provides farmers with location-specific advice through video-based courses on topics like soil health, water management, and boosting crop yields, sharing guidance tailored to each farmer’s land type and condition. By offering the app in both Swahili and English, we ensure accessibility for a wide range of users, with plans to expand to further languages in the future.
We’re also developing artificial intelligence (AI)-driven tools to provide more personalised support, ensuring every farmer receives guidance tailored to their specific needs.
HARNESSING TECHNOLOGY FOR SCALABILITY
Technology also plays a critical role in monitoring and scaling Justdiggit’s efforts. We use satellite imagery to track the progress of regreened areas, measure water retention, and assess carbon sequestration. This approach not only validates the impact of our work and informs evidence-based decisions on where to focus future efforts but also reduces emissions by eliminating the need for on-site monitoring.
To further enhance scalability, we’re integrating machine learning (ML)
into our monitoring processes. By analysing satellite data, we can identify and count Earth Smiles remotely, enabling us to manage restoration sites more efficiently.
Our digital Greener.LAND platform is another key initiative. Designed for land restoration practitioners, it serves as a hub for best practices and technical insights. By sharing our knowledge and resources, we aim to empower other organisations to replicate our methods and amplify the collective impact on degraded landscapes.
FACING CHALLENGES AND LOOKING AHEAD
Of course, restoring degraded land is not without its challenges. Rural connectivity, funding limitations, and the need for long-term behavioural change are all obstacles that we encounter on a regular basis. However, by collaborating with local communities, governments, and global partners, we continue to find innovative ways to overcome these challenges.
Our vision for the future is ambitious. We aim to expand our reach to millions of ha, creating a greener, more biodiverse continent. To achieve this, we will further integrate technology into our restoration efforts, combining satellite monitoring with on-the-ground insights from digital tools. This interconnected system will make it easier to measure progress, adapt to new challenges, and share our methods with others.
BUILDING A GREENER, SUSTAINABLE FUTURE
The scale of land degradation across Africa is immense, but so is the potential for restoration. By combining traditional knowledge, digital innovation, and community empowerment, we are proving that degraded landscapes can be brought back to life. Our work not only restores ecosystems but also strengthens
the resilience of communities and contributes to global climate goals. We believe in the power of collaboration to drive meaningful change. By working together across sectors and borders, we can create a future where sustainable practices are embedded into everyday life, benefiting people and the planet alike. Nature-based solutions hold the key to addressing the climate crisis, and technology is amplifying their reach and effectiveness. With continued investment, innovation, and collaboration, a greener, more equitable world is within our grasp. At Justdiggit, we are proud to play our part in making this vision a reality.
ABOUT THE EXPERT
Kate Nkatha Ochieng’ is a seasoned social impact leader with 22+ years of experience with regional and global organisations in the agricultural, health, manufacturing, and media industries. Before joining Justdiggit as the Head of Regional Office - East Africa, Ochieng’ was the Commercial Director of Fairtrade Africa.
Ochieng’ leads diverse teams in Kenya and Tanzania to deliver regreening in collaboration with over 170,000 farmers and pastoralists. Ochieng’ has a master’s degree in business administration and has a Social Impact Strategy certification from the University of Pennsylvania.
UNLOCKING SIERRA LEONE’S TOURISM POTENTIAL
Comprising rich cultural heritage and stunning landscapes, Sierra Leone’s tourism sector, with support from the government, is poised to become a key driver of economic growth for the country
Writer: Lily Sawyer
From its white-sand beaches to indigenous rainforests, Sierra Leone boasts diverse natural assets alongside vibrant cultural traditions and festivals, which combine to promote the destination as a hidden gem in West Africa’s tourism landscape and a growing contributor to the country’s economy.
However, factors such as a decadelong civil war, infrastructure deficits, and political instability have so far hindered the country from realising its full tourism potential.
Nevertheless, in recent years, the government has placed increasing emphasis on tourism as a means of diversifying the economy and boosting job creation.
To begin addressing these
challenges, the government has taken steps to improve infrastructure with investment in transportation. For example, the Freetown International Airport has undergone significant upgrades, and the expansion of the ferry service to the surrounding islands is improving accessibility to key tourist locations.
Further to this, the government’s National Tourism Strategy Plan, which focuses primarily on developing ecotourism, cultural tourism, and coastal tourism, aims to attract visitors whilst preserving the country’s natural and cultural heritage.
Moreover, Sierra Leone is leveraging cultural festivals, such as the Lantern Festival and the Freetown Music Festival, to showcase its traditional and
contemporary music, craft, and culture to the world. These events have been successful in attracting both tourists and international media attention, helping to build Sierra Leone’s image as a vibrant cultural hub.
With increasing political stability, improving infrastructure, and a strong commitment to sustainable tourism practices, Sierra Leone’s tourism sector is primed for significant growth.
Thus, as the global demand for authentic and off-the-beaten-path travel experiences continues to rise, Sierra Leone’s rich history, vibrant culture, and stunning landscapes are expected to see the country succeed as a key player for tourism in West Africa, in turn, bolstering the country’s economy.
INTERVIEW:
NATIONAL TOURIST BOARD OF SIERRA LEONE
Nabeela Farida Tunis, Minister of Tourism and Cultural Affairs for the National Tourist Board of Sierra Leone (NTB), unpacks the opportunities and challenges facing Sierra Leone’s tourism sector and its important role in promoting socioeconomic development
Africa Outlook (AO): Firstly, what changes have you implemented since assuming your position?
Nabeela Farida Tunis, Minister of Tourism and Cultural Affairs (NFT): When I came into the position a little over a year ago, the ministry was undergoing structural reform. One of the first steps we took was to assess where we were and where the government wanted to take the tourism sector.
We discovered that tourism wasn’t at the centre of our previous national development plan, but in the current
one, it’s recognised as a critical enabler of growth.
This shift meant we had to rethink and refine our strategies, leading us to conduct a thorough scan of the tourism landscape to see what needed adjusting to support the government’s vision.
AO: Can you tell us more about the ministry’s structural reforms?
NFT: We recognised the importance of having a private sector-driven tourism industry, which led us to restructure the ministry.
We expanded the number of directories, and now we have four, each of which speak to the current situation and where the ministry wants to position itself, including:
1. Tourism, Travel, and Exchange Programme
2. Cultural, Creativity, and Innovation
3. Private Sector, Community, and Resource Mobilisation
4. Monitoring, Evaluation, and Reporting
The latter also has a communication and research component. These
reforms were designed to better align the ministry’s structure with the current priorities and the direction we want to take in the tourism sector.
AO: What initiatives have you launched to engage the public in tourism at a robust level?
NFT: One of the key initiatives is the Tourism for All campaign, which began in January 2024. It’s a yearlong campaign focused on raising awareness and getting citizens involved in tourism at all levels.
The campaign began as we thought more work needed to be done to build the touristic potential of the country, which is generally owned by the people. So, we wanted to establish a private sector-driven industry owned by the people, for the people.
We’ve organised monthly themes for the campaign, starting with Explore and Discover, where we invited people to discover the beauty of our country.
Other themes have included Travel
and Hospitality, Create and Innovate, and Culture and Heritage. We also have themes like Gateway to Freedom and Liberation, highlighting Sierra
“SIERRA LEONE HAS SO MUCH TO OFFER, AND WE’VE MADE HUGE STRIDES IN IMPROVING TOURISM INFRASTRUCTURE”
– NABEELA FARIDA TUNIS, MINISTER OF TOURISM AND CULTURAL AFFAIRS, NATIONAL TOURIST BOARD OF SIERRA LEONE
Leone’s role in the transatlantic slave trade. The goal is to build a deep, unaided awareness about the value of tourism in Sierra Leone.
AO: Can you tell us more about the success of the Tourism for All campaign?
NFT: The response has been overwhelmingly positive. When we started the digital campaign, we had just 170 people engaging with us. Now, we’ve grown to 2,700 global users.
We’ve also been able to reach around 4.5 million people within Sierra Leone, with a goal of connecting with five million by the end of the year. We’ve created over 30 partnerships, having started from zero, and made significant strides in engaging with the private sector, communities, and local businesses.
It’s exciting to see how people’s understanding of tourism has evolved, and it’s clear that the public is more aware and invested in preserving our cultural heritage and tourism assets.
AO: What are the major achievements you’ve overseen to develop tourism in Sierra Leone so far?
NFT: We have proudly launched Sierra Leone’s first-ever National Tourism Strategy Plan – a 10-year plan incorporating a five-year implementation roadmap that sets the stage for tourism development in the country. The plan includes a strong focus on private sector involvement and defines tourism development areas across the country.
We’ve also been actively working on policies to protect our wildlife, with
a focus on the Western chimpanzee, our national animal, and other endangered species.
Additionally, we’ve made progress with UNESCO, with two of our heritage sites, Gola Rainforest National Park and Tiwai Island Wildlife Sanctuary, expected to be listed as World Heritage Sites by 2025.
AO: Can you share some specific examples of recent tourism events that have taken place?
NFT: One of the most exciting recent events was the Women in Tourism Congress, established in 2019 to create a space for women
“THE GOAL IS TO BUILD A DEEP, UNAIDED AWARENESS ABOUT THE VALUE OF TOURISM IN SIERRA LEONE”
– NABEELA FARIDA TUNIS, MINISTER OF TOURISM AND CULTURAL AFFAIRS, NATIONAL
TOURIST BOARD OF SIERRA LEONE
TOURISM FOR ALL –AT A GLANCE
Tourism for All’s 2024 monthly tourism themes:
• January – Explore and Discover
• February – Travel and Hospitality
• March – Create and Innovate
• April – Gateway to Freedom and Liberation
• May – Culture and Heritage
• June – Monuments and Relics
• July – Environmental Awareness for Ecotourism
• August – Partner and Promote
• September – Tourism Multiplier Benefits
• October – Women in Tourism
• November – Wildlife Conservation and Communities
• December – Festivals and Entertainment
to participate in Africa’s tourism landscape, which we recently hosted in partnership with United Nations (UN) Tourism.
It attracted international participants, including African tourism ministers, and provided a platform for women in tourism to showcase their work, focusing on empowering them through education, innovation, and financial support.
We also launched initiatives like a canopy walk at the Tacugama Chimpanzee Sanctuary, and we’re building new tourism infrastructure, including a new convention centre and amphitheatre.
There are also two new hotels opening and private sector investments are picking up, with a nightclub and entertainment facilities being developed in the Aberdeen Beach tourism development area.
AO: How do you involve local communities in the tourism process?
NFT: Local communities are at the heart of our tourism strategy, and we want to showcase that tourism can
combat environmental degradation. Therefore, rather than having communities involved in logging or burning down trees for wood, we’re focusing on creating jobs that involve conservation efforts, like planting tropical and botanical gardens, manning hiking trails, and other eco-friendly activities. This way, communities can protect their environment whilst benefiting economically from tourism.
We’re also working closely with local artists and cultural groups to showcase their talents, especially in arts, fashion, and gastronomy, which have been well-received.
AO: Finally, what’s next for tourism in Sierra Leone?
NFT: Looking ahead, we’re focusing heavily on ecotourism next year, with sustainable and regenerative travel as a priority.
We’re also exploring regional collaboration with neighbouring countries that are members of the Mano River Union (MRU), such as Guinea, Liberia, and Côte d’Ivoire,
to create cross-border tourism packages. This could make it easier and more affordable for travellers to visit multiple countries in the region. Additionally, we’re continuing to leverage technology, including artificial intelligence (AI), to enhance the tourism experience and market Sierra Leone to an increasingly global audience.
We have big plans for 2026, with multiple international events scheduled, including the African Gastronomy Forum and the Budapest-Bamako Rally, which will bring significant attention to our tourism sector.
IN PRIME POSITION
PRIME POSITION
TradeDepot provides unmatched growth opportunities for some of the world’s most renowned brands. Onyekachi Izukanne, CEO and co-Founder, tells us how the leading e-commerce platform is going one step further to bring PRIME Hydration to the burgeoning African
There has been an undeniable buzz in the global energy drink market in recent years as more people choose the beverage as their go-to soft drink.
This is particularly the case across West Africa (WA), as the region’s energy drink consumption is expected to grow by 15.4 percent in the next five years, making it one of the fastest-growing drinks.
Taking the industry by storm is PRIME Hydration, the latest thirstquenching instalment from energy drink frontrunners, PRIME, which is being rolled out across WA.
Thanks to the collaboration with leading market and distribution platform, TradeDepot, and its unrivalled retail network, the flagship product will become a staple of WA fridges.
“We’re really excited about this partnership with PRIME Hydration. Together, we’re bringing a globally recognised product into vibrant and fast-growing markets like Nigeria and Ghana,” introduces Onyekachi Izukanne, CEO and co-Founder of TradeDepot.
“PRIME’s commitment to quality aligns perfectly with our mission of making premium goods accessible to communities everywhere.”
CONNECTING BRANDS TO CONSUMERS
Founded in 2015, TradeDepot is a leading global business-to-business (B2B) e-commerce platform that bridges the gap between major consumer goods brands and retailers worldwide.
Writer: Lucy Pilgrim
“With a mission to connect iconic brands with the next billion consumers, we leverage technology and strategic partnerships to provide access to markets, efficient logistics, and unmatched growth opportunities,” enlightens Izukanne.
Indeed, the company connects international brands to manufacturers,
distributors, and retailers across Africa, Europe, North America, Asia Pacific, and the Middle East, making it a critical link in the global consumer goods supply chain.
TradeDepot collaborates with some of the world’s most iconic brands, including Unilever, Nestlé, Coca-Cola, PepsiCo, Akai, and more.
“PRIME’S COMMITMENT TO QUALITY ALIGNS PERFECTLY WITH TRADEDEPOT’S MISSION OF MAKING PREMIUM GOODS ACCESSIBLE TO COMMUNITIES EVERYWHERE”
– ONYEKACHI IZUKANNE, CEO AND CO-FOUNDER, TRADEDEPOT
The company ensures that these brands reach new markets efficiently with an expert team of 1,000 people, encompassing both direct employees and an extensive secondary salesforce that supports distribution, retail engagement, and customer service across numerous regions.
This combined workforce enables TradeDepot to drive significant scale and impact in the markets it serves.
“Coupled with our deep understanding of market dynamics – from purchasing behaviours to seasonality trends – we help brands make smarter decisions,” he surmises.
BRIDGING LOCAL AND GLOBAL DEMAND
TradeDepot fastidiously helps brands expand into new areas by addressing the critical components of market entry, including regulatory compliance, demand insights, and efficient distribution.
The company’s platform simplifies bulk e-commerce, procurement, and inventory management, ensuring products reach the most in-demand markets.
“By investing in innovative tools and
efficient distribution networks, we ensure that products are accessible wherever there is demand, fostering growth for both businesses and the communities they serve,” highlights Izukanne.
This is fulfilled by providing companies with detailed insights to match the right products with the right markets, including understanding local preferences, competitive landscapes, and regulatory requirements, ensuring brands can navigate market-specific challenges seamlessly.
Such an approach underscores TradeDepot’s commitment to bridging the gap between global supply and local demand, enabling brands to thrive in new and existing markets.
Throughout its portfolio of clients, the company also strives to help smaller businesses excel in the market.
“In markets like Africa, where small retailers dominate commerce, we help brands connect with these retailers efficiently,” he adds.
Thus, by leveraging real-time data and streamlining logistics, TradeDepot makes products accessible in both established and underserved communities, helping brands grow whilst empowering local businesses to thrive.
Meanwhile, the organisation’s cross-border capabilities simplify the complexities of global trading and guarantee seamless product flow and compliance with local regulations for smaller entities.
“Supporting small businesses is at the heart of everything we do. By providing them with credit, access to inventory, and reliable delivery, we empower them to grow, which in turn drives success,” impassions Izukanne.
THE PERFECT MATCH
Evidently, TradeDepot has a long history of delivering results across Africa, having built a reputation for helping brands grow by solving key distribution challenges and connecting them to the informal retail sector.
It is the company’s unparalleled expertise that will help elevate PRIME Hydration’s strong global reputation to the next level and skyrocket the product into the WA drinks market.
Such ambitious goals will be achieved by ensuring constant
availability and leveraging market insights to target the right audience, cementing PRIME Hydration as the go-to hydration brand in WA.
“Our commitment to efficiency, coupled with our understanding of local markets, makes us uniquely positioned to help PRIME Hydration succeed in these regions.
“We don’t just distribute products – we create ecosystems that ensure sustainable growth for our partners,” highlights Izukanne.
The partnership between PRIME and TradeDepot perfectly exemplifies the latter’s mission to connect local brands with consumers in a way that drives both accessibility and impact.
Therefore, the collaboration goes beyond simply delivering a product but rather creates opportunities for retailers to access high-demand global brands and empowers them to serve their customers better.
Energised and ready for 2025, TradeDepot’s priorities revolve around expanding its footprint across more geographies and broadening its brand portfolio to meet the evolving needs of customers.
Additionally, the company aims to connect even more markets with high-demand global brands, whilst ensuring seamless access for retailers and distributors through its technology-driven platform.
“For our partnership with PRIME Hydration, 2025 will be a pivotal year as we work to solidify its presence as a leading brand in WA.
“At the same time, we’ll remain committed to exploring new opportunities to expand PRIME Hydration’s presence into additional markets where it can deliver significant value,” Izukanne concludes.
MOROCCAN MASTERPIECE
Set for completion in time for the 2030 World Cup, the Stade Hassan II in Casablanca, Morocco is an architectural marvel projected to be the largest football ground in the world
Writer: Jack Salter
After five unsuccessful attempts to host the World Cup, Morocco has finally been selected to stage the football showpiece in 2030, together with neighbouring Portugal and Spain.
It is only the second time that an African country will host the iconic tournament, 14 years after South Africa held the continent’s first ever World Cup in 2010.
Curiously, the first three games will be played in Uruguay, Argentina, and Paraguay to commemorate
the centenary of the World Cup, which was first hosted in 1930 in the Uruguayan capital, Montevideo.
This means that the 2030 World Cup will have a unique global footprint and unite three continents and six countries, inviting the entire world to join in the celebration of the beautiful game and the 100th anniversary of the tournament.
The other 101 games of the expanded 48-team competition will then be played in Europe and North Africa, with the Stade Hassan II in
Casablanca, Morocco’s largest city, already being earmarked as a venue for the final.
Named after Hassan II, the King of Morocco from 1961 until his death in 1999, it has an incredible planned capacity of 115,000, surpassing the 114,000-seater Rungrado 1st of May Stadium in Pyongyang, North Korea.
At both ends of the Stade Hassan II, each holding 29,500 general admission spectators, three steep, compact tiers will ensure a vibrant and spectacular atmosphere.
2030 WORLD CUP – AT A GLANCE
Host countries – Morocco, Portugal, Spain, Uruguay, Argentina, and Paraguay
Total matches – 104, of which 101 will be played in Morocco, Portugal, and Spain
Teams participating – 48, including nine qualifiers from Africa and the possibility of a 10th through the intercontinental play-off
There will also be five levels of hospitality along each of the main stands at the side of the pitch, welcoming 12,000 VVIP, VIP, hospitality, and box guests, including the royal box.
Groundwork preparations are now underway on a 100-hectare (ha) site in the town of El Mansouria, 38 kilometres north of Casablanca, with construction set to be completed in 2028.
Public financing was approved in October last year after the Moroccan government and the Caisse de Dépôt et de Gestion (CDG), a state-owned financial institution that manages long-term savings in the country, signed an agreement that allocated approximately MAD5 billion to construction of the stadium.
ROOTED IN MOROCCAN CULTURE
Conceived by global design firm, Populous, in collaboration with Parisbased architects, Oualalou + Choi, this impressive, eye-catching stadium draws inspiration from the traditional Moroccan ‘moussem’ tents, with the structure set under a grand tented roof that emerges as a dramatic intervention in the forested landscape. This striking roof will be made from a unique aluminium lattice and supported by a ring of 32 stairways, creating monumental gateways that feature lush gardens.
Positioned on raised platforms 28 metres above ground, these gardens will create an extraordinary spatial experience and an oasis of greenery under the translucent envelope of
the roof. This effect will be further enhanced by a series of botanical gardens at ground level beneath the outer reaches of the canopy.
Thus, the Stade Hassan II is deeply rooted in Moroccan culture with its traditions and contemporary
expressions. It is also inspired by ancient and primordial Moroccan figures, as well as the topography and landscapes of the country, and embodies the great tradition of hospitality in Morocco.
Providing extraordinary spaces that create exceptional experiences for every fan and visitor, the stadium is a cornerstone of King Mohammed VI’s vision to develop Morocco’s football infrastructure.
The ambitious project also includes investment in local infrastructure to ensure smooth access for spectators, such as improvements to traffic congestion and event logistics.
BRAND NEW HOME
As well as having the ability to stage the 2030 World Cup final and being fully compliant with FIFA regulations and competition standards, the Stade Hassan II will serve as the brand-new
home of two local football clubs –Raja CA and Wydad AC – replacing the Stade Mohammed V that they currently occupy.
This will ensure the stadium remains in use after the World Cup ends, preventing the issue of ‘white elephants’ when stadiums or other large infrastructure projects that are expensive to build and maintain become disused or obsolete after a major sporting event.
It will also be used by the Morocco national team, whose historic run at the previous tournament held in Qatar prompted the Royal Moroccan Football Federation (FRMF) to
take the lead in hosting major football events, as it became the first ever African team to reach the semi-finals.
Indeed, as well as the 2030 World Cup, which it will automatically qualify for as co-hosts, Morocco will also be staging the African Cup of Nations for the second time in 2025.
Playing a central role in Morocco’s successful joint bid to co-host the World Cup, the Stade Hassan II will be a truly iconic landmark venue for Morocco and football itself, becoming one of the greatest stadiums on the planet once it has been built.
SOUTH AFRICAN AEROSPACE, MARITIME, AND DEFENCE SPOTLIGHT
Supporting national interests and a growing South African economy, the aerospace, maritime, and defence industries are of critical importance to the continued economic expansion of the country. We take a look into the individual characteristics of each sector and how they converge to create a prosperous future
Writer: Lauren Kania | Project Manager: Taylor Green
AFRICAN MARITIME,
In South Africa (SA), the aerospace, maritime, and defence sectors are globally competitive and exist as some of the largest and most advanced fields on the African continent and across the world.
As such, it is crucial for national interests to ensure that a world-class indigenous defence industry capability is maintained in a sustainable manner. Providing high-tech solutions at competitive prices is a constant necessity to secure export orders, which in turn leads to skills development, job creation, and retention.
Additionally, this assists the SA government in executing its foreign policy imperatives and agreed-upon international responsibilities in the region and wider African continent.
The aerospace sector, specifically, is an active and vibrant industry that demonstrates a long and proud history of innovation, R&D, and manufacturing. SA possesses a track record of producing full aircraft and complex systems alongside having a very mature R&D agenda through which the country has become a globally recognised leader in key technologies.
Equally, the maritime industry plays a vital role in the country’s economy, as SA is positioned along a major international trade route and has a coastline that stretches over 2,800 kilometres (km).
This geographical location presents a significant opportunity as the country has access to both the Atlantic and Indian Oceans, allowing for vast maritime activities and acting as a key engine for economic growth.
Finally, the defence industry in SA is one of the largest in the developing world, influenced by various strategic, political, and economic factors in addition to the democratic transformation of the country, which triggered the reshaping of its military institutions.
The defence industry is aptly referred to as a national economic industrial asset as it provides weapons, equipment, and combat systems to the South African National Defence Force (SANDF) alongside export customers.
Altogether, the aerospace, maritime, and defence sectors of SA serve as crucial economic drivers, supporting national interests, providing job growth and retention to millions, and acting as cornerstones of a stable and growing national economy.
AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA INTERVIEW:
On a mission to create an enabling environment to ensure long-term sustainability, the Aerospace, Maritime, and Defence Industries Association of South Africa (AMD) contributes to national security and industrial and technology objectives.
Sandile Ndlovu, Executive Chairperson tells us more about the organisation’s origins and soaring plans for the future
Africa Outlook (AO): Firstly, could you explain the origins of AMD – when was it founded, and what was your initial vision?
Sandile Ndlovu, Executive Chairperson (SN): The association was founded in 1997, three years after the birth
of democracy in SA.
Before this, our industry was not export-driven because of the arms embargo; rather, it was solely focused on local clients. When the new Minister of Defence at the time, Joe Modise, assumed office, three different industry associations existed. However, it was impossible for him to deal with all three at once, so he called them into a meeting to form one association.
After that, AMD was born. The focus, and one that is still at the top of the agenda, was transformation. The aim was to ensure that the industry was properly transformed and that previously disadvantaged groups had a voice. Equally, there were discussions around the Strategic Defence Package, a major defence procurement programme.
That’s when SA bought ships from Germany, in addition to submarines, fighter helicopters, and fighter aircraft from the UK and Sweden.
Two years ago, we celebrated our 30th anniversary, and
we are incredibly proud of the progress we have made.
AO: What is your current take on the aerospace, maritime, and defence industries in SA? Are they particularly exciting or challenging environments to work in?
SN: They’re a bit of both. It’s exciting because in the aerospace, maritime, and defence sectors, we see the ability to develop many solutions that our country needs and make SA strategically independent as far as technology is concerned.
“FROM A STRATEGIC PERSPECTIVE, PEOPLE ARE STARTING TO ACKNOWLEDGE THAT OUR SECTORS ARE CRUCIALLY IMPORTANT NATIONAL ASSETS”
– SANDILE NDLOVU, EXECUTIVE
CHAIRPERSON, AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
That is definitely where the excitement is. However, there are also challenging aspects because of the history of the industries. We find ourselves in a scenario where not all South Africans understand or fully comprehend the capabilities they have, and as a result, there are areas where we are not fully supported.
Therefore, when you have a politician visiting SA,
they are typically shocked that some of the products manufactured here because, in their minds, they don’t envision the country having those capabilities.
That’s the challenge, but the exciting part is that we have the ability to add to the future of SA’s technological solutions.
AO: Can you tell us more about AMD’s vision and mission to create an enabling environment for SA’s defence industry to ensure long-term sustainability, both locally and internationally?
SN: AMD is the only government-recognised representative body in our sector.
As a result, a lot rests on our shoulders because we are leading an industry comprising approximately 600 to 700 defence manufacturers, which is quite a big number for a small country such as ours.
With all these companies, owners, and employees
looking to us, we have to ensure we deliver a service that allows them to grow, expand, thrive, and be sustainable.
That is the focus of our industries, in addition to being extensively export-driven.
Over the past 10 to 15 years, the SA defence budget has continuously declined, which has meant we’ve had to look to foreign markets to find ways of surviving.
We now have a responsibility to assist our industries in accessing foreign opportunities, which we’ve successfully managed to do. However, it has placed a huge burden on the association to establish and develop the internal capacity to allow it to deliver in that aspect.
Equally, the environment is now enabling companies in our sectors to thrive. Of course, there will always be challenges and room for improvement, but we can confidently say that they are now in a position where they can deliver on their mandates without any hindrances.
AO: How does AMD’s strategic geographic position provide a distinct advantage?
SN: We are recognised by and work very closely with the SA government.
That’s a necessity because we are a regulated sector, meaning there is very little that we can do without the permission and support of the government, as we need permits that they issue to trade.
This means we get very close to the government in a strategic sense, and when there are national challenges, our industries are often called upon to assist in resolving them.
From a strategic perspective, people are starting to acknowledge that our sectors are crucially important national assets.
However, that also requires us to deliver on what we promise.
We also have to actively participate in supporting government objectives, such as skills development, job creation, and the most crucial one for our country – the continuous transformation of our sectors.
Of late, we’ve had a special programme that supports women in the defence industry because the environment is very male-dominated. So, if there are females who want to play a role in the sector, we must develop mechanisms to allow them to successfully participate.
It also places us in the limelight nationally, which further enhances our strategic positioning.
AO: As one of the cornerstones of a stable and growing economy in SA, how does AMD ensure world-class, indigenous defence industry capabilities are maintained in a sustainable manner?
SN: That’s a work in progress because sustaining this industry requires all stakeholders and a firm and deliberate commitment from the government, not only from a procurement perspective where the government dictates all our defence and security needs but also in terms of R&D investment.
Our defence sector has a very high R&D cost attached to it, and we’ve been very successful with that, which is why we were able to develop products that are internationally competitive.
Of late, the investment we’ve received in the industry has been mainly from the private sector, both locally and internationally.
1. Acquisition
One of Armscor’s core businesses is acquisition. Its key functions include requirements analysis, technology development, design and development of products and product systems, the industrialisation and manufacturing of mature products and product systems that fully meet user requirements. It also entails procurement of existing and qualified products, as well as the acquisition of product system support for user systems during their operational lifetime. The organisation has the capability to perform independent, centralised coordination and management roles for technology acquisition and technology commercialisation.
2. Research and Development
Armscor, through its research and development, is able to conduct defence research and scientific research, test and evaluation services, technology management, analysis and industrialisation and intellectual property management services. The organisation also has the capability to perform an independent, centralised coordination and management role for technology acquisition and technology commercialisation.
3. Naval Dockyard
The Naval Dockyard provides repair and maintenance services to the SA Navy on various product systems from tugs, small craft, frigates and submarines. Maintenance and repair services cover both planned and ad-hoc projects. It is one of South Africa’s strategic national capabilities, where the country’s naval defence, maintenance, repair and overall capabilities are housed.
STRATEGIC PARTNER OF CHOICE FOR DEFENCE AND SECURITY SOLUTIONS
The Armaments Corporation of South Africa SOC Limited (Armscor) is an acquisition agency for the South African Department of Defence (DOD), and other organs of state and entities.
Armscor’s mandate is to provide the armed forces with state-of-the-art defence material, delivering innovative defence solutions efficiently and effectively. The organisation manages the strategic capabilities of the DOD, producing research and vanguard technological solutions required to provide safety and security for South Africa, its citizens and the continent.
We have had quite a large number of foreign companies invest heavily in SA. As a result, there are pockets of excellence where we manufacture internationally competitive goods.
Our goal is a scenario where the government puts in the money themselves and then finds us international players who bring in the financial resources required for us to remain competitive and sustainable in the long run. If we don’t invest in R&D now, we will be an obsolete industry in 10 years because technology is developing so fast.
It is a bit of a challenge, but one that we are confronting, and we are lucky to have a government that is very responsive to the issues we bring them.
AO: Additionally, how does AMD encourage the SA government to execute its foreign policy and agreed-upon international responsibilities alongside providing local skills development, job creation, and retention?
SN: That has always been our main focus. One of the challenges we continue to face is that people don’t have a full comprehension of the scope and capabilities of our sectors. So, what we did to combat this was make a strategic decision to have round tables and conferences with our government.
Over the past four to five years, we’ve been partaking
“IN THE AEROSPACE, MARITIME, AND DEFENCE SECTORS, WE SEE THE ABILITY TO DEVELOP MANY SOLUTIONS THAT OUR COUNTRY NEEDS AND MAKE SA STRATEGICALLY INDEPENDENT AS FAR AS TECHNOLOGY IS CONCERNED”
– SANDILE NDLOVU, EXECUTIVE CHAIRPERSON, AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
Choose GAC Laser Specialised Logistics for unmatched service, security and peace of mind.
in annual engagements with the various government entities responsible for security. The primary purpose of this is to fully understand what their challenges are because in understanding them, we can come up with solutions and find ways in which we are going to jointly develop the skills we require as an industry and they need as end users to maintain the products and the systems we develop for them.
Soon, there will be a programme launched by our Deputy President where the government will take graduates and place them within various economic sectors including aerospace, maritime, and defence.
With the placement of those graduates, we will be able to gain access to the skills we need, and they will be able to access the expertise, training, and experience they require. At the end of the programme, we will either absorb them or they will find a placement in other companies or sectors where they are required.
Of late, there has been a greater collaboration between our industry and the government and we are now being approached more consistently for solutions, which is a welcome development from where we were in the past.
AO: Are you optimistic about the future of SA’s aerospace, maritime, and defence industries?
AMD AT A GLANCE
• 30+ years of experience
• 135 team members
• 957 happy clients
• 1,839 projects completed
SN: Of course, without a doubt! It’s an amazing country, opportunity, and sector to be in.
What you will not believe is that on a monthly, if not weekly basis, we host international delegations that visit either to learn about our industries or seek solutions from them.
It shows that, even on the international stage, these are still considered some of the best and most exciting industries to engage with.
I think our government is recognising that most of the solutions to their problems from a technological perspective are sitting within our industries since they
develop technologies that are very durable and have a high tolerance and endurance.
Most sectors are now calling on us to help them solve their challenges, so we are quite optimistic. However, we are under no illusions that it’s going to be easy. It will require us to do the necessary work, which we are willing and excited to do.
AO: Finally, what are AMD’s goals and priorities, and what strategies will you employ to facilitate and implement them?
SN: We’ve recently had a strategic session on those very ideas. The most important one for us is a coordinated government plan for supporting our sectors. For this, we need the support of the government in all aspects.
Secondly, if you want the government to support you, you have to show that you are supporting them in their national objectives. Therefore, the creation of highly skilled jobs is something we’ve taken as our responsibility. We now want to embark on programmes that allow us to create jobs and train people for the future.
Lastly, SA is a country that has a very difficult past, as others were once excluded from participating in some economic sectors. So, transformation remains a real objective of our industries, not just in terms of race but also in terms of young people and different genders feeling comfortable coming into the space.
Additionally, there has been quite a concerted effort on our part to identify projects that we can help and partner with alongside government.
We’ve said to them that a public-private partnership where the private sector brings its own finances into these projects is a great idea, so we utilise that in the security space and they’re actively considering it.
We think if they can resolve that, we will be able to bring in funding to help them achieve some of their biggest objectives. If that becomes a reality, we will have enough projects to allow us to bring in the necessary skills and create jobs.
Also, we could assist our government in achieving strategic independence. We know that other countries sometimes manipulate our sectors to control their clients. For example, if a country sells something to you, you must agree that you will not use it in certain situations. We do not want our government to fall prey to that.
Getting defence projects right, would resolve many of the major challenges we are facing and help us achieve some of the main objectives we’ve set for ourselves.
AEROSPACE, MARITIME, AND DEFENCE INDUSTRIES ASSOCIATION OF SOUTH AFRICA
As the renewable energy transition continues to gather pace and sweep across the continent, South Africa is embracing the transformative benefits of solar power, an abundant resource that possesses the key to unlocking Africa’s future energy potential
Writer: Ed Budds | Project Manager: Josh Edwards
More than 500 million people living in Africa currently have no access to electricity, but this could be about to change.
In recent years, there has been an exponential increase in the installation of solar photovoltaic (PV) technology by homeowners, businesses, government, and industry in South Africa (SA).
These installations have been driven largely by a combination of supportive local government policy frameworks, above-inflation electricity price rises, and decreasing technology costs.
As such, SA is one of the foremost nations pioneering solar power across the entire continent.
This can be partially accredited to the nation’s abundance of sunshine, making it the perfect candidate for this alternative natural energy source, as SA continues to transition away from a more traditional but environmentally harmful reliance on fossil fuels.
The birth of renewable technologies coincides with the exciting potential to create fresh industries, more jobs, and enact localisation across the value chain.
As a result, there now exists a competitive landscape of numerous private renewables companies, all looking to provide businesses with solar PV solutions that secure their electricity supply and support the country’s socioeconomic development.
The current electricity sector structure and energy mix in SA presents an opportunity for reform, particularly for increasing the share of renewables. SA’s targeted energy mix by 2030, as per the Integrated Resource Plan (IRP), comprises an installed solar PV capacity of more than 8,000 megawatts (MW), accounting for just shy of 11 percent of the total energy mix.
This reflects the bold declaration of intent by SA to develop scalable, reliable, and sustainable energy solutions to achieve universal electricity access by the end of the decade, supporting the much-needed sustainable socioeconomic development of the country.
Skyworth Green Energy:
Providing a one-stop solar solution for your needs.
Providing a one-stop solution for Africa’s alternative energy needs, Skyworth Green Energy SA is dedicated to delivering innovative and efficient green energy solutions.
A subsidiary of the Skyworth Group based in South Africa; Skyworth Green Energy SA is a full-service provider focused on delivering complete solutions.
Using only the latest technologies and smart manufacturing processes, the company works to ensure high-quality results, whilst its skilled teams work closely with trusted partners to achieve collective goals.
“As a provider of alternative energy solutions, we enhance quality of life by offering solutions that prioritise the ultimate customer experience.”
In this way, the company’s offerings are built from innovative materials, premium design, and supported by its teams with extensive experience in the renewable energy sector.
With intelligent manufacturing guiding its approach, Skyworth Green Energy SA consistently delivers highquality, efficient, one-stop solutions.
“We are 100 percent local with our pre-sale and after sales support. In addition, we offer finance and swapout faulty products within 48 hours.”
HOLISTIC SOLUTIONS
Offering two main systems, the 5 kilowatt (kW) Solar Power System and the 10kW Solar Power System, Skyworth Green Energy SA’s cutting-edge products benefit a wide range of customers.
The 5kW Solar Power System, which is best suited for residential use, provides an efficient and reliable source of clean energy by harnessing the power of the sun.
“This system seeks to reduce electricity bills and minimise environmental impact, offering powerful energy solutions for every home.”
Complete with an aesthetically pleasing, elegant design, the 5kW system is suitable for two, three, and four-bedroom residences, with versatile options to meet the various energy needs of different households.
In addition, smooth power transition allows for reliable performance and ensures a continuous, uninterrupted energy supply.
The system’s effortless setup and installation ensures immediate energy access.
Meanwhile, 10kW Solar Power System is ideally suited for larges residential properties.
“Its robust system delivers high performance and reliability, making it a smart investment for sustainable energy, offering powerful energy solutions for every home.”
As such, a powerful backup solution guarantees the system’s robust performance, which is suited to larger energy demands, whilst advanced energy management and intelligent systems ensure that energy use is optimised for efficiency.
“Much like the 5kW system, this model allows for easy installation and maintenance, ensuring hassle-free setup and smooth ongoing upkeep.”
Moreover, a comprehensive safety design, including inbuilt safety features, ensure peace of mind and reliability.
SUPPORTIVE INFRASTRUCTURE
To support its customers, Skyworth Green Energy SA has introduced an in-house end-user app, EnerConsole, an easy-to-use programme that is available through Google Play and the Apple Store.
Being a global giant company, Skyworth Green Energy SA has a healthy balance sheet, particularly due to its high-quality and innovative in-house R&D.
Its local presence in South Africa, combined with global competitiveness, sees the company continue to be a leading original equipment manufacturer (OEM) and operations and maintenance (O&M) contractor.
“Offering end-to-end solutions under one roof, we provide a one-stop shop for the nation’s energy needs.”
In addition, Skyworth Green Energy SA’s 10-year warranty that is included on all of its products, including inverters and batteries, sets it apart from the competition.
Furthermore, by offering finance options for all its residential energy solutions, such as bank loans or subscription options, the company provides flexibility for its customers.
“We also carry out free site surveys and assessments, alongside offering discounts on small-scale embedded generators (SSEG registration), geyser controllers, and other electronics like smart TVs, as a bundle purchase.
A BRIGHT FUTURE
Going forward, Skyworth Green Energy SA will continue to serve the interests of Southern Africa’s green energy sector.
Its key priorities are to offer competitive packages on residential solar installations, complete with affordable funding such as cash, loans, or subscriptions, increasing accessibility to green energy solutions for the wider population.
“Electricity is becoming increasingly unaffordable, and we want to change that outlook.”
As such, the company’s model involves partnering with small, medium, and large corporations to deliver accessible and affordable power solutions to end users where they need it most.
“Affordable power supply is a right for the citizens of Africa, and Skyworth Green Energy SA is designed to be the vehicle that makes this a reality.”
SOUTH AFRICAN PHOTOVOLTAIC INDUSTRY ASSOCIATION
As the voice of the solar PV industry in SA, the South African Photovoltaic Industry Association (SAPVIA) has been at the heart of the nation’s energy transformation. We catch up with CEO, Rethabile Melamu, to find out about the industry’s exciting developments and what the future holds for the organisation
ithin a competitive marketplace, SAPVIA was formed to represent the collective voice of the solar PV industry in South Africa. Its vision is to ensure that solar PV becomes the electricity generation technology of choice in both SA and sub-Saharan Africa in support of socioeconomic development targets. Meanwhile, SAPVIA’s mission is to mobilise support for the sustainable growth of solar PV in SA and beyond whilst staying true to its values of consistency, cohesion, and collaboration.
Africa Outlook (AO): Firstly, could you talk us through what SAPVIA has been up to in the last 18 months since we last spoke?
Rethabile Melamu, CEO (RM): Reflecting on the previous 18 months fills me with a sense of achievement and optimism. Whilst I have been at the helm of SAPVIA for just over two years, I am standing on a solid foundation that was established just over a decade ago.
Therefore, it is befitting to celebrate 10 years of SAPVIA, its founding and current members, our local and international partners, and those that embarked on the journey in the challenging early days of the association. In the past year, I have deliberately focused on building closer relationships with our members and partners, as that’s what makes a formidable organisation.
AO: What is your updated take on the industry across SA and the broader continent?
RM: We are living in historical times. In the past year, the solar PV sector in SA has grown exponentially. Therefore, in this period of unprecedented growth, positioning ourselves as thought leaders is paramount to ensure that the sector’s credibility is protected and the role it plays is well understood. In 2024, SA is projected to become the 10th largest solar PV market globally.
This growth is mirrored by membership growth at SAPVIA. Our goal is to retain our long-standing and trusted members as we increase our footprint across the entire solar PV value chain.
AO: What new trends continue to develop and transform the solar PV industry? How are you responding to them?
RM: One of our recent notable achievements has been our ability to gather and analyse data that benefits our members and the industry. For example, we launched a data portal that captures installed capacity with data up to Q1 2023, using satellite imagery and machine learning (ML) to accurately represent installed capacity across the country.
In our view, data is invaluable – it points to future growth opportunities and is a cornerstone for informed decisionmaking, whether for corporate players or our banking members.
Data also aids our members in understanding market opportunities, helps municipalities in infrastructure planning, and equips corporations with information about deployment potential for solar PV.
Elsewhere, the role that we play as thought leader is immensely important, especially to clarify the misconceptions surrounding solar PV. We aim to be the rational voice demonstrating the benefits of the technology across various market segments.
This became particularly evident as we addressed how this can provide energy security – not only at a national level but for the individual households and businesses bearing the brunt of load shedding.
With declining costs of solar PV and various financial solutions available, it’s become a viable option for energy
needs across the board. Aligning with technologies like solar PV is essential for a sustainable energy future, and it is key for us to convey that message as thought leaders.
As such, we have worked hard to communicate this across different platforms and in the past year, we were featured in numerous print and broad media, and across social media.
“ALL OUR EFFORTS AND HARD WORK WOULD NOT HAVE BEEN POSSIBLE WITHOUT THE SUPPORT OF A STRONG, KNOWLEDGEABLE TEAM, WHICH IS THE BACKBONE OF ANY SUCCESSFUL ORGANISATION”
– RETHABILE MELAMU, CEO, SOUTH AFRICAN PHOTOVOLTAIC INDUSTRY ASSOCIATION
AO: Are there any new or exciting upcoming projects that you’re working on?
RM: We believe that policy development needs to be underpinned by credible research, and so it is for this purpose that we have partnered with our European counterparts to further unpack our localisation roadmap, identifying investment opportunities for SA’s solar PV manufacturing imperatives.
In the same light, with the rapid deployment of solar, we foresee a secondary market emerging that will be crucial for reusing components that are no longer fit for commercial use, but are still fully operational and effective and able to serve purposes in other markets.
Our goal is not only to ensure compliance with extended producer responsibility (EPR) regulations, but also explore second-use opportunities and develop a comprehensive strategy for waste management.
AO: How do you see the organisation developing over the next five years?
RM: We remain committed to addressing quality and safe installation, especially in the residential market where our PV GreenCard initiative plays a vital role. Our aim is to build trust with end-users, banking members, and insurance partners.
We’ve also tightened our compliance checks and controls, ensuring every installation approved by the association strictly adheres to the regulations, which are now robustly enforced. This aims to apply the same standards of safety and quality across all installations, regardless of the setting.
With the support of our sponsor member, Absa, we’ve also invested in digital infrastructure, making it easier for customers to find accredited installers.
Furthermore, we are acutely aware of the importance of managing solar module waste and other components when they reach end of life. We’re actively encouraging our members to comply with the EPR regulations that were introduced a few years back.
This involves a commitment to the sustainable management of component waste; an area we’re definitely prioritising. We’re also in discussions with SolarPower Europe to develop best practices for managing solar PV waste, which we aim to publish at some point in this current financial year.
AO: In what ways have your staff contributed to the success of the association?
We’ve been building a team that is versed in all aspects of the industry, from technical to finance, residential to commercial. Now, with a capable team, we can provide better services to our members, be more agile in our operations, and I can engage more closely with members, which is vital for our advancement.
AO: Going forwards, what specific targets does SAPVIA hope to achieve in 2025?
RM: Over the next year, our focus will be on advocating for more widespread deployment of solar PV, accruing more economic benefits to the sector, and reinforcing the implementation of the South African Renewable Energy Masterplan.
Localisation and the manufacturing of components will also be key. Additionally, we want to roll out more skills development initiatives and expand our membership to include energy users, not just producers and service providers.
RM: All our efforts and hard work would not have been possible without the support of a strong, knowledgeable team, which is the backbone of any successful organisation. SOUTH AFRICAN PHOTOVOLTAIC INDUSTRY ASSOCIATION
We also plan to demystify power purchase agreements for potential energy offtakers and work with relevant stakeholders on unlocking grid access, particularly in resource-rich areas.
We remain in good financial health but are well geared to grow and diversify our revenue steam in the coming year.
Like the large cat native to the Americas, Puma Energy has pounced to become a leading downstream energy provider in Africa. In an extended interview with Ben Ouattara, COO – Africa, we learn about the company’s investments in retail, renewable energy, and lubricants across the continent, its segmented business operations, and more
Writer: Jack Salter | Project Manager: Ryan Gray
As COO – Africa at Puma Energy, Ben Ouattara has had the privilege of witnessing first-hand the dynamic evolution of the continent’s oil and gas industry. This exciting space presents significant opportunities for investment and expansion thanks to growing energy demands, which have been fuelled by urbanisation, industrialisation, and economic growth.
Africa has the fastest-growing population in the world, with the United Nations (UN) estimating that the continent’s population will reach more than two billion by 2040.
Growing rural populations,
meanwhile, are increasingly converging on cities in search of employment, whilst the number of African cities with more than 10 million inhabitants is projected to increase to six by 2035 according to the UN Development Programme, up from just three in the early 2000s.
This population growth, combined with rapid urbanisation in subSaharan Africa where Puma Energy largely operates, is leading to a rising demand for energy, especially transportation fuels, which CITAC forecasts will increase by 56 percent by the end of the next decade.
Africa’s vast hydrocarbon reserves, particularly in countries like Nigeria,
Angola, and Ghana, also position the continent as a critical player in the global energy market.
“The industry is in a time of change and diversifying its traditional fuel offerings. As Puma Energy, we are committed to the growth, transformation, and sustainability of Africa’s energy sector and to helping enable the countries’ socioeconomic progress,” adds Ouattara, who joined Puma Energy in January 2022.
COMPLEX LANDSCAPE
On the other hand, the African oil and gas sector also faces significant challenges, as the demographic shifts resulting from population growth and
rapid urbanisation are placing greater strain on an already fragile and underdeveloped energy distribution system.
“THE INDUSTRY IS IN A TIME OF CHANGE AND DIVERSIFYING ITS TRADITIONAL FUEL OFFERINGS. AS PUMA ENERGY, WE ARE COMMITTED TO THE GROWTH, TRANSFORMATION, AND SUSTAINABILITY OF AFRICA’S ENERGY SECTOR AND TO HELPING ENABLE THE COUNTRIES’ SOCIOECONOMIC PROGRESS”
– BEN OUATTARA, COO – AFRICA, PUMA ENERGY
This fragility has been further exacerbated in recent years by economic uncertainty, the COVID-19 pandemic, and the ongoing conflict in Ukraine, resulting in unprecedented supply chain disruption that has affected the flow and availability of oil products and caused shortages in numerous sub-Saharan African countries.
“Geopolitical tensions and security concerns in some regions are impacting operations and investment,” Ouattara notes.
Key infrastructure such as ports, storage, and pipelines therefore need scaling up in order to improve the supply chain efficiencies of fuels such as gasoline, diesel, jet fuel, and kerosene, meet growing demand, and ensure energy security.
“Infrastructure development
through investment in storage, transportation, and distribution infrastructure is crucial to unlocking the continent’s full potential.”
Regulatory frameworks, meanwhile, are another challenge as evolving policies and regulatory environments require adaptability and strategic planning.
These frameworks, along with environmental, social, and governance (ESG) standards, significantly influence oil and gas investments
in Africa as they can shape costs, operational and compliance requirements, risk profiles, and the overall attractiveness of projects.
Companies such as Puma Energy are therefore navigating an incredibly complex landscape in which there are various regulations and ESG requirements to adhere to.
As COO – Africa, Ouattara’s focus is on navigating these complexities, driving operational excellence, and positioning the company for long-term success in a dynamic and exciting market.
Despite the challenges, he firmly believes that the continent’s oil and gas industry offers tremendous opportunities for growth, innovation, and collaboration.
“At Puma Energy, we’re committed to energising Africa’s growth, delivering safe, reliable, and affordable downstream energy solutions across the continent.
“Africa’s oil and gas industry is not just an exciting space – it’s a vital component of the continent’s economic future.
PUMA’S CORE FUNDAMENTALS
The company remains focused on four core fundamentals, namely:
• Ensuring the safety of its people and operations.
• Enhancing and maintaining the quality of its retail network in core growth markets.
• Attracting, retaining, and developing talent.
• Improving the way it serves customers by investing in digitalising its services and modernising its business.
At PETRO Industrial Solutions, we are redefining the fuel storage industry through high-quality, innovative, and customized tank solutions tailored to meet the demands of sectors like mining, logistics, and energy.
Our mission is clear: to lead the industry by delivering solutions that enhance operational efficiency, safety, and sustainability, backed by market-leading technology and exceptional craftsmanship.
FUELLING INNOVATION DEELLIIVVEERRI
INNG G EXXCEEL
With PETRO, you gain access to comprehensive turnkey services—from design and engineering to installation and maintenance. This end-to-end approach ensures that each solution meets stringent international standards, giving you the reliability and performance you need to keep your operations running smoothly.
Whether you require modular tank farms, customized dispensing systems, or advanced fluid management systems, we’ve got you covered.
What sets PETRO apart is our commitment to rapid delivery and customer-focused support. Our inhouse manufacturing and close partnerships mean that every tank solution is crafted to your specifications with some of the fastest lead times in the industry.
PETRO’s expertise goes beyond products; we offer a partnership you can count on, combining global insights with local knowledge to support your operations wherever you are.
INNOVATION LLLENNC C
Firstly, could you introduce us to PETRO Industrial, your products, capabilities, and services, when the company was established, the manufacturers the company works with, etc.?
Founded in 2010 with a vision to offer innovative fuel and liquid storage solutions, PETRO Industrial Solutions (PETRO Industrial) specialises in designing, manufacturing, and commissioning premium self-bunded tank solutions. With a strong focus on customisation, we deliver solutions that meet the unique requirements of clients across a variety of industries, including mining, oil and gas, agriculture, and construction. PETRO Industrial was established to fill the market need for durable, reliable, and compliant tank storage systems. By partnering with premium suppliers, such as Banlaw, SAMOA, and Total Control Systems (TCS), we can provide a wide range of superior solutions, including self-bunded tanks, dispensing systems, fuel management systems, and spare parts to suit the specific operational needs of our customers. Our commitment to quality, safety, and efficiency ensures that every tank meets local and international regulations.
Could you tell us a bit about the different types of tanks the company offers and how they can be customised?
At PETRO Industrial, we understand that no two clients are alike, and that’s why we offer a comprehensive range of solutions designed to
accommodate various storage needs. Some of our most popular offerings include:
• Self-bunded tanks: Ideal for aboveground fuel storage, these tanks come with a double-walled design to prevent leaks and ensure environmental protection. Our speciality range includes large capacity containerised PT tanks from 12,000 litre (L) to 75,000L, and smaller custom built cube tanks with capacities from 1,000L to 12,000L.
• Lube stores: As part of our turnkey dispensing solutions, PETRO Industrial’s lube stores offer a versatile and efficient means of dispensing various lubricants and oils. Featuring an array of hose reels, these lube stores are seamlessly connected to tanks storing lubrication oils.
• Retail sites: Designed and manufactured by our expert team, PETRO Industrial’s innovative and containerised mobile retail sites offer seamless access to fuel. Our retail fuel sites are a cost-effective alternative to a retail gas station that is also easy to maintain and straightforward to install.
Customisation is a cornerstone of our business. Whether clients need specific tank capacities, enhanced safety features, or specialised
dispensing systems, we work closely with them to deliver solutions that integrate seamlessly into their operations. From capacity adjustments to advanced monitoring systems, we aim to exceed expectations by delivering products that seamlessly integrate with our clients’ operations. What differentiates PETRO Industrial from the competition? Are there any key attributes that set you apart?
Customisation excellence: Our ability to offer fully customised tank and dispensing solutions allows us to serve a broader range of industries and meet the highly specific needs of our clients. We don’t just provide tanks –we offer tailored solutions that match the unique operational environments and fuel storage requirements of each client.
Commitment to quality: We emphasise safety, durability, and quality in accordance with international standards in every product we manufacture. PETRO Industrial is known for its high-quality craftsmanship, which is evident in the longevity of our tanks and the confidence our clients have in our systems.
Customer-centric approach: Our team is dedicated to understanding each client’s individual needs. We
prioritise open communication and hands-on collaboration throughout the entire design and manufacturing process, ensuring that the final product exceeds expectations.
Industry expertise: With years of experience in various sectors, our deep understanding of industry regulations and challenges allows us to offer superior guidance and turnkey solutions unique to us.
Are there any cutting-edge solutions or innovative technologies the company utilises?
Innovation is at the heart of PETRO Industrial. We constantly explore new ways to enhance the functionality and safety of our tanks. Our iPETRO fuel management systems help clients monitor fuel levels, usage, and potential leaks in real time. This boosts operational efficiency, reduces waste, and minimises environmental impact. Additionally, our tanks are equipped with advanced secondary containment systems that prevent spillage in the event of a breach, providing extra protection and peace of mind for industries that require high levels of safety. Our tanks also undergo rigorous quality testing to ensure longevity and durability, even
in harsh environments.
By continuously researching and adopting new technologies, we ensure that our clients always receive the most advanced and reliable storage solutions available.
Could you talk about PETRO Industrial’s team, what they bring to the company, and how they enhance operations?
At PETRO Industrial, our team is our greatest asset. We have a dynamic group of designers, manufacturers, and industry professionals who bring a wealth of experience and technical know-how to the company. Each member of our team is committed to providing exceptional service, whether it’s through the initial design phase, manufacturing, or after-sales support.
Our staff are certified and highly skilled, enabling us to drive innovation when it comes to the latest tank design technologies. Our customerfacing team excels at building strong client relationships through personalised service and a deep understanding of industry needs. This collaborative approach ensures seamless operations and delivers results that keep our clients satisfied
and returning for future projects. We also invest heavily in ongoing training and development, ensuring our team remains at the forefront of the industry. This commitment to personal and professional growth enables us to continuously enhance our service offerings and ensure that every project we take on is completed to the highest standard.
In summary, PETRO Industrial’s dedication to innovation, customisation, and customer satisfaction, along with the strength of our team, has established us as a leader in the fuel and liquid storage industry. Our cutting-edge technology, industry expertise, and quality craftsmanship position us to meet the evolving needs of our clients, ensuring we remain the go-to provider for tank solutions across Africa and beyond.
+27
sales@petroindustrial.co.za
www.petroind.co.za
“I’m proud to be part of this journey and look forward to contributing to the industry’s continued growth and development,” Ouattara says optimistically.
EXTENSIVE RETAIL NETWORK
Ensuring energy access through diversified solutions in emerging markets, Puma Energy’s purpose – Energising Communities – helps to drive growth and prosperity by sustainably serving customer needs in high-potential, emerging countries around the world, primarily across sub-Saharan Africa and Central America.
“At Puma Energy, we strive to deliver quality services, safely and reliably, wherever our customers need them,” outlines Ouattara.
Puma Energy’s business is centred around fuel storage and distribution, retail fuels, commercial fuels and lubricants, aviation fuels, and liquefied petroleum gas (LPG).
The company operates a vast network of storage facilities, including downstream storage terminals that help it offer a seamless supply of refined oil products to customers.
An extensive retail network, meanwhile, offers fuels, lubricants, and other petroleum products at
service stations across the continent.
In rural areas, the rural service station concept fosters inclusive economic growth and is a shining example of Puma Energy’s positive impact on underserved local communities, extending vital services and addressing their unique challenges and needs.
“In most African countries, fuel consumption is concentrated in the capital and main cities. Access to fuel for rural populations is therefore a challenge, and fuelling can be very unsafe,” acknowledges Ouattara.
“Our rural service stations allow Puma Energy to bring fuels and lubricants to rural areas both safely and conveniently. The speed to market is also favourable for us to continue growing our footprint and brand.”
Last year, for example, the company rolled out its first rural service station in Zambia to cater for communities in the Chifunabuli District of Luapula Province. An additional two rural stations were rolled out in the towns of Mbala in Northern Province and Samfya in Luapula Province.
This commendable investment has helped unlock economic opportunities through the creation of new jobs, such as service station
PUMA’S STRATEGIC FOCUS FOR 2025
HSSE
• Continue to reinforce its HSSE performance by prioritising capability development, risk management, governance, and leadership engagement.
• Baseline and strengthen key safety and environment-related data.
PEOPLE
• Develop, retain, and attract best-in-class talent across its markets.
• Invest in the development of Puma’s people.
RETAIL
AND COMMERCIAL
• Concentrate its efforts on refurbishing and maintaining its network, whilst ensuring a differentiated customer offering.
• Ensure it is delivering quality products safely and reliably.
“Our strategic focus is really to keep it simple – continue to concentrate on the basics and do them well whilst growing prudently,” Ouattara outlines.
attendants and maintenance staff to support the supply chain, and improved access to fuel for rural farmers, fishermen, and miners in the districts.
It is part of Puma Energy’s broader rural service station programme in the country, which is aimed at improving access to energy, banking, and healthcare in hard-to-reach areas and reflects the company’s belief in energising communities.
Over the course of three years, the programme will see 25 stations open across Zambia, with plans to expand into other parts of Africa.
“Rural service stations allow for access to a range of fuels, bottled LPG for cleaner and safer cooking, and banking services,” Ouattara explains.
CONVENIENCE FOR CUSTOMERS
Puma Energy’s retail network additionally comprises convenience stores offering refreshments and everyday shopping essentials, such as freshly prepared food to meet everyone’s needs. Coolers are also
stacked with chilled beverages and the latest refreshing drinks to quench the thirst of customers, whilst a wide selection of barista-made coffees is also available.
Partnering with Circle K and OK Express, the company’s mini markets bring together a wide variety of delicious, fresh, and quick options all day, every day.
Enhancing and maintaining the quality of this extensive retail network of service stations and convenience stores in core growth markets is one of Puma Energy’s fundamentals.
“Our retail network is a critical component of our downstream
business. The goal is to create a seamless, customer-centric retail experience, leveraging technology and data analytics to drive loyalty and growth,” insights Ouattara.
The company plans to achieve this goal through the continued expansion of its retail network with an aggressive growth strategy across Africa, as well as digital transformation by implementing mobile payment solutions, loyalty programmes, and digital signage.
“As we aspire to grow, we plan to expand our retail and commercial offering through convenience stores and quick-service restaurant (QSR) partnerships.
Since the founding of Raislin Construction Private Limited in October 2021, the building partnerships has always been at the core of our business. We invite all our customers environment of transparency, trust and respect, as they allow us to become part of their A strong and empowered management team allows us to be extremely flexible when requirements. Our organization is very dynamic and as such we understand that our clients’ business also forever changing. Urgency is accommodated through discussion around the requirements
Expertise, Our Signature
building of strong to enter into our their success story. it comes to client
business landscapes are requirements plan.
Raislin Construction Company (Pvt) Ltd provides managed project solutions to clients from the tender process all the way through to completion.
What sets this enterprise apart though, is the willingness to provide support to clients after project completion.
Core Values:
• To be an extension of our client’s organization
• To be led by our client’s needs and our technical team
• To maintain high ethical standards at all times and professionalism
Experience:
General Building:
• Office Renovations
• Telecommunication and
• Fibre optics
• Plumbing, irrigation
• Project Management and Consultancy
• Pavements
• Schools
• Office Parks
• Painting and Tiling
Our Strengths:
• Our people.
• Team work
• Our commitment to partnering with clients
• Our ability to provide creative solutions
• Our passion for success
Civil Works:
• Sewer and storm water reticulation
• Bulk Earthworks
• Paving (including heavy duty)
• Roads
“AT PUMA ENERGY, WE STRIVE TO DELIVER QUALITY SERVICES, SAFELY AND RELIABLY, WHEREVER OUR CUSTOMERS NEED THEM”
– BEN OUATTARA, COO – AFRICA, PUMA ENERGY
“We will also explore dual brand opportunities, particularly in the QSR space in Africa,” he discloses.
Along with this, it seeks to enhance the customer experience by improving store layouts, product offerings, and staff training in order to deliver exceptional service, as well as introducing additional convenience stores at select locations.
FOCUS ON LUBRICANTS
Puma Energy likewise provides bespoke energy solutions to businesses, industries, and governments with its commercial fuels and lubricants.
A leading and reliable source for high-quality lubricants that deliver world-class performance, the company specialises in supplying
a wide range of custom products tailored to meet the specific needs of various industries, including marine, power generation, mining, cement, and sugar mills.
Its commitment as a lubricants supplier goes beyond just products, however, as Puma Energy focuses on delivering solutions that enhance the efficiency and longevity of machinery.
“Our lubricants business is a key growth area, and we’re committed to delivering high-quality lubricant solutions tailored to African market needs,” Ouattara shares.
“We plan to place a greater focus on lubricant sales in select markets.”
As such, the company is expanding its product range by introducing premium lubricants for industrial, commercial, and retail customers.
Puma Energy is additionally upgrading its manufacturing capacity and production facilities to meet the growing demand for lubricants, enhancing its distribution network, logistics, and storage capabilities, and offering technical services such as expert advice and support to customers.
These investments complement the company’s core fuel business, enabling it to diversify revenue streams, enhance customer loyalty, improve operational efficiency, and reduce environmental impact.
“By integrating retail, renewable energy, and lubricants, we’re positioning Puma Energy for sustainable growth whilst supporting Africa’s economic development and energy transition,” prides Ouattara.
HIGH-GROWTH MARKET OPPORTUNITIES
Also supplying jet fuel and aviation gas to airports and airlines, Puma Energy offers LPG and lubricant products for domestic, commercial, and industrial use.
00 MORE THAN YEARS EXPERIENCE 1
In developing performance additives for fuels and lubricants
Afton Chemical has a passion for delivering world-leading additive solutions that help our customers achieve their business goals with technology that reduces emissions, makes vehicles more efficient and machines last longer.
Afton keeps things moving...
CJP Chemicals is the appointed distributor for Afton Chemical in the Southern African region, and provides bespoke technical solutions to fuel and lubricant manufacturers & blenders.
CJP Chemicals is a supplier of raw materials and ingredients to food & beverage, pharma personal care, industrial and lubricants manufacturers across Southern Africa
To find out more about the Afton additive portfolio or any of your raw material and ingredient requirements visit: www.cjpchemicals.co.za or contact us on, Email: info@cjpchemicals.co.za or call: +27 11 494 6700.
“OUR RETAIL NETWORK IS A CRITICAL COMPONENT OF OUR DOWNSTREAM BUSINESS. THE GOAL IS TO CREATE A SEAMLESS, CUSTOMER-CENTRIC RETAIL EXPERIENCE, LEVERAGING TECHNOLOGY AND DATA ANALYTICS TO DRIVE LOYALTY AND GROWTH”
– BEN OUATTARA, COO – AFRICA, PUMA ENERGY
In an exciting and fast-changing world in need of the right energy solutions, the company focuses on delivering the very best for its customers, from giving retail site visitors a great experience to working closely with industrial businesses to help them optimise their operations.
As Puma Energy operates over 670 service stations and serves more than 90 airports, with close to 30 terminals across 17 African countries, the business is therefore well-positioned to pounce upon opportunities in high-growth markets where it can make a real difference in driving growth and prosperity.
Puma Energy’s operational presence in these high-growth markets is a key strength as many of them are in non-OECD (Organisation for Economic Cooperation and Development) countries, where demand for energy is expected to increase due to factors such as growing economies, rising living standards, and increased electricity usage.
“We will look to grow prudently either on our own or with strategic, like-minded partners,” Ouattara confirms.
On the retail and commercial side,
Puma Energy is currently investing to strengthen its market share and customer base through convenience stores and non-fuel retail, particularly QSRs in Africa.
Likewise, it is investing in marketing to increase brand awareness and customer loyalty, as evidenced by the recent launch of its ‘Go Africa!’ campaign across the continent.
‘Go Africa!’ is inspired by the soul and rich diversity of the continent, embodies Puma Energy’s purpose, reflects the company’s determination to be a catalyst for positive change, and reinforces its commitment to delivering quality services safely and reliably wherever customers need them.
The campaign therefore aligns with Puma Energy’s dedication to providing solutions that meet the unique needs of every community, leveraging technology and building partnerships to deliver reliable, affordable energy to all in Africa.
Alongside the above investments, Puma Energy is continuing to expand
REEF TANKERS - INDUSTRY LEADERS
Industry Leaders:
Reef Tankers have been positioned as one of the industry leaders regarding innovation, operational excellence, and functionality and have over the years assisted our customers with the implementation and improvement of various aspects of the operation. Improving utilisation, optimisation, productivity, and safety performance.
As we discover new possibilities and opportunities in this “New Normal”, it is important to ensure we always keep safety standards at the highest levels. Seeking partnerships with organisations that value efficiency, agility, flexibility and continuously provide a cost-effective service with the highest levels of service excellence.
BBBEE Partner:
Reef Tankers is currently rated a Level 1 BBBEE contributor with 51% Black ownership and 30% Black female ownership. We are currently recognised as a value-added supplier.
Focus on Accreditations:
Reef Tanker adheres with international and local standards and boasts accreditations since 2008 with ISO 9001, ISO 18001 & ISO 45001, CAIA Signatory, SANS-1395 RTMS and SQAS approved. We are an affiliation to CAIA which adheres to Responsible Care Principles for health, safety, and environmental performance. On numerous occasions, Reef Tankers have won prestigious awards with our initiatives and safety performance.
Bulk Truck Professional Operators:
Reef Tankers’ professional operators training focuses its objectives on driver technique, innovation and stringent training to improve advanced and defensive driving skills with continuous improvement. Minimising unnecessary high costs related to undesirable driver techniques and behaviour. Our AI and other optimal modern technology in managing costs in the transport industry is fundamental to maintaining a competitive advantage and future sustainability. Our Driver Academy, which assists us with selecting, training, and developing, has received numerous accolades. Reef was recently recognised with two awards, one by TETA: Best Qualification Program and one by the National Skills Authority: Best Private Training Provider/Employer Program in the Industry.
Accreditations:
ISO 9001, 18001, and 45001
CAIA Signatory
SANS 1395: RTMS
SQAS
Diversification:
Reef Tankers has recently diversified its tanker fleet and has invested in Q55 PBS Abnormal Tankers. We have introduced the Bartec Levelling/Metering System, which will allow multiple loading and off-loading functionalities and includes the latest technological advances in equipment. The tanker fleet consists of various specialised tanker combinations with approved ADR specifications including Rigid Drawbars for its fuel deliveries. In addition to the fuel tankers, we have purchased high specification Stainless Steel Base Chemical Tankers (L4BH), Stainless Steel HFO Tankers (LGBF), and ANS Explosive Stainless-Steel Tankers (L4BN). The Stainless-Steel Base Chemical and HFO Tankers are Cladded with Steam Heating. The emulsion tanker added, offers diversity with regards to Petrochemical transportation. A further addition to the diversification strategy was the purchasing of 62,000lts LPG tanker vessels.
Geographical Footprint:
Our sophisticated geographical Footprint in South Africa and Botswana allows our customers to control costs with effective access to all major terminals nationally. We are currently operating from 10 different depot’s with 469 professionals, delivering 1,4 billion litres per annum with 126 specialised Petrochemical fuel tanker combinations. We have travelled approximately 13.9 million kilometres and delivered 34,542 safe deliveries thus far.
Plans to Eliminate Environmental/Green House Carbon Emissions:
A part of Reef Tankers’ strategy from 2021 has been to partner with the OEMs that concentrate on Driver Ergonomics, Advanced Safety Innovation and Intelligence that focus on the continuous reduction of carbon emissions. Reef Tankers has purchased the Michelin Green Energy Saver Tyre to further increase fuel efficiencies which will reduce greenhouse gas emissions. Furthermore, we have just purchased Euro 5 technology Prime Movers and are proud to announce our first CNG propelled Prime Mover, pushing sustainable energy and boundary commitments, saving the environment and focusing on all areas to assist with the prevention of global warming.
Through its lean overhead structure, the retention of high-quality, efficient, skilled staff and resources, focus on customer needs, the commitment to global ethics and intergrity in our daily business practices, Reef Tankers aims to continue to be a leader in its field, continuously portraying and believing in its commitment to its slogan: DRIVEN BY PASSION.
“WITH OUR FLAT, DECENTRALISED STRUCTURE, WE ARE ABLE TO STAY AGILE AND RESPOND QUICKLY TO CUSTOMER NEEDS, AS WELL AS MARKET CHANGES AND REGULATORY SHIFTS”
– BEN OUATTARA, COO – AFRICA, PUMA ENERGY
its business-to-business (B2B) offering, including lower-carbon and renewable energy solutions.
“Our commitment to Africa’s energy growth is unwavering, and we’re excited to continue contributing to the continent’s economic development,” affirms Ouattara.
COMPREHENSIVE APPROACH
Puma Energy is driven by a passion for delivering exceptional value, building strong relationships, and contributing to Africa’s energy growth.
A unique blend of strengths positions the company as a global
leader in downstream energy, and in the view of Ouattara, there are a number of differentiators that make it stand out in the sector.
First and foremost, Puma Energy’s work to energise communities is driven by a vertically integrated business model, with all stages of the value chain including supply, storage, and distribution controlled by the company.
Its strategically located terminals, import and loading capabilities, and transportation resources facilitate the import of refined oil products and their movement through the
supply chain, allowing Puma Energy to reliably source its goods at competitive prices.
The company’s extensive retail network completes the vertically integrated value chain and, combined with its B2B, aviation, and wholesale clients, helps create demand for refined oil products.
“Our comprehensive approach encompasses storage, distribution, retail, and commercial fuels, enabling us to optimise efficiency and provide seamless solutions,” Ouattara elaborates.
Then there’s Puma Energy’s extensive footprint across the continent, which has rapidly expanded since it entered the African market in the 2000s and gives the company an unparalleled understanding of local markets, regulatory environments, and customer needs.
Strategic partnerships are another unique differentiator, as Puma
Decades of Transport Excellence, Now Fuelling Tanzania’s Progress
With over 80 years in Tanzania’s transport sector, CRC has evolved from moving containerised, loose, and specialised cargo to becoming a trusted name in fuel transport. For the past 13 years, CRC has proudly served as an official transporter for Puma Energy, around Eastern and Southern African countries, bringing unmatched reliability and safety to fuel logistics.
Our journey in fuel transportation builds on decades of experience, ensuring secure, on-time delivery backed by a robust HSSEQ (Health, Safety, Security, Environment, and Quality) system. Every mile we cover reflects our unwavering commitment to our clients’ needs, offering a service that embodies trust and excellence.
With CRC, you’re not just choosing a transporter - you’re partnering with a team driven by a legacy of success and a vision for Tanzania’s future.
Learn more, visit: crc.crc.tz
Energy collaborates with reputable companies in the convenience space and local businesses, enabling it to leverage their expertise, share knowledge, and drive growth.
CUSTOMER-CENTRIC CULTURE
Likewise, Puma Energy strives to build strong partnerships with customers and deliver the best solutions for their needs as part of its wholeheartedly customer-centric culture.
This is a key element of the company’s strategy, with customers at the core of everything Puma Energy does to ensure it is easy to do business with.
Its growing network of convenience stores, for example, is tailored to meet the needs of its customers, providing
www.africaoutlookmag.com/work-with-us
a focal point for the local community.
Commercial customers, meanwhile, rely on Puma Energy to provide them with high-quality and reliable energy, lubricant, and bitumen solutions that support their growth and success.
The company’s customer-centric approach also includes being responsive to their needs and forming lasting relationships with them.
“Puma Energy’s tailored solutions, responsive service, and focus on building long-term relationships differentiate us from our competitors,” acclaims Ouattara.
This responsiveness also ties into the agility and adaptability of Puma Energy’s organisational model, which empowers faster strategic decisionmaking at regional and country levels.
The company continues to strengthen its country management structure, increasing Puma Energy’s agility and capitalising on its in-depth knowledge of the areas it operates in.
“With our flat, decentralised
structure, we are able to stay agile and respond quickly to customer needs, as well as market changes and regulatory shifts,” highlights Ouattara.
DEVELOPING LOCAL TALENT
With over 2,000 staff members across the Africa business, Puma Energy has a strong focus on local talent development and capacity building.
Indeed, some of the company’s key targets and initiatives include investing in employee well-being and skills and recruiting 95 percent of its workforce from local talent pools, such as its graduate programme.
This 12-month programme is designed to provide top graduates with a structured series of developmental rotations across Puma Energy to help them build a comprehensive understanding of the company’s fundamentals before moving into a specific business unit.
The programme opens up a range of career growth opportunities within
Puma Energy for graduates and drives operational excellence by having the right people with the right skills and mindsets in the right positions, working together to run the business safely, profitably, and with integrity.
As well as this, it cultivates commercial acumen and encourages participants to capture opportunities for themselves.
Committed to providing meaningful employment opportunities, the company is therefore always looking for excellent candidates as its success relies on the well-being, dedication, expertise, and passion of its people.
“We prioritise developing local talent, supporting community initiatives, and fostering economic growth in the regions we operate,” expands Ouattara.
Creating a collaborative and inclusive work environment remains a core objective in order to enable high performance, strategic growth, and employee safety, as the company
aims for zero workplace fatalities.
Thus, Puma Energy is dedicated to the well-being of employees, customers, and communities, with every decision it makes viewed as an opportunity to positively impact its people and foster a safe workplace.
ROAD SAFETY
As part of its corporate social responsibility (CSR) activities, Puma Energy’s ‘Be Road Safe’ campaign also aims to promote road safety awareness with the ambition of contributing to the reduction of road accidents in the communities where it operates.
Part of the wider ‘Be Puma Energy Safe’ initiative, which also comprises citizen and youth empowerment, the campaign aims to address the growing epidemic of road traffic
injuries (RTIs) in sub-Saharan Africa, which has the world’s highest rate of RTIs.
As the region has a young and fast-growing population, there are an increasing number of vehicles on the roads and more people are likely to be affected by RTIs as a result.
“Countries in sub-Saharan Africa will have dynamic, increasingly mobile populations in the decades ahead,” Ouattara informs us.
‘Be Road Safe’, which includes a long-term collaboration with the company’s implementing partner, Amend, was launched in Tanzania in 2013. It has now also been implemented across Botswana, Zambia, and Zimbabwe, and will be expanded to Mozambique and South Africa in 2025.
Since launch, Puma Energy has
delivered road safety activities in a number of countries throughout sub-Saharan Africa, benefitting more than 100,000 children from over 240 schools across the continent identified as being at high risk of RTIs. Thus, the campaign intends to improve the safety of African children on the roads today and prepare them to be responsible road users in the future.
“The activities focus on primary school children and spread road safety messages throughout communities,” details Ouattara.
REFOCUSED SUSTAINABILITY STRATEGY
People and Communities is one of four important pillars that form Puma Energy’s refocused sustainability strategy and ESG
framework, ensuring it has a positive socioeconomic impact on the communities it serves, along with Energy Transition and Climate Change, Local Environment and Nature, and Governance and Supply Chains.
“Our emphasis on safety, quality, and environmental sustainability earns us repeat business and reinforces our reputation for operational excellence,” Ouattara tells us.
Striving to be a trusted, socially responsible business, Puma Energy is committed to reducing operational greenhouse gas (GHG) emissions and helping mitigate climate change.
“We are reducing our operational GHG emissions by 15 percent by the end of 2025 and contributing to the adoption of lower-carbon and
renewable energy solutions,” reveals Ouattara.
“We will continue to expand our solar and lower-carbon fuel solutions to industrial customers and further decarbonise our operations.”
For example, Puma Energy sees strong potential in the likes of solar power, lower-carbon bitumen, sustainable aviation fuel, LPG for clean cooking, and more.
The latter is something that the company is especially committed to as LPG plays a vital role in the energy mix in sub-Saharan Africa, where an estimated 970 million people lack access to clean cooking fuels and technologies according to the International Energy Agency (IEA).
Indeed, many households in the region rely on solid fuels such as wood and charcoal or kerosene, leading to
environmental and health hazards, with the use of wood contributing to deforestation and household air pollution linked to 2.5 million premature deaths globally.
As such, Puma Energy is encouraging the transition to cleaner cooking fuels and implementing an LPG strategy in sub-Saharan Africa to ensure availability, accessibility, and affordability.
LPG is a safe, convenient, and cost-effective way to enable cleaner cooking and reduce the negative impacts of burning traditional cooking fuels, and Puma Energy believes it is a critical solution to Africa’s energy transition.
“We want to improve access to clean cooking across Africa,” Ouattara states.
The company reaffirmed this
commitment in May 2024 during the IEA’s Summit on Clean Cooking in Africa held in Paris, where Puma Energy joined the Clean Cooking Declaration and thereby pledged to take concrete steps towards advancing the clean cooking agenda.
DRIVING SUSTAINABILITY
Puma Energy’s key Energy Transition and Climate Change targets and initiatives also involve installing solar panels across retail and terminal sites, reducing Scope 1 and 2 emissions,
and diversifying its offerings into lower carbon and renewable energy solutions.
The Local Environment and Nature pillar, meanwhile, aims to manage and minimise Puma Energy’s impact on the natural environment.
This is achieved through implementing health, safety, security, and environment (HSSE) policies, management plans, and mitigatory actions against oil spills by, for example, reinforcing safeguards and environmental management systems
across high-risk sites.
Last but not least, the Governance and Supply Chains pillar looks to embed good governance in order to protect Puma Energy’s business and drive sustainability.
“Embedding robust governance and procedures across the value chain enhances our corporate culture and ethical business conduct,” Ouattara states.
As Puma Energy aims to reduce its carbon footprint, leverage renewable power sources, and support Africa’s
green transition, the company is making several investments in renewable energy.
These investments are focused on solar installations, which are being rolled out at more than 50 Puma Energy service stations across the continent, and collaborations with renewable energy developers and technology providers.
SEGMENTATION STRATEGY
Elsewhere, Puma Energy has implemented a segmentation
AFRICA OUTLOOK: WHAT DRIVES YOUR INTEREST IN THE OIL AND GAS INDUSTRY?
Ben Ouattara, COO – Africa:
“My interest in the oil and gas industry is driven by my determination to grow companies like Puma Energy in Africa. I am results-oriented, self-motivated, and resourceful, with a proven ability to develop and strengthen teams in order to maximise profitability and efficiency.
“I now have over 25 years of experience within the shipping and oil and gas industries, having started my career as a captain and later moved into downstream oil and gas with Shell International Trading and Shipping Company Limited (STASCO), where I held various executive roles including Vetting Manager and Lead Auditor.
“I was also the Head of Marine and Aviation at Vivo Energy Côte d’Ivoire and Managing Director of Vivo Energy Ghana prior to joining Puma Energy.”
strategy to enhance operational efficiency, improve its customer focus, and unlock growth opportunities across Africa.
Segmentation allows the company to understand specific customer needs, preferences, and behaviours, enabling it to provide tailored solutions.
With this, Puma Energy has streamlined its processes whilst reducing complexity to deliver cost savings and increased productivity.
“This has helped us to allocate
resources effectively, prioritising areas with the greatest potential for growth,” elaborates Ouattara.
“We believe that by focusing on specific segments, our business differentiates itself and establishes a competitive advantage. Even when it comes to risk management, we have managed to put ourselves in a situation where we mitigate risks by diversifying revenue streams and reducing dependence on a single market.”
Ouattara equally believes that Puma Energy’s ability to deliver exceptional results can be directly attributed to the strength of its relationships with key stakeholders, namely the partners, suppliers, and staff who are the backbone of the company’s success.
Partners play a vital role, as Puma Energy collaborates with other major oil companies and local businesses to drive growth and expand its footprint.
“These partnerships enable us to leverage expertise and resources, enhance our market position, develop innovative solutions, and share knowledge and best practices,” he enlightens.
Suppliers, meanwhile, are crucial to the company’s operational efficiency, whilst staff are its greatest asset as their dedication, ability, and passion drive Puma Energy’s success.
“We recognise the importance of these relationships and strive to nurture and strengthen them so that we continue to grow and innovate.
“At Puma Energy, we cultivate a collaborative culture – by working together, we achieve far more than we could alone,” Ouattara concludes.
40 YEARS OF EXCELLENCE IN FABRICATION AND MAINTENANCE
As Petromar celebrates its 40th anniversary this year, Frederic Heintz, General Manager, tells us more about the company’s pioneering fabrication and maintenance activities that ensure its continued success
Writer: Lucy Pilgrim | Project Manager: Ryan Gray
Angola is internationally renowned for its plentiful natural resources, including specialist metals, minerals, and oil reserves found both underground and on the seafloor.
Looking at the nation’s oil and gas activities in particular, Angola has advanced to become the secondlargest oil producer in sub-Saharan Africa and a key member of the Organisation of the Petroleum Exporting Countries (OPEC).
Angola’s oil and gas industry represents tenacity and versatility in the face of historical challenges, namely the impacts of a civil war that took place between 1975 and 2002 that it is still navigating.
As such, Angola’s oil and gas developments over the last 20 years
represent a positive evolution, as the sector has enabled measurable socioeconomic impacts across the country.
For example, the 17.9 million cubic feet of natural gas production nationwide makes the industry the largest contributor to Angola’s GDP and has solidified the country’s economic growth.
As part of its progression, the oil and gas industry is pivoting more towards environmental considerations in an increasingly sustainable world.
Consequently, companies operating in the sector are adopting strategies to reduce their greenhouse gas (GHG) contributions, including using less polluting technologies and prioritising the protection of local wildlife.
Angola’s subsea sector, in particular, is a key pillar of the West African oil and gas industry, with an abundance of deep sea resources that are extracted by both global and domestic businesses.
Standing at the head of the Angolan subsea sector and floating, production, storage, and offloading (FPSO) activities is Petromar, who has pioneered forward-thinking solutions across the industry since 1984.
AN INNOVATIVE AND DETERMINED HISTORY
Petromar was established in Ambriz, a village and municipality in the Bengo
“OUR VAST EXPERIENCE IN SUBSEA STRUCTURES AND PLATFORMS
DEMONSTRATES OUR CAPACITY TO EMBRACE NEW CHALLENGES AND ENGAGE IN BIGGER PROJECTS THAT ARE MORE DEMANDING AND COMPLEX”
– FREDERIC HEINTZ, GENERAL MANAGER, PETROMAR
Province, as a joint venture between Sonangol, the state-owned Angolan operator, and originally Bouygues Offshore, later acquired by Saipem, an Italian engineering and construction services organisation.
The company was notably the first fabrication yard of its kind in Angola to partner with Sonangol and ELF, a TotalEnergies brand, making it a pioneer in its field.
Additionally, despite the rudimentary use of technology at the time, Petromar reached new heights in fabrication activities, cementing its place as an industry leader at an early stage in its journey.
The company initially focused on the fabrication of platforms for the shallow waters in Blocks 0 and 3 of Sonangol’s oil development. However, in 1997, due to the Angolan Civil War, Petromar could no longer conduct its operations in Ambriz, forcing it to transfer its assets to Soyo, where the business could continue to attend to oil and gas market demands.
During this time, Petromar gained considerable competence in subsea development projects, including the Rosa oil field project for TotalEnergies and the Kizomba Satellites project for ExxonMobil, amongst more.
In a major turning point, the
company returned to its original yard in Ambriz in 2010 and, as a result, was able to operate the two yards simultaneously for the next five years. This dual activity also meant Petromar could effectively navigate the oil and gas market, which was experiencing a major resurgence at the time.
Following these high demands and the crisis in the sector, Petromar rethought its strategy and subsequently decided to concentrate its efforts on fabrication activities in Ambriz, closing its yard in Soyo.
An additional milestone was achieved when Cabinda Gulf Oil Company (CABGOC) moved all its contractors out from its Malongo terminal in Cabinda, enabling Petromar to establish a second sixhectare (ha) yard in Malembo, thus helping to support the company’s fabrication maintenance activities with CABGOC.
Evidently, Petromar’s journey for the past four decades has been one of innovation and determination.
“We have been resilient in overcoming industry crises,
including market booms, crashes, and reductions,” introduces General Manager, Frederic Heintz.
This has been achieved by the strategic investment in its assets over the last four decades, demonstrating an outstanding flexibility in adapting to sector evolution and past crises.
Such perseverance, durability, and adaptability in an ever-changing industry has enabled Petromar to become the second-largest active fabrication yard in Angola.
“Our vast experience in subsea structures and platforms demonstrates our capacity to embrace new challenges and engage in bigger projects that are more demanding and complex,” he adds.
FABRICATION AND MAINTENANCE EXPERTS
The Angolan oil and gas industry is reputed for its stringent safety, quality, and engineering standards.
Petromar endeavours to meet these standards across its two main business activities – the fabrication of subsea structures
PETROMAR’S VISION, MISSION, AND VALUES
VISION – The company strives to remain an industry leader. As an innovative provider of solutions, Petromar’s project execution and value-added operational activities offer superior value to customers and partners, as the company is continually recognised for its exceptional service standards.
MISSION – Petromar seeks to satisfy customers across the oil and gas industry, taking on all challenges with great safety and innovative solutions.
VALUES – The company possesses strong values including its dedication to customer satisfaction, openness, innovation, and competitiveness, which it upholds across all its operations.
and the maintenance of oil and gas infrastructure.
Throughout its extensive history in the sector, the company has grown to become a leader in the former thanks to its outstanding assets and angolan resources.
Indeed, Petromar fabricates subsea structures including pipeline end terminals (PLETs), jumpers, manifolds, mudmats, and more. Additionally, the company produces topside, module, and jacket platforms.
“Usually, those projects are developed together with our main shareholder, Saipem, who performs the engineering, procurement, and installation offshore, whilst Petromar concentrates on the fabrication of structures, currently performed in our Ambriz yard,” informs Heintz.
Meanwhile, Petromar’s maintenance of offshore and onshore oil and gas infrastructures include the Block 3 platform for Sonangol, in the
last 35 years.
Elsewhere, the company maintains Blocks 18 and 31 with two FPSOs for Azule Energy, whilst also working with CABGOC to execute fabrication maintenance activities for Blocks 0 and 14, maintaining their structure and piping.
Those operations are also supported by a logistics and industrial base in the Angolan capital of Luanda, next to the company’s headquarters, where it performs smaller fabrication jobs and preparations for offshore activities.
Across four decades of operation, Petromar has strived to gain the competence and trust of its clients.
“With the support of shareholders, there is no doubt that the execution of our projects will maximise local content and fabrication services in Angola,” explains Heintz.
As such, the company’s long-term success is aided by the support
of its stakeholders, which include the local authorities, financial and institutional partners, suppliers, and subcontractors that help Petromar achieve high standards in timely delivery, with the reactivity of mobilisation equipment and resources.
LANDMARK MANUFACTURING
Between August 2023-24, Petromar continued to develop two ongoing manufacturing projects for Azule Energy at its Ambriz yard.
Firstly, the company manufactured 20 PLETs to accompany 10 mudmats already installed at sea in January 2024 as part of the Agogo Integrated West Hub project, which is in the final phase of loadout testing.
Petromar has also manufactured 297 pipe-in-pipe quadruple joints for the pipelines used in the flowlines at the bottom of the sea, which aim to reduce installation times offshore.
Surface preparation
• Grit blasting;
• Mechanical tools;
• High pressure Washing / Hidroblasting
Industrial Coatings
• Airless equipment’s;
• Conventional;
• Manual (brush, roller, etc.)
Metal Thermal spray linings (Zinc; Stainless steel; Aluminium; Copper; and other)
Passive Fire Protection (Bonding & Sealing; Intumescent foams and paints)
Insulation
• Thermic insulation
• Special insulation
• Canusa
• Trelleborg
• Industry Insulation
Scaffolding
• Layher type
• Multidirectional
“We are the only company in the country to realise this technology, as the entirety of the pipeline, including the outer pipe, inner pipe, and the insertion of the latter into the former pipe, is all manufactured on one production line in a specially-built workshop,” Heintz highlights.
Petromar’s second project is to manufacture the Quiluma platform for the New Gas Consortium (NGC), Angola’s first non-associated gas project operated by Azule Energy.
The structure comprises a 2,200tonne (t) jacket and 2,500-deck with four levels, containing hundreds of kilometres of cable.
“It represents a milestone for the industry, led by Azule Energy and their partners, for which Petromar is enthusiastic about participating in its achievement,” he expands.
Both structures are yet to be completed, but the company has witnessed visible progress across the two operations.
In order to face those additional challenges expected by clients, in
2022 the company expanded its surface area by 7ha, reaching a total of 33ha. Furthermore, Petromar became the largest employer in the Bengo province with approximately 1,500 direct workers.
Finally, the company has also been awarded an additional subsea development contract by Azule Energy in the Ndungu field, working on Block 15/06.
“This has granted continuity in the workload of the yard and brought a new work front for next year, with multiple structures to fabricate.”
PROVIDING PROJECT SUPPORT
Petromar is already enthusiastic to work again with TotalEnergies, who has confirmed its investment decision in the new Block 20 at the Kaminho project, implementing a new FPSO.
TotalEnergies awarded Saipem and Petromar a contract to build the required FPSO as well as the entire subsea system, including subsea umbilicals, risers, and flowlines (SURFs).
PETROMAR’S KEY SERVICES AT A GLANCE
The company diligently develops for its customers:
- Prefabrication, fabrication, and testing of subsea structures
- Fabrication and construction of platforms, jackets, topsides, and modules
- Load out services and marine terminal operations
- Maintenance and asset integrity of oil and gas platforms
- Maintenance services for refineries and production plants
- Shipyard support services
- Dismantling of decommissioned structures
We believe in the power of exchange
Hamad Energy has been a trusted partner in Angola’s Oil and Gas industry since 2010. With 100% Angolan ownership and a strong commitment to quality, we specialize in delivering a comprehensive range of goods and services designed to meet the evolving needs of this vital sector.
Petromar X Hamad Energy Partnership [MoU]
In September 2024, Hamad Energy and Petromar entered into a strategic Memorandum of Understanding (MoU) to drive forward the development of a cutting-edge shipyard project in Soyo, Angola. This collaboration marks a pivotal milestone in exploring and assessing key shipyard development and investment opportunities within the Republic of Angola and the broader southern African region.
While recognizing the substantial investment required, the project’s potential is undeniable. With an estimated 9 hectares dedicated to shipyard Project, the facility will create significant direct and indirect jobs and put Angola’s presence on the global shipyard map.
Currently, the project is in the early phase which is expected to be concluded in Q1-2025.
HAMAD Energy has been committed to directly and positively participate in Socio-economic development of the Country by providing services and transforming lives through job creations throughout the Country.
This project will benefit the Country on the Shipyard contributing positively of the Social-Economic impact and put Angola into the Map of Maritime Industry, Job Creation, Revenue to the Country, Upscale the labor force and Business opportunities through service subcontracting.
Our offerings
At Hamad Energy, we offer a comprehensive portfolio designed to support the below operations effectively:
• Supply of Chemicals and Associated Services
• Engineering, Procurement, Construction And Installation Services
• Subsea Operations (including ROVs and Diving)
• Marine fleet supply services
• Installation, Repair and Maintenance
Why Choose Hamad Energy?
Hamad Energy has partnerships with leading multinationals corporations, which enable us to deliver competitive and high-quality solutions. We adhere to national and international safety and quality standards, ensuring that our services are both effective and efficient.
“WE HAVE MANAGED TO ADAPT OURSELVES AND OUR ASSETS, WHILST ALSO TRAINING OUR ASSOCIATES, WHICH WILL ALLOW US TO MAINTAIN OPERATIONS FOR ANOTHER 40 YEARS”
– FREDERIC HEINTZ, GENERAL MANAGER, PETROMAR
The construction of the project’s FPSO will be conducted by Saipem and its team of contractors, whilst Petromar will fabricate the 12 anchoring piles and a riser protector that will eventually be fitted to the FPSO.
The SURF portion of the project, which will be fully fabricated at the Ambriz yard from 2026 onwards, includes creating subsea structures for the ocean floor that will link the FPSO to the ground.
The company is proud to be working with TotalEnergies again after completing its last project with the client in 2017.
“Petromar will take this new project as an opportunity to keep investing
in its assets and maintaining its competencies that it has amassed over the years,” Heintz elaborates.
The company will introduce a new workshop dedicated to rolling plates for pipes used throughout the project.
This not only demonstrates Petromar’s commitment to maintaining its footprint in Angola, and Ambriz in particular, but also emphasises its ability to adapt its infrastructure to the best construction methods.
Additionally, the company is diligently evaluating how best to support Saipem in operating and maintaining the FPSO that will be installed in Block 20.
RELIABLE FPSO SERVICES
Petromar’s FPSO expertise is most aptly demonstrated by its maintenance support services on Blocks 18 and 31 for Azule Energy.
“Whilst the client is in charge of defining and implementing the maintenance plan, we support them by providing permanent service teams and mobilising original equipment manufacturers (OEMs) or temporary crews defined by the client for specific needs,” outlines Heintz.
To ensure this is completed effectively, the company requires substantial financial strength, coordination, and a means of control.
DEPENDABLE SUPPLIERS
Petromar has a dedicated procurement and supply team in Luanda that is committed to engaging reliable suppliers in difficult business environments and manages all offshore maintenance projects.
When performing procurement services for clients, Petromar aims to mobilise Angola’s specialised foreign subcontractors as well as Angolan subcontractors, which are required
to perform dedicated maintenance tasks and FPSO training, whilst also attending to its own needs in terms of reactivity, domestic stock availability, and competitiveness.
Undoubtedly, the reliability and cooperation of vendors is essential in the oil and gas sector.
“Our clients and administrative processes are demanding – Angolan
regulations are such that, for some foreign vendors, the project might appear complex or too difficult to deal with. Therefore, it is important to establish transparent and reliable relationships,” details Heintz.
Thus, the company requires reliable suppliers who can meet its requirements for materials, consumables, spare parts, workshop
infrastructure, warehousing, and items related to civil works.
During fabrication activities, for instance, the company needs to source the right welding consumables, personal protective equipment (PPE), painting and nondestructive testing (NDT) services, and rental equipment.
Therefore, Petromar contracts the appropriate service businesses with the highest standards of certification and safety.
Moreover, when working with major suppliers, Petromar has the transportation capabilities to ship directly to its quay at the Ambriz yard. However, this is dependent on the draft limitations of a vessel being respected and shipped materials being cleared with customs authorities and made available for projects.
TRAIN AND RETAIN
Staff are critical to the success of Petromar, who currently has 2,300 direct and indirect employees, albeit the number of team members
enag
Energias de Angola, Lda
Focusing on excellence and innovation, ENAGOL and Petromar collaborate to redefine standards in the Oil & Gas industry. Our journey is marked by services that ensure operational and social success, always committed to sustainability and the future of the industry.
Nevertheless, Petromar strives to maintain a core team in Ambriz, Cabinda, and Luanda, comprising of individuals from the local area, providing greater employment and development opportunities for the surrounding community.
In order to maintain a dependable team, the company strives to continuously train, retrain, and upskill its employees.
“In our 40 years of existence, many people have joined Petromar, done a lot with their careers, and reached retirement with the company,” Heintz points out.
The long-standing retention of staff speaks volumes about Petromar’s ability to recognise the value of team members and, in turn, equip its staff with the appropriate skills for professional development, instilled through regular training programmes across Ambriz.
These particular skills include welding, technical office functions, project management, fabrication methods, and more, which result in a sustainable development path for staff, the local community, and Angola as a whole.
“Generally, the engagement of our office and field staff is
target-orientated, and any new challenge is seen as an opportunity to grow,” he adds.
Due to the increase of activity at the Ambriz yard, Petromar is drawing potential candidates from further afield.
As part of this expansion, the company is currently in the planning stages of a local housing initiative that will incentivise workers from across Angola to find residence in the area.
In support of this, the company is working with the municipality’s local developers to transform vacant buildings and unused sites into functional and comfortable accommodation for Ambriz yard employees.
As such, this is one of the many ways in which Petromar works to support the local community and improve employee well-being.
MAINTAINING 40 YEARS OF SUCCESS
Going forward into 2025, Petromar’s target is to deliver on its current projects, including the construction of the Quiluma platform for NGC.
After the load-out of the jacket, the company anticipates completing
the load-out of the Agogo PLET before delivering the deck in Q1 2025 and progressing the fabrication of structures in the Ndungu field.
Petromar is also ready to seize any opportunities that arise from other types of business.
“In particular, some operators are currently planning abandonment and decommissioning programmes for some of their facilities. We believe that Petromar could play a key role in these, partnering with several actors in this new market,” insights Heintz.
Having remained at the forefront of the industry over the last four decades, Petromar is evidently not resting on its laurels.
“We have managed to adapt ourselves and our assets, whilst also training our associates, which will allow us to maintain operations for another 40 years,” Heintz closes.
Tel: (+244) 923 167 620 / (+244) 923 167 629
comercial@petromar.co.ao
www.petromar.co.ao
EMBRACING A NEW ERA FOR ENERGY
As a global oil and gas giant, bp facilitates energy flow for many African nations, including Ghana. We consider the creative and innovative ways that bp Ghana ensures sustainability in the sector and empower entrepreneurs
Writer: Rachel Carr | Project Manager: Ryan Gray
As one of the world’s largest multinational oil and gas companies, British Petroleum (bp) came from humble beginnings in 1908 with the discovery of oil in Persia, now known as Iran.
Its origins date back to the founding of the Anglo-Persian Oil Company, established as a subsidiary of Burmah Oil Company. In 1935, it was renamed the Anglo-Iranian Oil Company, and in 1954, it adopted the bp name.
Today, the company operates in all areas of the oil and gas industry, including exploration and extraction, refining, distribution and marketing, power generation, and trading and shipping (T&S).
Indeed, bp’s T&S arm plays a crucial role in the company’s operations, ensuring that energy sources are distributed around the globe, working to connect energy producers, suppliers, markets, and customers to enable the seamless flow of energy and contribute to future energy systems.
Whilst shipping is the oldest
continuously operating arm of bp and has been supporting global marine activities since 1915, T&S brings energy solutions to the company’s customers and supports bp’s transition from an international oil company (IOC) to an integrated energy company (IEC).
Initially starting as a T&S business in Ghana, bp has seen significant growth over the past five years and is currently the only business in the country that holds an import license.
Now, bp Ghana leases tankers and sells fuel locally to bulk suppliers, who serve as intermediaries to fuel stations.
CONVERTING COOKING OIL
The shift to renewable energy is rapidly gaining momentum across Africa, and bp Ghana is undertaking a forward-thinking approach to progress towards cleaner energy by seeking to transition to biofuel and utilising used cooking oil.
The company’s presence in Ghana aligns with its commitment to meeting energy needs and global
sustainability efforts. In an innovative move, bp invests in projects exploring methods to transform cooking oil into a renewable energy source, reflecting its broader strategy of integrating lower carbon solutions.
By partnering with local enterprises, bp aims to develop a process that converts used cooking oil into biofuel. This strategy promotes a circular economy where waste is minimised and resources are reused.
Moreover, by collaborating with local businesses, these projects can
create jobs within local communities, fostering economic growth and paving the way for a more sustainable future.
Biofuel presents a promising solution for Ghana’s energy challenges, especially since the country has not yet widely adopted electric vehicles (EVs). Despite the high demand for EVs, the lack of charging infrastructure and challenges in the supply chain for components make biofuel a more practical option.
However, by addressing existing barriers and harnessing local resources, bp Ghana can position itself as a leader in the biofuels sector.
EMPOWERING ENTREPRENEURS
In August this year, a collaboration between The Pitch Hub Ghana, a non-governmental organisation, and bp Ghana took place with the launch of the bp Innovation Factory in Accra, the country’s capital city.
The three-month programme
provided in-person support and virtual sessions for small and mediumsized enterprise (SME) owners, who all graduated in a ceremony that featured an exhibition of the participants’ innovations.
50 entrepreneurs from 12 regions were interviewed, of which 26 individuals were selected for the programme’s strategic soft skills training and resource access, specifically designed to address the unique challenges faced in today’s competitive market.
The Pitch Hub Ghana equips young African entrepreneurs with the essential expertise needed to build and scale competitive businesses. The goal of the bp Innovation Factory is to contribute to identifying the underlying factors and gaps adversely affecting the growth and development of Ghanaian companies.
Since 2019, The Pitch Hub Ghana has supported over 1,000 African entrepreneurs in its mission to foster competitive, sustainable businesses throughout the continent, promoting economic growth and positively impacting various industries within the African landscape.
The innovative products showcased
BP’S FOOTPRINTAT A GLANCE
• 40 percent market share in Ghana
• bp Ghana has 12 employees locally and 20 in London
• Globally, bp operates in 61 countries
• Worldwide, bp’s leadership team comprises 50 percent women and 50 percent men
attracted interest from industry stakeholders, including those who assisted Rhoda Andoh, Founder of Move Hub Limited. The programme enabled her to expand her gas cylinder delivery service, allowing it to reach an estimated 80,000 homes across Ghana.
Key dignitaries and panellists at the event included Kevin Fiifi Dadzie, Regional Manager of bp Ghana; Prince Etornam Attipoe, CEO and Founder of the NewMax Group; and Joseph Boateng, Programme Partner – Access to Finance at the Mastercard Foundation.
Looking ahead, The Pitch Hub Ghana plans to continue supporting
young African entrepreneurs as they establish partnerships with important industry players, including major retailers and the Ghana Venture Capital and Private Equity Association (GVCA). These collaborations will unlock new funding opportunities and expand market access.
ADVANCING ACROSS AFRICA
The future of bp in Africa is promising as the company adapts to the evolving energy landscape and prioritises sustainability.
In countries like Ghana, a key focus for bp is transitioning to integrate renewable energy into its portfolio.
Leading initiatives to explore biofuels derived from used cooking oil, bp Ghana will help reduce the country’s dependency on fossil fuels
A YEAR IN AFRICA – WRAPPED!
Reflecting on bp Ghana’s achievements in 2024, it has been a significant year as Africa presents immense opportunities for the company whilst it contributes to the continent’s sustainability goals, enriches communities, and supports economic growth.
• A lower carbon future – bp expanded its investment in renewable energy projects across Africa, focusing on solar and wind initiatives and launching multiple solar farms, in addition to converting cooking oil to biofuel projects in Ghana. Overall, it contributed to the continent’s transition to greener energy sources.
• Partnership progress – Strategic partnerships with local businesses and entrepreneurs enhanced economic growth and advanced Africa’s sustainability goals.
• Innovation initiatives – Various initiatives, such as the bp Innovation Factory, have empowered entrepreneurs. This year, it expanded the programme’s reach, providing more SME owners with opportunities.
• Community engagement – bp has uplifted the communities in which it operates by enhancing the quality of life through development programmes that promote health, education, and clean water access.
• Sustainable operations – bp implemented eco-friendly practices across Africa, from reducing emissions in oil and gas extraction to increasing efficiency in distribution processes, and is committed to minimising its environmental impact whilst delivering energy solutions.
and engage in partnerships with local businesses.
Additionally, an exciting project emerging just off the West African coast – one of bp’s largest operations ever – is taking shape in the deep waters of the Atlantic Ocean.
A significant milestone, the Greater Tortue Ahmeyim (GTA) Phase 1 development is expected to produce approximately 2.3 million tonnes of liquefied natural gas (LNG) annually for over 20 years as a cleaner fuel alternative with lower carbon emissions.
With various projects underway, bp is unlocking opportunities and transforming the energy landscape in the region. Possessing a long and storied history in Africa, the company continues to expand its footprint and
contribute to reaching the continent’s clean energy goals.
As the African economy continues to grow and thrive, the demand for energy is escalating, and bp’s future is not only bright, but also green.
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As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining industry through its various platforms.
Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Mining Outlook continues to foreground the movers and shakers of the industry.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
MINING FOR THE FUTURE
Amongst a major revival in the global platinum group metals industry, JJ Joubert, Senior General Manager of Bokoni Platinum Mines, delves deeper into the company’s proud heritage, innovative mining technology, and commitments to community development
Writer: Lucy Pilgrim | Project Manager: Thomas Arnold
As the northernmost province of South Africa (SA), the never-ending horizon of Limpopo holds a microcosmic collection of Earth’s most outstanding views, histories, creatures, and natural resources.
Indeed, jutting out into the vast, iridescent skies of the province is an eclectic topography of mountain ranges and passes, building a unique landscape that acts as the stepping stones of giants.
Surrounded by these sky-splitting wonders, humans and animals alike gaze upon the rudimentary drawings of those who walked the land thousands of years ago, stamped across many of the mountains’ caves.
A particularly exquisite example is the Makgabeng Plateau which has been pulled and pushed into a convoluted shape, creating iconic rock formations. This site acts as a natural canvas for primitive paintings of hunter-gatherers with bows and arrows as well as large, elementary animals, providing an insight into the stories of ancient Limpopo.
These magnificent but looming mountains gently transform into the rolling hills of the province’s many rural areas and world-renowned nature reserves.
In fact, Limpopo is home to Kruger National Park, the largest wildlife sanctuary in SA. This two million hectare (ha) nature reserve is a particularly special patch of land as it is home to some of the world’s most majestic creatures, including the ‘Big Five’.
The province has for centuries been the stomping ground of African lions,
THE BIC AT A GLANCE
• The large igneous complex was formed in the Paleoproterozoic era over two billion years ago.
• The complex is so abundant with PGM resources that even after a century of mining, 192,000 tonnes of platinum remain.
• At the current rate of mining, the BIC will not be depleted of resources for another 700 years.
• The BIC consists of underground and open pit mining.
• There are currently 30 active organisations in the complex.
leopards, rhinoceroses, elephants, and cape buffaloes who serenely graze upon the emerald pastures of the area’s undisturbed bushvelds.
Yet, unbeknown to Limpopo’s range of magisterial beasts and roaming creatures, a complex flurry of activity occurs beneath the Earth’s crust. Indeed, nestled under the surface are some of Africa’s most bountiful natural resources and globally desired minerals.
Specifically, the Bokoni mine, one
of the continent’s largest open pit mines, heralds some of Africa’s most expansive mining discoveries and is headed by world-renowned Bokoni Platinum Mines (BPM).
PLATINUM GROUP METALS’ RESURGENCE
Located on the eastern limb of the Bushveld Igneous Complex (BIC), BPM’s platinum mine sprawls across an impressive 15,000ha. The pear-shaped complex covers
an astonishing 66,000 square kilometres, reaching across several South African provinces including Mpumalanga, North West, and Gauteng, as well as Limpopo. Contributing 75 percent of the world’s platinum and around 50 percent of total palladium, the BIC possesses an enviable collection of platinum group metals (PGMs), including platinum, palladium, osmium, iridium, rhodium, ruthenium, and much more. The abundance of PGM resources
across the complex has a long and storied history spanning over a century. Specifically, the BIC contains the largest ultramafic igneous rock formation on the planet, holding over one million cubic metres of igneous rocks formed over two million years ago.
Initial discoveries of the metal group occurred in 1924 when a collection of platinum nuggets was uncovered in a riverbed north of Pretoria. A further two platinum deposits were brought
to light soon after, each at 100 metres in length. Due to the abundance of resources found, the area was named and crowned as one of Africa’s greatest PGM sites.
However, the South African PGM sector has faced substantial challenges in recent years, experiencing pressures caused by rising operating costs and falling market prices, making some of the country’s largest platinum mines increasingly difficult to operate.
Build your next project with professionals
ABOUT US
Construction building and renovation experts
Anthonia’s Construction is a 100% black female-owned and controlled organisation that is registered with the NHBRC. The company was established in 2018 and consists of a consortium of experienced businesses that specialise in the construction and manufacturing industries. We have the commitment, skills and resources to meet the requirements of our customers. We are a hands-on, start-to-finish group of experts taking on the challenge of rebuilding South Africa and beyond.
Core Values
• Honesty
• Integrity
• Reliability
• Professionalism and Quality
• Confidentiality and Integrity
Eco‐Friendly Solutions
We follow stringent guidelines and methodologies to deliver the finest graded structures and products which are friendly to our environment.
Quality Guarantee
Using industry management tools and techniques, we are able to guarantee our customers exceptional products and services.
Industry Experts
We invest in expertise to reaffirm our customers’ peace of mind. It is our utmost responsibility to ensure satisfactory results in everything we touch.
Mining Services
From site preparation, excavation, and blasting to mineral testing, tailings management, and environmental compliance, the company provides extensive support for mining operations, including the delivery of mine mechanical equipment, geotechnical services, and safety inspections.
WHAT WE DO
Bringing new thinking to the ways of old
We specialise in delivering high-quality results, timely project completions, and exceptional customer satisfaction. Let us bring your projects to life with our expertise and dedication.
General Construction
We manage infrastructure, treating it as a developmental production.
Property Maintenance
We offer professional home renovation, home remodeling, office renovation and office remodeling services.
Sanitisers
We manufacture bulk hand sanitisers, locally produced in South Africa.
Our reach extends beyond the borders of South Africa.
We are a company that prides itself on 'family' culture. We seek high calibre people and set even higher standards. We are a company that has, at its core, a team philosophy that is tightly integrated in our day-to-day operation – there is a real sense of responsibility among our staff. We believe in nurturing the skills of our team members and providing growing levels of responsibility and opportunity. CONTACT
44 Dorp Street, Polokwane (LP), South Africa (+27)61 586 1506 (+27)68 069 6491 admin@anthoniasconstruction.co.za anthoniasconstruction.co.za
However, the industry is currently experiencing a major turning point, leading to a resurgence in PGM demand. After decades of growth in the international electric vehicles (EVs) market, manufacturers are looking at other, more reliable options.
As a result, hybrid electric vehicles (HEVs) are an increasingly popular alternative as they provide greater range and power and are becoming a more cost-effective option, whilst still allowing motorists to reduce their environmental impact. As a result, the amount of HEVs sold in 2023 increased by 18 percent compared to the corresponding quarter the year before.
Likewise dissimilar to EVs, the catalytic converter technology used in HEVs requires a substantial level of PGMs – an even greater amount than is typically used in conventional internal combustion engines (ICEs) found in motor vehicles, once again contributing to the uptick in demand. Consequently, with reports indicating that the rise in the use of HEVs could last until 2030 or even longer, the recent resurgence in the global PGM market could be set
ARM GUIDING VALUES
• Aim for operational excellence.
• Provide a safe and healthy work environment.
• Maintain a non-discriminatory workplace.
• Improve the lives of those living in communities neighbouring its operations.
• Work responsibly to achieve a balance between the economic, societal, and environmental aspects of the business.
• Maintain the highest standard of corporate governance.
to last, which bodes well for many mining entities that are currently witnessing a major revival in prices and mine site longevity.
Even though BPM has been no stranger to the industry’s previous stagnation, the company has planned accordingly to ensure that it sustains its ongoing success and capitalises on growing hybrid technology, maintaining its position as SA’s second-largest PGM resource and firmly establishing its presence in the diverse sector.
“Although we believe it will recover, the PGM market is under extreme pressure. Therefore, we have slowed down our ramp-up and expansion but have also positioned ourselves well on the cost curve to exploit improvement in the prices,” introduces JJ Joubert, Senior General Manager.
As such, BPM is well-positioned to capitalise on the market’s recovery in the face of changing global demands and contribute to the long-term sustainability of the industry in SA.
A NEW CHAPTER
BPM’s journey to its present enviable success and reputation is marked by transformation and innovation.
Despite previously facing financial challenges that resulted in a six-year period of care and maintenance, the company’s future took a positive turn in September 2022 when Africa Rainbow Minerals (ARM) acquired the mines from Anglo American Platinum and Atlatsa Resources, marking a new chapter for BPM.
Today, ARM is the sole owner of the company, granting it a vast network of resources and market opportunities, particularly given the fact ARM stands as the leading South African mining and minerals business with operations across the country as well as in Malaysia.
Established 30 years ago, ARM has experienced a unique journey, leveraging both joint ventures and stakeholders to facilitate enhanced mining projects. Through four divisions, the organisation
“THE SUCCESSFUL IMPLEMENTATION OF NRE ACROSS OUR MINES WILL SEE HUGE BENEFITS IN THE SAFETY IN PRODUCTION FACILITIES FOR THE MINING INDUSTRY AT LARGE”
– JJ JOUBERT, SENIOR GENERAL MANAGER, BOKONI PLATINUM MINES
extracts and beneficiates iron ore, manganese ore, nickel, coal, and PGMs in SA, making it a major player in the country’s mining landscape.
Despite a significant decrease in PGM prices over the past five to 10 years – causing many other platinum organisations to suffer unprofitable production – ARM strongly believes in the prosperity of BPM and its investment attractiveness in an industry that is experiencing an upward trajectory.
Since becoming a part of ARM’s extensive and diversified portfolio over two years ago, BPM has, in turn, become a valuable asset for the organisation and its platinum
discovery and mining activities.
“BPM enhances ARM’s position in the global mining sector, particularly in the platinum market,” Joubert insights.
“It strengthens the organisation’s competitive edge and market presence, attracting potential investors and partners.”
The PGM orebodies mined by BPM complement ARM’s platinum division in particular by reducing reliance on a single commodity and balancing the company’s exposure to any market fluctuations, which is particularly critical given the historical turbulence of the African PGM sector.
Quality First
Dennis Andrew Roberts (Pty) Ltd is a leading African construction company with a proven track record of success. Offering a wide range of construction and add-on services that ensure the highest possible quality, the company promises client satisfaction in every project
Presenting a comprehensive range of civil construction, water sanitation, and reticulation services, alongside fibre projects and add-on services, Dennis Andrew Roberts (Pty) Ltd (DAR) is a visionary construction partner for the industry.
Driven by a mission to provide world-class services to its clients, the company enables organisations to achieve their goals and objectives through its effective and efficient use of resources.
Under the expert guidance of Managing Director, Thulani Mashele, principles of safety, health, environment, risk, and quality (SHERQ) are closely followed, resulting in excellence across every aspect of DAR’s operations.
A strong advocate of a hands-on management approach, Mashele ensures the highest standards of quality and safety are met through his active on-site engagement with projects, underscoring the entire company’s commitment to delivering top-notch services.
DAR’s adherence to SHERQ principles highlights its dedication to maintaining a safe and healthy work environment, minimising environmental impact, and effectively managing risk.
As such, the company’s core values are centred around professionalism, high-quality products and services, and empowering the communities in which it operates.
QUALITY MANAGEMENT
DAR’s implementation of a robust quality management system (QMS) helps it to consistently deliver high-quality outcomes, comply with regulatory requirements, and enhance client satisfaction.
Why choose DAR As a leading construction company with a well-established history, DAR ensures the highest quality, safety, and client satisfaction in each and every one of its projects.
The company understands how a QMS is important in enhancing project quality, operational efficiency, and risk management. By consistently delivering exceptional projects, the company has built and maintains a strong market reputation.
Closely following the key components of a construction QMS such as quality planning, assurance, and control, as well as continuous improvement, DAR seeks to implement corrective and pre-emptive actions to improve processes and prevent issues recurring.
Furthermore, a QMS is promoted deeply within the company through comprehensive training, which includes outlining key principles and procedures. DAR also cultivates comprehensive documentation and record-keeping, maintaining stakeholder engagement through transparent quality expectations.
By following international QMS standards, such as ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018, the company has a robust framework for quality assurance and continuous improvement.
HEALTH AND SAFETY
Alongside its high QMS standards, DAR recognises the importance of occupational health and safety (OHS) management, and its integral role in minimising risk, preventing workplace incidents, and promoting a culture of safety.
The company’s own OHS system ensures the safety and well-being of employees, legal compliance, risk management, and operational efficiency, all of which contribute to its strong reputation. This is due to the effectiveness of OHS management that helps improve client trust, employee morale, and the ability to attract new business opportunities.
Key components of OHS management include policy and objectives, hazard identification and risk management, training, incident reporting, and emergency preparedness and response.
Alongside its other certifications and standards, DAR also holds ISO 45001:2018 and occupational health and safety assessment series (OHSAS) 18001, which combine to provide a framework to improve employee safety and reduce workplace risks for an optimal working environment.
By implementing a wellthought-out approach to OHS management, the
company has seen a significant reduction in workplace accidents, enhanced compliance with regulatory requirements and industry standards, and increased operational excellence.
SKILLS TRANSFER
Placing strong emphasis on skills transfer to the communities in which it operates, DAR seeks to empower society through sustainable business practices.
For example, it creates value for its labourers and subcontractors by prioritising upskilling and training, ensuring they gain tangible skills to enhance their capabilities when working on company projects. Its training programme goes beyond technical skills transfer by recognising the importance of a wellrounded skillset in its workforce.
DAR’s ongoing collaboration with Nkuhlwana Trainers & Projects demonstrates its strategic approach to skills development and its dedication to providing accredited programmes and competency certificates to its staffbase, adding depth to its commitment to comprehensive skills transfer.
DAR’S PRODUCTS AND SERVICES – AT A GLANCE
Project Management
A dedicated project management team oversees all aspects of construction projects, from planning and design to construction and completion. Working closely with clients to understand their needs and goals, whilst developing a project plan that meets these requirements, the team ensures that projects stay on track and within budget.
Civil construction works
• Road
• Bridge
• Storm drainage
• Water and sewer line
• Earthworks
• Site preparation
Building construction works
• Residential
• Commercial
• Industrial
• Institutional
Water sanitation and reticulation works
• Water treatment
• Wastewater treatment
• Water distribution
• Wastewater collection and disposal
Fibre projects
• Installation
• Repair and maintenance
• Network design and engineering
Add-on services
• Fibre installation, repairs, and maintenance
• OHS
• Environmental management
This makes ARM’s position even more lucrative, as BPM’s operations will contribute a significant revenue stream through the production and sale of other PGMs, thus helping to support the financial health of ARM and allowing it to invest in other projects and strategic initiatives.
SUPPORTING ARM’S CORPORATE GOVERNANCE
On top of the projected market prosperity, the successful management of BPM positively impacts ARM’s reputation and relationships with local communities, regulatory bodies, and other stakeholders.
“ARM is fully dedicated to BPM’s revival in a way that collaborates with local communities,” expands Joubert.
Given ARM’s extensive presence across SA, permeating into many provinces alongside Limpopo including Northern Cape, North West, Mpumalanga, KwaZulu-Natal, as well
as Sarawak in Malaysia, successful community engagement and environmentally conscious operations are increasingly important to the organisation.
So much so, ARM’s economic, social, and governance (ESG) practices infiltrate every aspect of the company’s operations as it is guided by ethical leadership that paves the way for integrity and respect across all mining activities.
Indeed, as an industry-leading business, ARM has a deep understanding of the impacts it has on the world around it and therefore strives to embrace opportunities to make a positive contribution to the growth and development surrounding societies.
“Positive community engagement and responsible mining practices bolster ARM’s social license to operate and contribute to its overall sustainability,” enlightens Joubert.
As a continuation of this, the
BPM’S PROCUREMENT PROCESS
The company deploys a procure-to-pay strategy at the beginning of each mine site’s production, which includes a number of purposeful and engaging steps:
1) Identifying a resource or material need: The mine site team identifies that a specific product needs to be supplied or a service delivered.
2) Appointing a supplier: The procurement team goes through the process of searching for a supplier that will meet their particular business needs. Significantly, BPM follows a competitive process in which all submissions must follow market-related pricing.
3) Contracting the successful bidder: The company negotiates and signs a contract with the successful bidder. BPM then dictates the terms and conditions of the contract to make sure that all the necessary requirements are met, including pricing, delivery, and warranties.
4) Verifying that the work is completed to the required standard: The company ensures that goods or services have been provided to a high standard as set in the contract whilst also checking for any defects or issues.
5) Payment: Once the work is completed to an adequate standard and appropriately verified, BPM ensures that it pays suppliers on time and according to agreed terms and conditions.
company invested ZAR124 million in corporate social responsibility (CSR) in the 2022 financial year, and a further ZAR371 million in skills development and training.
This financial input is a testament to ARM’s dedication to fostering positive relationships across its local communities and amongst staff.
Meanwhile, through a highly comprehensive sustainable development model, the company explicitly acknowledges that good corporate governance and ample environmental stewardship are also conducive to creating strong relationships with shareholders and in turn generating greater socioeconomic value for the community.
ARM’s commitment to transformation and recognition of the role it plays in socioeconomic and people development is demonstrated by the company’s dedication to facilitating equal access to business opportunities.
Accordingly, ARM and the many organisations under its ownership, such as BPM, are acting in accordance with the Mineral and Petroleum Resources Development Act 28 of 2002, which guarantees equitable access to and the sustainable development of SA’s mineral and petroleum resources.
The organisation’s primary activities – which include mining, crushing, milling, processing, and beneficiating metals and minerals – present highly adverse working conditions.
Therefore, in recognition of industry legislation, ARM implements stringent hazard identification and risk assessment criteria. As a result, the company and its various acquisitions can ensure that its operations do not harm the planet or its people.
By adopting a more holistic view of success, ARM, and BPM by extension, are ensuring a long road ahead for corporate sustainability in South African PGM mining.
INTRODUCING INNOVATIVE EQUIPMENT
BPM’s success and long-lasting perseverance in the South African mining industry are marked by a willingness to adapt and become a catalyst for progression.
Since its change of ownership over two years ago, the company has revitalised its operations. This has proven to be an immense challenge, requiring highly specialised work and significant levels of investment.
Yet, instead of diminishing its activities, such upheaval has made
BPM more determined to succeed and pioneer innovative strategies.
For instance, the company’s recently appointed management team is currently in the process of implementing a new design layout for its mine sites. This will eventually enable the efficient underground extraction of platinum orebodies in a way that aligns with the ore’s unique characteristics and ARM’s forwardthinking mining strategy.
BPM’s platinum orebody is one of the largest and richest in SA and grades between six grams per tonne
(g/t) and 9 g/t which, according to the World Gold Council, makes it an incredibly high-quality resource.
The company’s orebody is further characterised by its complex geology, narrow and dipping at an average of 14 and 23 degrees. Due to this diverse formation, the required concentrations of platinum orebody to make it economically viable are harder to obtain. Therefore, BPM must employ specialised technology to ensure its PGM products are sufficient for the market.
THROUGH INNOVATION IN ROBOTICS, WE STRIVE TO SAVE HUMAN LIVES
Established in 1991, DOK-ING is an engineering powerhouse of heavy-duty robotics & autonomous systems, serving high-risk industries worldwide. With a presence in over 40+ countries, the company has earned a reputation for delivering safety, efficiency, and reliability in some of the world’s most hazardous environments.
DOK-ING’s innovative robotic solutions are designed to address a range of critical operations, including Underground Mining, Military and Humanitarian Demining, Military Engineering, CBRNe, Emergency Response and Counter-terrorism.
The company’s commitment to innovation is embodied in their motto, “Don’t send a man to do a machine’s job,” reflecting the company’s dedication to developing cutting-edge technologies that protect lives, the environment, and critical assets in dangerous conditions.
With over 30 years of experience, DOK-ING has garnered international recognition for its industry-leading advancements, earning more than 100 awards for revolutionising standards across multiple sectors. From safe exploitation of narrow reef layers and clearing minefields to responding to natural disasters and industrial hazards, DOK-ING’s mission remains focused on safeguarding people and improving operational safety with groundbreaking technologies.
The headquarter is in the Croatian capital, Zagreb, and, besides the European office, DOK-ING is incorporated on the following continents: North America, Africa and Asia.
Address: Slavonska avenija 22 G, 10000 Zagreb, Croatia
MINING PORTFOLIO
The DOK-ING portfolio of cutting-edge robotic systems for Underground Mining includes: NRE Fleet and XLPD Groundhog dozer to enhance safety and efficiency. The NRE fleet consists of three robotic systems: NRE dozer, NRE Support Rig and NRE Drill Rig that seamlessly complete the drilling, cleaning, and supporting processes. These groundbreaking innovations were specially designed for platinum, chrome and gold extraction. DOK-ING’s innovative product is a VR training simulator designed to train operators on the NRE Dozer for underground mines, allowing them to train control of these systems effectively before entering the mines.
Contact DOK-ING Africa:
Mr. Tom Sertić, Managing Director, DOK-ING Africa
Phone: +27 82 5530 674 I E-mail: tom@doking.co.za
Address: DOK-ING House & Workshop, 237 Joseph Street, CNR Nyewerheid, Gemiston 1401, Johannesburg, SA
NRE Drill Rig
MECHANISING MINING:
NRE Technology: Advancing Mechanised Mining in Ultra-Low Profiles
DOK-ING underground mining equipment and remote-controlled systems are built to tackle the challenges of deep excavation and hazardous materials, revolutionising how mining operations are conducted. The NRE technology enables mechanised exploitation in ultra-low profiles (0.9 m to 1.7 m), increasing safety, productivity, and ore concentration, leading to less waste and more selective extraction whilst reducing capital investment, less rock is excavated, which can reduce costs. With the development and production of NRE, DOK-ING is expanding its product range, bringing innovation to the mining industry and pushing the boundaries of the efficiency of mining methods.
Redefining Underground Mining
DOK-ING’s NRE fleet can handle slopes of up to 22°, surpassing the 10° limit of wheeled machines and providing the underground mining industry with new opportunities.
The ability to operate on higher slopes opens up access to deposits that conventional machines can’t reach or would make unprofitable. This flexibility not only enhances mine design but also leads to significant cost savings.
Ultra-low Profile and Remote-Controlled Efficiency
The NRE fleet is remote ly controlled, eliminating the need for personnel in unsecured areas. The fully automated roof drill ing and supporting oper ations further enhance operator safety, ensuring a safer and more efficient mining process.
Market Competitiveness and Safety
DOK-ING’s unique innovative NRE, measuring just 65 cm tall, is designed to navigate the world’s most challenging mines. The electric drive eliminates the noise and impact of exhaust gases in confined spaces and reduces the carbon footprint of the overall exploitation process. Mechanisation of the production process increases production efficiency, improves occupational conditions, and drastically reduces risks for workers.
This technology comes in the form of narrow reef equipment (NRE), which vastly improves mining efficiencies beyond conventional recovery methods.
Although NRE has been utilised across many South African mining operations, it is best deployed across a homogenous orebody, making it ideally suited for BPM’s platinum operations. This also means the technology can be used across the company’s many mining areas.
“By purchasing the equipment, BPM has made a generous capital commitment. The successful implementation of NRE across our mines will see huge benefits in the safety of production facilities for the mining industry at large,” Joubert informs.
Set to be commissioned and handed over by December 2024, the company must strategically deploy the equipment in order to
make the most of the PGMs forming underground.
Firstly, BPM will carry out trackless development methods, using mobile equipment to establish the footprint of the mine reef. This will advance the initial evolutions of the mine by contributing to the early extraction of resources, thus reducing capital pressure at the first stages of the mine.
Once the initial footprint has been established, the NRE suite will be used to establish a stope that will maximise the ore grade output.
The stoping methods will provide direct access to the orebody, reducing the creation of waste in the underground mine and ensuring the careful management of tunnels, equipment, and infrastructure.
Such efficiencies are vital for ensuring improved worker safety, and NRE will facilitate optimum environments for recovering
GETTING A BOOST FROM BCM
As part of its vast range of corporate commitments, the company strongly advocates for and supports local women in becoming business owners and prosperous entrepreneurs.
In May 2024, Kenneth Mbewe, Head of Social Performance at the time, held a communal meeting in the village of Sefateng to allow the community’s voice to be heard regarding women’s skills training and empowerment.
Many of those at the meeting shared their concerns about the lack of female empowerment as well as their dreams to own a business. The gathering also facilitated the opportunity to learn more about the important skills needed to run a company and significant supply chain procedures.
The key goals of the meeting included:
- Empowering women through entrepreneurship opportunities.
- Sharing potential business ideas.
- Assisting aspiring female company owners.
- Motivating and educating attendees on prosperous business sectors.
- Identifying potential business ideas that fit with BPM’s objectives.
The meeting allowed attendees to voice their opinions and take control of their futures.
orebodies in a way that maximises safety and minimises potential hazards.
Moreover, using NRE means that even the most inclined reefs and narrow tubular orebodies can be effectively extracted, enhancing the overall productivity of the mine.
As such, by utilising this exceptional infrastructure, the company can remain up-to-date with the latest industry evolutions and ensure burgeoning success under the ARM umbrella.
“The NRE stoping method will revolutionise the mining techniques employed in narrow reef mining across SA,” Joubert affirms.
OPTIMISING PRODUCTIVITY AND PROFITS
As the critical next step to the strategic extraction of required resources, BPM is currently working
on a further open pit mine to help increase the amount of ore processed in its plants.
As a result, the company is hoping to enhance early ounce production across the Bokoni area.
The new open pit mine will bring a plethora of benefits to the fore. For example, the project will help increase the ore tonnage delivered to the plant, subsequently enabling the optimum extraction of PGMs.
Additionally, the open pit mine will have a specially designated stockpile in front of its plant to improve production efficiency and speed and prove the viability of opencast material.
Towards the end of 2025, BPM will also commission a chrome recovery plant, which will be used to remove chrome from ore to become a marketable and profitable by-product.
This process will increase the number of plant recoveries that can be sold off as chrome, which will not only fully optimise the minerals but also increase the company’s eventual profits.
The commissioning of the chrome recovery plant will arrive at a fortunate time, given that the market is comparatively robust and bullish, allowing many mining entities to find more ways to generate profit from what was once considered a waste product of PGM mining.
Moreover, the increasing prominence of the chrome market will help offset the original costs of the mine and support the growing demand for the material in China, which is showing a growing investment interest in the mineral.
Elsewhere, BPM is keenly expanding its underground operations at its Klipgat site, where the surface box cut
has now been completed.
The company is also currently in the process of developing three main site declines to intersect with its existing underground workings. This will prove highly advantageous for the productivity of the Klipgat mine as it will increase the site’s ore handling capacity and allow enough room for larger equipment to be deployed across the project’s underground operations.
In the last year, the Klipgat mine has already facilitated numerous opportunities for BPM and the local community, as the project was purposefully designed with advanced safety measures and constructed with operative staff in mind.
This has proven particularly important given the project was completed by a dedicated group of local labourers and tradespeople that comprised 60 percent of the workforce.
As such, the Klipgat project is proving advantageous for both BPM and the local community as it is contributing to SA’s growing minerals and metals industry whilst bolstering job opportunities in nearby communities.
PREFERENTIAL PROCUREMENT
To ensure a sustainable and successful mine site that also benefits nearby communities, BPM has a purposeful procurement strategy that entails consistency and success across every mining endeavour.
ACCESS BRIDGE CONSTRUCTION
As a key part of BPM’s SLP, the company recently constructed a significant access bridge, demonstrating its commitment to improving local infrastructure and making a positive impact by increasing accessibility.
IMPROVING ACCESS: The project created greater transport routes for both vehicles and pedestrians to churches, clinics, schools, and workplaces. As such, the infrastructure benefits a vast amount of the local population.
FUNDING: In order to ensure that the project reached completion, BPM fully funded the ZAR5 million bridge in collaboration with the local municipality.
IMPROVING DAILY LIFE: By constructing the bridge, BPM addressed a critical need as it facilitates a safe mode of travel across difficult terrain, especially during the rainy season when roads become difficult to navigate. As such, the project made a huge improvement to daily life.
“Our local procurement strategy is designed to support and uplift surrounding communities by promoting entrepreneurship and fostering the development of small, medium, and micro enterprises (SMMEs),” Joubert explains.
Indeed, the dedicated process for acquiring a team of local talent and suppliers cultivates many benefits for nearby businesses and those potentially impacted by mining operations.
For example, in line with corporate SA’s commitment to broad-based Black economic empowerment (B-BBEE), the company strives to maximise purchases from Blackowned (BO), Black women-owned (BWO), and Black youth-owned (BYO) entities, known as its preferential procurement strategy.
“This approach helps promote entrepreneurship and supplier development in local communities by providing access to mainstream procurement opportunities,” elaborates Joubert.
In a similar vein, the company also supports historically disadvantaged South Africans (HDSAs), including those who were unfairly treated prior to the Constitution of the Republic of South Africa.
As such, BPM’s procurement strategy actively promotes entrepreneurship in unfairly disadvantaged communities, giving HDSA-owned enterprises in host and local communities access to conduct business in the nation’s mainstream economy.
This includes proactively supporting procurement from BO-exempt micro enterprises and qualifying small enterprises to reduce unemployment amongst these groups.
An additional component of the company’s preferential procurement process is the education of stakeholders and spreading the importance and meaningful impact of the strategy.
“Spreading awareness about preferential procurement and its potential positive impact on the community is crucial as it helps create an enabling environment for sustainable Black businesses,” impassions Joubert.
Akin to spreading awareness of Black empowerment, BPM follows through on its beliefs by strategically awarding tenders and contracts to community development projects, as well as BO, BWO, and BYO enterprises
and suppliers.
In collaboration with BPM, these businesses, as well as other local entities, have the opportunity to be part of Enterprise and Supplier Development (ESD) programmes.
The company’s procurement strategy aligns ESD with preferential procurement by actively managing the growth and development of HDSA enterprises within host communities. This involves educating end users
– including heads of departments, contract managers, engineers, and budget holders – on the importance of their participating role in the procurement process.
By creating such a comprehensive and steadfast strategy for sourcing suppliers and employment, BPM is creating long-term sustainable value by positively contributing to those who are disadvantaged in neighbouring communities.
“The local procurement strategy not only supports the national agenda for SMME development but also contributes to poverty alleviation, employment creation, and shared economic growth in local communities,” informs Joubert.
In turn, this ensures that these businesses continue to prosper beyond the life of the mine whilst also contributing to the company’s corporate citizenship.
Unmatched Mining Solutions
Written by Jaco Lotheringen, Managing Director and Spencer Eckstein, Chief Operating Officer, Ukwazi
Briefly introduce us to Ukwazi, including a short overview of your main products and services, locations, client base, number of employees, etc.
Ukwazi celebrates 20 years in operation this year. We are a niched, mining advisory company that specialises in providing critical services like integrated mining studies, mine engineering and planning, engineering infrastructure design, environmental, social, and governance (ESG), project valuations, public reporting, on-site technical services, and transaction advisory services to mining clients in the sub-Saharan Africa and the Middle East regions. We have also recently concluded an exclusive distribution agreement with the Canadian yellow equipment supplier, K-Tec, for its pull scrapers. The application thereof is diverse and focuses on the mining of typical materials associated with tailings facilities and residue deposits. As part of mine rehabilitation activities, the equipment removes soft overburden material as part of the conventional mining cycle and general earthmoving as part of large civil projects.
We are based in Pretoria, South Africa (SA), and have offices in the coal fields of Mpumalanga and the iron and manganese fields of the Northern Cape. More recently, we opened an office in Dubai.
We are a mid-sized business with more than 50 fulltime employees and another 50 associates, whom we collaborate with on a project-by-project basis. We provide services to most of the major mining companies, as well as mid-sized and junior miners across Africa.
What, for you, differentiates Ukwazi from the competition?
In general, our competitive advantage comes from being based in Africa, which is home to some of the world’s most important bulk metals and minerals, precious metals, energy minerals, rare earths, and battery metal deposits. More specifically our competitive advantage comes from three main sources:
Firstly, how we are organised – our organisational DNA focuses on collaboration with our clients and our Superteams. These Superteams work together with the client to respond with agility and deliver on the demand for innovative solutions, which are provided according to
project specification, on time, and on budget. This way, clients have direct easy access to disciplined expertise for better collaboration and well-designed projects.
Secondly, our unique skill combination within each Superteam is based on permanent groupings of individuals with in-depth industry knowledge, creating a collective of experienced engineers and technical experts. This way, each client or project gets the A-team for their specific requirements so we can provide solutions that are sustainable and practical to implement and are safe and cost effective.
Thirdly, our service delivery methodology is based on integration within and between different disciplines, to deliver a bottom-up approach to projects that ensures seamless integration from pit to port or mine to market, delivering cohesive operations.
Could you elaborate on your partnership with Bokoni Platinum Mines? How long have you worked together and what is the nature of your interaction with the company?
Ukwazi has been involved with Bokoni Platinum Mines (BPM), owned by African Rainbow Minerals, since the inception of the project almost three years ago. Our brief was to focus on mine planning and engineering for the open pit, the related infrastructure engineering, and a review of the permitting solutions. This included elements of closure, civil engineering for storm water management and pollution control dams, haul road development, project controls and assistance with survey, mining geotechnical, and contract mining appointments.
We have over the course of the operation provided important technical insights to improve the cost profile of the project, improving its valuation despite a sustained reduction in international commodity prices of the 6E, platinum group metals (PGM) basket.
How do the two companies mutually benefit each other and what complementary strengths do you bring?
BPM has assembled a highly talented ownership team, with support from various mining advisors, including Ukwazi. Whilst other companies have worked on the underground portion of the project, we have focused on the open pit.
Our collaboration with the BPM team has been professional
and beneficial in terms of our ability to provide technical support and strategic advice in aid of the ownership team. Our strength and contributions have been particularly focused on providing scenario planning, engineering design, and ESG solutions.
Are there any recent or upcoming projects that you would like to highlight?
Given the shifts in commodity prices and geopolitical tensions globally, mining companies are looking to augment their existing operations by switching out certain commodities (e.g. coal) with other materials, most notably copper, and have focused on acquisitions rather than exploration. Certain companies with large open pit operations have looked to transition into underground and others have focused on reprocessing tailings and mine residue deposits.
Therefore, Ukwazi has focused on K-Tec scraper applications to be used in appropriate cases as a potential alternative to wet re-mining of historic deposits. We are seeing a decline in PGM projects and an increased interest in gold and uranium sites both in the southern and central Africa regions.
Please could you tell us more about how Ukwazi contributes to the economic growth of South Africa? How important is this to the company’s mission?
Ukwazi believes we have a role to play in the development of SA, particularly the mining industry, as we believe it can contribute to job creation and GDP growth in the right policy environment. We contribute by helping our clients to create a mineral exploitation strategy that is safe, cost effective, and sustainable. In particular, Ukwazi has been
involved in providing small, medium, and micro enterprise (SMME) support and has also created Tsebokgadi, which us our women in mining initiative.
Similarly, how does the business contribute to local employment?
Ukwazi has helped mining companies with their mining rights applications, which require a Mine Works Program (MWP), Social and Labour Plans (SLP), and Environmental Management Plan (EMP). Although these are statutory requirements, we are able to provide technical input to these processes, which ultimately result in job creation in some cases but also align with local economic development initiatives in communities where the mine is located.
How do you try to empower your staff and recognise the contributions that they make?
Ukwazi has a Level 2 Black economic empowerment (BEE) rating and we contribute to the empowerment of our staff via skills development, mentoring and coaching, as well as corporate social investment. We also have a programme of long service awards and performance bonuses to reward our staff.
Looking ahead, what are Ukwazi’s key priorities?
Our key priorities are to grow our Africa and Middle Eastern footprint, manage our growth, and retain our staff who are our most important asset. We want to ensure that we maintain high brand recognition for our technical competence and service excellence within the industry locally and, increasingly we hope, globally.
Multi-disciplinary mining advisors
CENTRALISED SUPPLY CHAIN SUCCESS
The South African mining and metals industry accounts for a highly substantial level of the world’s platinum supply per year and is the vital first link in the long chain of processes that eventually lead to the final product, whether in aircraft manufacturing, stateof-the-art technology, or precious jewellery.
Consequently, the PGM sector is an integral part of the international supply of metals and minerals for a vast range of industrial, medical, and electronic applications, generating considerable opportunities for suppliers.
SA’s place in the global PGM supply chain draws significant value for the country’s economic growth, especially given the fact that the sector is currently one of the highest earners in the domestic mineral
“THE GOAL IS TO ENSURE THAT THE RIGHT PRODUCTS ARE DELIVERED TO THE RIGHT PLACE AT THE RIGHT TIME WHILST MINIMISING COSTS AND MAXIMISING EFFICIENCY”
– JJ JOUBERT, SENIOR GENERAL MANAGER, BOKONI PLATINUM MINES
industry and is seeing an increase in worldwide demand.
Taking into account the critical role that BPM plays in the world’s PGM industry, the company’s supply chain operations are carefully considered and thought out to maximise overall output and productivity.
Indeed, BPM implements a comprehensive strategy to manage and optimise the flow of goods, services, and information from suppliers to customers.
“The goal is to ensure that the right products are delivered to the
right place at the right time whilst minimising costs and maximising efficiency,” Joubert states.
Unlike other mining entities in SA, BPM utilises top-of-the-range central supply chain management practices that afford the company a multitude of benefits.
For starters, centralising its supply chain management results in significantly improved efficiency as this particular method allows for better coordination and integration of activities, leading to a refined flow of goods at minimal cost.
SERVICES:
• All products are either manufactured or repaired
• Strict adherence to all OEM standards and specifications
• Consignment stock and various service exchange units
• 24/7 field service
• Civil and Building Construction
• Renovations and Maintenance
• Fencing
• Yellow Plant Hire
A PROFESSIONAL SERVICE
WITH FULL ACCOUNTABILITY, TRANSPARENCY, HONESTY AND INTEGRITY
We are a service orientated company that specialises in construction and civil works as well as yellow plant hire, supply of hydraulic cylinders, pumps, motors, and control valves.
VISION
It is our vision to establish a sustainable, progressive, gender sensitive, proactive empowered business that will consistently provide unparalleled service with the highest possible quality at competitive rates, whilst building and maintaining long-term mutually beneficial business relationships with our customers that grow from strength to strength as well as assuring our customers of the shortest possible collection, repair and delivery turnaround times in the industry.
MISSION
It is our mission to ensure that our level of quality and service will exceed all our customers’ expectations at all times.
OBJECTIVE
It is our objective to contribute in alleviating poverty by creating jobs where possible to uplift and improve the economy of the local community as well as empowering women and the disabled youth.
Additionally, a centralised supply chain grants the company greater visibility and control across the entire global logistics network, which consequently enables better tracking and monitoring of inventory levels, order statuses, and delivery schedules.
The key to this advanced level of insight is the abundance of generated data and analytics, allowing BPM’s team to make informed and timely decisions that facilitate improved logistical performance.
A centralised supply chain ultimately benefits the end user; by ensuring the timely and accurate delivery of resources and products, the company’s supply chain strategy enhances customer satisfaction and loyalty.
STATE-OF-THE-ART TECHNOLOGY
In order to streamline and optimise its supply chain management and procurement processes, BPM has introduced Coupa, a leading digital e-procurement platform that helps connect the company to its diverse breadth of suppliers.
Coupa is capable of accommodating a vast range of systems to help identify suitable suppliers, make smarter buying decisions, and optimise any purchases.
The supplier portal is used by BPM to request specialist materials and services as well as create and communicate purchase orders and invoices.
Additionally, Coupa equips the company with a deep understanding of any supplier disruptions, which
helps to build the integrity of the entire procurement system and provides artificial intelligence (AI)driven insights to help BPM identify and unlock efficiencies that ensure supply chain continuity.
Coupa also reduces third-party risk, streamlines onboarding, and monitors the ongoing performance of products and materials, making the software a valuable asset to BPM’s procurement team.
Moreover, the company’s dedicated ESG commitments extend to its supply chain operations, as it monitors and reports on its environment, health, and safety (EHS) performance following the recent introduction of IsoMetrix EHS software.
This software digitalises BPM’s EHS processes by integrating modules such as incident and risk
Rainbow Mining Support: Pioneering Innovation in
Underground Mine Safety and Efficiency
Rainbow Mining Support stands as a leading authority in providing specialised, cutting-edge solutions for the mining sector, with an unwavering commitment to enhancing both safety and operational efficiency in underground environments. Recognising the complex and hazardous nature of subterranean mining, we are dedicated to delivering highquality, resilient products that not only safeguard the workforce but also uphold productivity and sustainability.
Our ethos revolves around a meticulous understanding of the mining landscape, allowing us to craft innovative support systems that respond to the evolving demands of the industry. This strategic focus has established Rainbow Mining Support as a trusted partner within South Africa’s mining community, where our bespoke solutions have consistently ensured smooth operations across a multitude of sites.
Our Core Expertise at Rainbow Mining Support, lies in the development of versatile and dependable support systems that are both simple to install and integral to enhancing operational uptime. Our products, designed with the rigours of underground mining in mind, undergo rigorous testing to ensure they meet the most stringent safety standards, setting new benchmarks for operational safety and efficiency.
Our key offerings include:
Cementitious Solutions: We manufacture high-strength cementitious products and bulk bag systems, purpose-built for enduring the extreme conditions of underground mining. With an annual production capacity of 32,000+ tonnes of cement, cementitious grouts and pumpable grouts, we serve both largescale and mining operations, offering solutions that provide lasting support in subterranean environments.
Stand-Up Support Systems:
Our pioneering product, the BossProp, exemplifies our commitment to innovation in mine safety. Renowned for its robust design, ease of installation, and exceptional durability, the BossProp significantly enhances underground support, reducing downtime and improving operational outcomes.
Complementing this, our Durapak and Grinpak systems are engineered to withstand the severe pressures of deeplevel mining, ensuring comprehensive support across various applications.
Customised Solutions:
Recognising that each mining operation presents its own distinct challenges, we offer tailored solutions that address specific project requirements. This ensures that every mine is equipped with the most effective tools, thereby optimising safety and operational efficiency.
Durapak, Grinpak, Endgrain and Timber: Comprehensive underground support systems that cater to a wide array of mining environments, ensuring robustness and adaptability across operations.
Sleepers and Flolok Solutions: Essential for reinforcing underground mine infrastructure, these products ensure that even the most challenging operational demands are met with uncompromising safety and reliability.
management, compliance auditing, and environmental monitoring and reporting to ensure compliance with regulations, minimised risk, and most importantly, a safe and sustainable working environment.
COMMITTED TO ENVIRONMENTAL EXCELLENCE
In line with BPM’s dedication to shaping a brighter future in mining, the company leverages a robust and impactful environmental strategy, keeping a close eye on its carbon contributions.
“We report both monthly and quarterly on sustainability data that indicates BPM’s contributions towards environmental stewardship, which is one of the key pillars of ARM’s sustainable strategy,” Joubert points out.
In line with this commitment, the business has embarked on the ambitious mission of modernising its mining activities to ensure long-term sustainability.
At the heart of this vision, BPM is upgrading several core processes, which it hopes will filter out into the
“SPREADING AWARENESS ABOUT PREFERENTIAL PROCUREMENT AND ITS POTENTIAL POSITIVE IMPACT ON THE COMMUNITY IS CRUCIAL AS IT HELPS CREATE AN ENABLING ENVIRONMENT FOR SUSTAINABLE BLACK BUSINESSES”
– JJ JOUBERT, SENIOR GENERAL MANAGER, BOKONI PLATINUM MINES
rest of the company’s operations.
At the same time, BPM also deploys innovative methods to ensure the mine’s longevity as the industry pivots more towards environmental stewardship.
The company has implemented many sustainable practices that are having a substantial and meaningful impact, minimising BPM’s ecological footprint as well as safeguarding and preserving the environment for future generations.
For instance, the company has begun tracking its water consumption across the entire business, looking at both the quantity and quality of
the water it is using, and proactively participating in a number of watersaving initiatives.
BPM also has a comprehensive water and wastewater management system that carefully oversees disposal.
On top of this, the company regularly monitors its emissions through the regulation of dust, electricity usage, as well as diesel and petrol consumption.
Moreover, BPM has installed lowenergy lights at its plant and the Middlepunt Hill UG2 shaft section. In addition, it has replaced major energy-consuming air conditioning
We are an engineering and metal fabrication organisation based in Lebowakgomo and Burgersfort. Our organisation was founded in 2011 by three entrepreneurs from engineering and academic backgrounds with a combined experience of more than 60 years. We are a Level 1 BBBEE contributor and 100% black owned.
We provide efficient and effective engineering, manufacturing, fabrication, hydraulics and welding solutions to the mining, manufacturing and automotive industries. Our people adhere to our quality management system ensuring that the work is done correctly the first time, every time.
Services:
FABRICATION OF STEEL COMPONENTS
PRECISION MACHINING OF MECHANICAL COMPONENTS
REPAIR OF MECHANICAL AND HYDRAULIC COMPONENTS
SUPPLY, INSTALLATION AND MAINTENANCE OF ENGINEERING COMPONENTS
to low-consumption systems whilst also installing heat pumps at its vertical shaft at Middlepunt Hill.
Regarding the company’s trackless mobile machinery (TMM), it has refurbished the equipment to include Tier 3 engines across all its machines and introduced hydraulic-operated handheld drills, which ultimately use less power.
“We hold the highest standard of tailing storage facilities management, disturbed land rehabilitation, and biodiversity management,” Joubert surmises.
SHAPING A BRIGHTER FUTURE
As community lies at the heart of BPM’s mining activities, robust corporate governance therefore shines as a leading light throughout the company.
Indeed, BPM believes that mining doesn’t just revolve around extracting precious metals but building sustainable partnerships and generating shared value.
In line with ARM’s CSR commitments, the company proactively embraces the needs of its surrounding areas, working with nearby tribal leaders and collaborating with government agencies to ensure that the voices of local communities are always heard.
Regarding state administration, the company works with government agencies to navigate regulatory frameworks and contribute to regional development.
For example, BPM recently facilitated state-of-the-art water purification capabilities for a local community in the form of a water treatment plant. As a continuation of the company’s recent open pit mine operations, the water treatment plant was acquired to provide potable drinking water to the entire company and its surrounding areas.
Set for completion by the end of 2024, the plant will streamline the area’s water provision by negating
“WE HOLD THE HIGHEST STANDARD OF TAILING STORAGE FACILITIES MANAGEMENT, DISTURBED LAND REHABILITATION, AND BIODIVERSITY MANAGEMENT”
– JJ JOUBERT, SENIOR GENERAL MANAGER, BOKONI PLATINUM MINES
the need for a number of smaller water plants that require substantial maintenance, whilst also enabling an influx of water for the planned growth of the open pit mine.
BPM will likewise bring the company in line with the latest Department of Mineral Resources and Energy (DMRE) requirements by going through a stringent dam realignment process in the near future.
“This will save on water and protect our underground water supply for generations to come,” Joubert points out.
The mandatory legislature dictates that all mining dams must be lined to prevent underwater contamination for future generations, increasing the company’s credible standing in the industry.
Therefore, this project will not only benefit BPM’s ability to provide potable water, but by doing so, it will have a major impact on many institutions across the surrounding area.
“For example, we received a request from two of our neighbouring schools - Potlake Secondary School and Motsepe Primary School - to assist with the provision of safe drinking water.
“This required us to assess the situation and ensure that the water was purified and made safe for consumption,” he adds.
Additionally, the company recently completed a landmark community project through the construction of Mogabane Mobile Clinic, a pillar of BPM’s social and labour plan (SLP) initiative.
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Correlating with the company’s overarching mission, the clinic has addressed the critical need for healthcare access across all areas of the local community.
The mobile clinic will help bring urgent patient care closer to home in underserved areas and meet the needs of those who may not be able to travel far due to limited transport infrastructure in certain areas.
The Mogabane Mobile Clinic was constructed and opened in close collaboration with the Department of Health, as the company helped fund the ZAR6 million project.
With the aim of restoring dignity by ensuring accessible and appropriate healthcare, the clinic supports caregivers from food security programmes and social development organisations, reflecting BPM’s commitment to the advancement and well-being of the community.
EMPLOYEE EXCELLENCE
BPM’s commitments go beyond that of mineral extraction, as the company consistently endeavours to positively impact the lives of its team, as well as their families and local communities.
In recognition of this aim, BPM has implemented strategic measures to ensure that its workforce is effectively upskilled and reskilled to align with the future needs of the PGM sector and African mining landscape.
Firstly, the company regularly conducts a skills audit to assess the
“ARM IS FULLY DEDICATED TO BPM’S REVIVAL IN A WAY THAT COLLABORATES WITH LOCAL COMMUNITIES”
– JJ JOUBERT, SENIOR GENERAL MANAGER, BOKONI PLATINUM MINES
UNLOCKING VALUE TO DRIVE RESULTS
Value is elusive. You know it exists, but bringing it to the fore is never easy when it is shrouded by the complexities of your day-to-day.
We’re a wholly owned black management consultancy focused on unlocking value. Our expertise spans across diverse industries, allowing us to bring unique insights and methods to your supply chain challenges.
Our approach transforms challenges into clear, actionable solutions, stripping out complexity and undue pressure on people, processes and systems. Reach out to us to produce clear, practical, and repeatable results.
ability of its staff and identify gaps to improve efficiencies with various training initiatives.
For instance, BPM offers a plethora of training programmes across the organisation. These include digital literacy, training for the use of specialised equipment such as NRE, and online learning courses such as Artisan 4.0™, ultimately ensuring operator and automation excellence.
Additionally, the company actively encourages and supports the higher education of its staff, as demonstrated by its many educational partnerships in which it collaborates with regional further education and training colleges to facilitate specialist upskilling.
BPM alternatively offers an on-thejob training initiative in which team members are assigned a mentor that offers guidance and continuous feedback on learnerships, internships, and cadetships, which are also offered
to those in the local community.
Through online and flexible courses, the company has introduced simulators, virtual reality (VR) for practical learning, and gamification in order to transform learning.
“With a strong emphasis on training, we encourage continuous learning through incentives and recognition programmes, such as our General Manager’s Quarterly Update and awards sessions,” Joubert shares.
In constant pursuit of efficiency, BPM gathers employee feedback, regularly assesses its training effectiveness, and subsequently updates its programmes accordingly.
BPM’s future holds great potential as the company anticipates 2025, marked by investing in the modernisation of operations and preparing its mine for the next generation.
“We are ensuring that our
operations are globally competitive and profitable whilst maintaining a robust balance sheet. We align production capacity to logistical and infrastructure constraints while exploring value-enhancing growth opportunities,” Joubert closes.
Therefore, at the core of its mission, BPM is continuously introducing innovative methods and maintaining successful operating standards across its mine sites, whilst also fostering community development and ensuring longevity in an evolving PGM industry.
Sibusiso Khumalo | 082 947
CROSSCONTINENT CONNECTIONS
We explore WBHO Roads and Earthworks’ diverse portfolio of bulk earthworks projects, critical road construction services, and vital water and energy infrastructures
Writer: Lucy Pilgrim | Project Manager: Andrew Marjoram
Astory of innovation, the development of the African road network is intrinsically linked to the continent’s socioeconomic progress.
The dynamic history of African road construction began in the Roman era, when Legio III Augusta built the first recorded road in 14 AD between Tacape, a small town at the time, and Ammaedara, considered to be one of the earliest Roman cities in Africa.
The colonial era was when the initial foundations of the continent’s road network were developed, facilitating greater trade and communication across borders before the introduction of motor transport at the beginning of the 20th century.
Indeed, the advent of the internal combustion engine and the evolution of transport and trade via cars and lorries beckoned the need for an improved road network.
As a result, numerous routes were constructed to make way for the many innovations in conveyance that took place in the 1920s, particularly across Northern and Southern Africa.
By the subsequent decade, travel and goods transportation via road were highly common, sparked by concerted government efforts to improve continent-wide economic planning, which elevated the efficiency of the transport network further.
Evidently, the progression of African roads and other supporting infrastructures, such as bridges and civil engineering works, as well as the necessary construction efforts to meet these demands, demonstrate the extent to which roads act as catalysts for modernisation and cultural development.
Despite its continuous growth, the continent’s road network still faces numerous challenges, exacerbated by the rising costs of building materials and labour.
Nevertheless, construction companies across Africa are steadily addressing historical gaps in the continent’s road infrastructure,
navigating logistical, geographical, and industrial issues using state-ofthe-art technology and cutting-edge machinery, and helping to guide the development of local communities.
FIRST CHOICE CONSTRUCTION PARTNER
One company that has an in-depth understanding of the African construction landscape is WBHO Construction (WBHO), who has become internationally renowned for its transformative building and infrastructure projects across the continent.
The organisation’s operational reach is unlike any other business in Africa, boasting continent-wide and even international projects that span as far as the UK.
Thus, built on firm foundations and an outstanding reputation –as evidenced by its listing on the Johannesburg Stock Exchange (JSE)
– WBHO has grown to encompass a vast range of construction and engineering capabilities.
Due to the multitude of sectors that the company’s activities permeate, WBHO comprises three main operational divisions – Building Construction, Civil Engineering, and Roads and Earthworks.
Across its diverse project portfolio, each division proactively works through market challenges by being flexible and cultivating strong, long-lasting relationships with both partners and clients.
As a result, WBHO delivers highquality projects that enact change throughout the local communities where it operates, creating a legacy of professionalism and collaboration across its works.
EXPERTS IN EARTHWORKS
WBHO Roads and Earthworks (WBHO R&E), in particular, has been
a key contributor to the success of its parent organisation.
The division does what it says on the tin, heralding top-notch construction projects across a range of disciplines including bulk earthworks, roadworks and bridges, water and energy infrastructure, and much more, operating with the utmost safety and a highly knowledgeable team.
The typical earthworks process involves several thorough components, including site preparation, in which land is graded and tested to determine the site’s soil moisture content and if the area is safe to complete building work.
Following the necessary approvals, the site goes through clearing and grubbing, where any vegetation or underground roots are removed.
Next, the area must be levelled through the excavation stage, ridding it of any obstacles such as rocks, trees,
and waste and ensuring there is a solid foundation for construction works and buildings.
Finally, the embankment process takes place on a specified section of the earth, which is laid and compacted to rise above the surrounding level of the ground. The area is then filled with material that is compacted to create
WBHO R&E WORKING SECTORS
• Roadworks and bridges
• Mining infrastructure
• Bulk earthworks
• Water and energy infrastructure
• Rail infrastructure
• Pipeline infrastructure
a smooth and stable surface, used to create roads and other transport and logistics infrastructures.
WBHO R&E goes above and beyond for its customers, as the division deeply understands how integral its process is for ensuring the longevity of road, water, and energy infrastructures.
After all, the stronger the foundations, the less likely that major maintenance repairs will need to take place in the future. Thus, WBHO R&E’s work is imperative for negating the potential challenges associated with the African road network.
Furthermore, given that the earthworks process is an integral link in a long chain of construction activities, WBHO R&E permeates a vast range of traditional and specialist engineering disciplines, making its unmatched operational knowledge and advanced capabilities even more critical.
LOGISTICS AND SUPPLY CHAIN DIVISION OF XMOOR TRANSPORT PTY LTD, SOUTH AFRICA
XMOOR Transport Pty Ltd (XMOOR), a leading transportation and logistics company in South Africa, has built a stellar reputation for its robust logistics and supply chain solutions. With a strategic focus on innovation, operational efficiency, and customer satisfaction, XMOOR plays a crucial role in South Africa’s dynamic economy. Its logistics and supply chain division stands out as a backbone for industries ranging from manufacturing and retail to agriculture and mining.
Strategic Positioning in South Africa
South Africa’s geographic location and role as a gateway to the rest of Africa make logistics a critical factor for business success. XMOOR leverages its extensive network of infrastructure, partnerships, and technological
solutions to provide seamless supply chain services. With headquarters in Johannesburg and branches in Durban, Cape Town, and Port Elizabeth, the company ensures coverage across major trade hubs and industrial zones.
The division’s core competence lies in its ability to integrate end-to-end supply chain services, including freight forwarding, warehousing, distribution, inventory management, and reverse logistics. This comprehensive offering allows clients to focus on their core business activities whilst XMOOR handles the complexities of supply chain management.
Cutting-Edge Technology and Innovation
XMOOR’s logistics and supply chain
division prides itself on adopting advanced technologies to streamline operations. Real-time tracking systems, AI-driven analytics, and digital twin modelling are some of the tools the company uses to optimise route planning, inventory forecasting, and demand management. These technologies not only enhance operational efficiency but also improve transparency, allowing customers to monitor their shipments at every stage. For example, the company employs IoTenabled sensors to monitor temperature and humidity levels for perishable goods, ensuring compliance with industry standards for cold chain logistics.
Such innovations cater to diverse client needs, particularly in sectors like pharmaceuticals and agriculture.
Warehousing and Distribution
XMOOR operates state-of-the-art warehousing facilities strategically located near key ports and industrial centers. These facilities are equipped with modern inventory management systems, ensuring efficient storage and retrieval processes. Whether dealing with bulk goods or specialised cargo, XMOOR’s team ensures that products are handled with care and precision.
The company’s fleet of vehicles, ranging from heavy-duty trucks to small delivery vans, facilitates reliable and timely distribution. By offering a range of transport options, XMOOR accommodates shipments of various sizes and ensures last-mile delivery in even the most remote regions.
Commitment to Sustainability
In line with global trends, XMOOR is committed to reducing its environmental footprint. Its logistics and supply chain division incorporates green initiatives such as using fuel-efficient vehicles, optimising delivery routes to reduce emissions, and investing in renewable energy for its warehouses. This commitment to sustainability is not only a response to environmental concerns but also a value proposition for clients who prioritise eco-friendly practices.
Customer-Centric Approach
A hallmark of XMOOR’s logistics and supply chain division is its customercentric approach. The company designs tailor-made solutions based on each client’s specific requirements, ensuring cost-effectiveness and reliability.
Dedicated account managers and 24/7 customer support further enhance the customer experience.
Conclusion
XMOOR’s logistics and supply chain division exemplifies operational excellence and innovation. By integrating technology, sustainability, and customer-focused strategies, the company continues to solidify its position as a leader in South Africa’s logistics sector. With its unwavering commitment to efficiency and adaptability, XMOOR is poised to drive growth for its clients and contribute to the broader economic development of the region.
FORGING VITAL ROAD REPAIRS
WBHO R&E has amassed a vast portfolio of projects in the last 50 years that not only demonstrates its state-of-the-art construction capabilities but also highlights the division’s deep understanding of conducting business across Africa.
Indeed, WBHO R&E’s continental
A BRIEF HISTORY OF WBHO
presence extends to Sierra Leone, Ghana, Botswana, Eswatini, Lesotho, and South Africa (SA), with the majority of its toll road and freeway improvements taking place in the latter.
In each country of operation, the division helps bring communities together and ensure integral
Given the company’s unparalleled success, the history of WBHO is one of purposeful acquisitions and determination.
Indeed, the company was first established in 1970 by John Wilson and Brian Holmes, whose joint expertise came to establish Wilson-Holmes (Pty) Ltd.
Following a string of highly successful projects and a strategic acquisition, the name was changed to Wilson Bayly Holmes (Pty) before finally reaching its current iteration in 1996 as WBHO.
For the last 20 years, the company has prospered to become one of the most substantial construction operators in Southern Africa, reaching international acclaim.
As a result of its global success, WBHO broke into the UK construction market following yet another fortunate acquisition in the form of interest in the Byrne Group, a family-owned construction business. In 2018, WBHO achieved the majority shareholding of the Byrne Group, opening the door to more construction bases across the country.
The company subsequently expanded its footprint into the northern areas of the UK through the acquisition of the majority shareholding of Russell Construction, one of the most active construction entities for high-rise developments in the northwest region of the nation.
Now operating across the UK as Russell WBHO, the organisation has grown to become a key building contractor in Manchester, cementing WBHO’s international presence.
infrastructure is operating at the optimum level for vital goods trade and travel.
For instance, the division recently completed a project on the N3, one of the busiest routes in SA. WBHO R&E rehabilitated a section of the Vaaldraai Interchange, mostly working on the northbound carriageway.
The division likewise resurfaced the R572, a regional road going towards Rooigrond in the North West province. This diverse operation involved a range of construction activities such as establishing gravel shoulders, rut filling, asphalt mill and inlays, edge break repairs, surface patches, and split seals.
It is hoped that these repairs will maintain the road for decades to come, making it safer and more accessible for the community.
In recent years, WBHO R&E also completed an incredible improvement project on the R37 near Burgersfort. This operation is critical to the smooth running of SA’s road network as it is the strategic link between Polokwane, the capital of the Limpopo province, and Mbombela, the capital of the Mpumalanga province.
The project focused on the improvement of Section 2 between Burgersfort and the prominent Modikwa platinum mine, which is part of the Bushveld Igneous Complex that spans nearly 26 kilometres (km) in the Fetakgomo Tubaste Local Municipality.
Elsewhere, WBHO R&E is currently undertaking a four-phase project in the town of Willowvale in the Eastern Cape province. The main objective of this operation is to upgrade the gravel road standards between the town and the rural coastal area of Dwesa.
This project exemplifies the division’s efforts to help those in local communities, as by improving the road surface, thousands of people will have greater access to more amenities and job opportunities.
INNOVATIVE ROAD INFRASTRUCTURE
Alongside the repair of existing routes, WBHO R&E also takes bold steps to construct brand-new structures, elevating the journey for thousands of people every day.
For example, the reconstruction of the Belstone and Breidbach interchanges on the N2 situated
between Qonce and the city of East London included two major offramps, with a total rockfill capacity of 200,000 cubic metres (cbm).
The project has also upgraded existing roads and widened the N2 as well as the MR0688 route.
Following its completion, the project has immensely improved driver safety by streamlining traffic
flow more effectively whilst also creating a more secure path for pedestrians.
WBHO R&E’s high-calibre work on toll roads and freeways is further demonstrated by the Montrose Interchange, the exclusive east-west route between South Africa and Mozambique, making it a key connection for international trade and travel.
SUSTAINABLE COMMUNITY DEVELOPMENT THROUGH CONSTRUCTION
Mamokete Projects is a Durban-based, Black woman-owned property development enterprise using state-of-the-art construction technology to help build sustainable communities across South Africa.
Setting Ourselves Apart
Strategic diversification, the optimisation of industry knowledge and community engagement have combined to position our company at the leading-edge of contemporary high-tech public and private sector project management, quantity surveying and civil and electrical engineering services.
What We Do, We Do Well
We work to overcome South Africa’s construction industry challenges, delivering ground-breaking, high quality and ultra-modern construction solutions on time and on budget on behalf of a wide-ranging client base.
Adopting the best construction practice ideal, we bring to the South African construction industry the very highest levels of efficiency, time management and professional service delivery, whilst engaging the services of local communities in our projects to ensure the effective transfer of vital up-skilling and business knowledge.
Delivering Exceptional Business Solutions
The company’s streamlined services include:
• General Building – inclusive of undertaking both new building development and renovations;
• Civil – including the completion of storm damage projects, roads, pipelines and steel reinforcing;
• Water and Sanitation – such as waste-water treatment, water leaks, sanitation, maintenance and repairs;
• Registrations – inclusive of CIDB; and
• Mechanical Engineering.
Engage With Us
So, for your next retail, commercial or residential construction project, engage with Mamokete Projects to take advantage of our professional skills, intensive service culture and exceptional attention to detail.
The Business Centre, No 4 Holwood Crescent. LaLucia, La Lucia Ridge. Durban, South Africa. PO Box 50866, Musgrave, Musgrave Road, 4062, South Africa.
Dr. Nomzamo Tutu CEO - Mamokete Projects
AS THE CHIEF EXECUTIVE OFFICER OF A DURBAN-BASED PROPERTY DEVELOPMENT COMPANY, DR. NOMZAMO TUTU IS DRIVEN BY THE DESIRE TO CONTRIBUTE POSITIVELY TO SOCIETY, ACTIVELY PROMOTING THE UPLIFTMENT AND EMPOWERMENT OF, ESPECIALLY, HISTORICALLY DISADVANTAGED INDIVIDUALS AND COMMUNITIES ACROSS SOUTH AFRICA.
IN 1999, DR. TUTU, A HIGHLY QUALIFIED MEDICAL PRACTITIONER, OPTED TO EXCHANGE MEDICINE FOR THE RUGGED WORLD OF CONSTRUCTION, FIRST AS MANAGING MEMBER OF UVOLWETHU CONSULTING AND, LATTERLY, AS CHIEF EXECUTIVE OFFICER OF MAMOKETE PROJECTS.
Commenting on her career switch, Dr. Tutu said: “Having long worked in the medical profession, I had come to realise that South Africa faced enormous economic challenges. I was finally able to realise my burning desire to be a contributor towards this country’s economic solutions.”
1999 proved a watershed time in my career path; a time which afforded me the opportunity to take the plunge into property development and to lead a company dedicated to engaging the services of local communities within our areas of operation, catalysing support initiatives specially designed to actively promote up-skilling and knowledge transfer, thus, empowering disadvantaged members of South African society.”
Mamokete Projects sets out to develop sustainable communities through the construction projects in which it is involved. Operating across both public and private sectors, the company’s retail, commercial and residential business strengths lie in project management, quantity surveying and both civil and electrical engineering.
“My company, which is registered with the Construction Industry Development Board, is entirely focused on assisting in the development and advancement of new, permanent employment creation, leading to the upliftment of the historically disadvantaged amongst us,” Dr. Tutu added. In 2012, she was appointed by the then Minister of Public Works in South Africa, Mr Thulas Nxesi, as a member of the Fourth Engineering Council of South Africa, in terms of Section 4 (4) of the Engineering Profession Act, Act No. 46 of 2000. She served a four-year term in this capacity and was appointed for a further four years, ending in 2020. Dr. Tutu stressed: “We are on a mission; we
have dedicated ourselves to continuously meeting client needs by making available a wide spectrum of construction services at best value, ensuring timely delivery and maintaining our professional integrity through the provision of quality workmanship.”
“In addition, we have long recognised the vital role that private sector businesses can and must play in the active promotion of Broad-Based Black Economic Empowerment ideal in South Africa. Accordingly, and as a 100% empowered company, we are especially sensitive to the need for empowerment in the wider business environment; an ideal that we openly embrace.”
Mamokete Projects believes that by creating a supportive business culture, it will contribute meaningfully to the fostering of diversity and the promotion of transparency across South African society.
“Importantly too, we fully support the need for environmental sensitivity within the broad construction field,” Dr. Tutu added. The company acknowledges that attention to this component of the overall development mix has become increasingly important in recent years.
“Going forward, Mamokete Projects will ensure that there is a continued reduction and, ultimately, the minimisation of negative environmental impact and degradation in any and all future construction projects in which we are involved,” she maintained.
Major projects on which the company has worked include Ilembe airport construction services for Airports Company South Africa, Darvil waste water treatment works for Umgeni Water and CPG contractor to Group Five Coastal for Umgeni Water, amongst many others. Its success within the highly competitive and complex South African construction industry may be attributed to its industry knowledge and know-how, honed to create a competitive advantage within the sector. “Keen teamwork significantly enhances our ability to deliver quality projects, on time and on budget, while our
professional engineers, site agents, civil and electrical senior foremen, quantity surveyors and safety officers give effect to extremely high levels of efficiency, effective time management and ultraprofessional project delivery,” said Dr. Tutu.
In order to remain relevant and sustainable, the company operates with a small permanent staff complement and accesses an extensive network of professionals as project needs and key deliverables evolve and change.
Dr. Tutu currently serves as Chairperson of the Engineering Council of South Africa’s Transformation Committee and is a Trustee Member of the Sakhimfundo Education Trust for Engineers in South Africa. In addition, she is a governing body member of one of the most prestigious schools in South Africa – Michaelhouse –located in the KwaZulu-Natal Midlands.
Critically, she has interests deeply rooted in the community, currently serving as a Strategic Adviser to Busane Development Trust, a community-based organisation in Clermont, near Pinetown in the Greater Durban Area. Dr. Tutu also holds a number of Directorships, inclusive of Siveni Investments (Pty) Ltd., Zindala Property Investments, Mamokete Infrastructure (Pty) Ltd. – a partner with German-based company, Vosslon Cogiter (SA), involved in the manufacturing of rail turnouts, as well as Mamokete Projects, partnered with Group 5, WBHO and a number of Black Economic Empowerment enterprises for the construction of the King Shaka International Airport, and served on the Board of iLembe Airport Construction Services.
Dr. Tutu is the Chairperson of the Board of Government Employees Medical Scheme (GEMS), Chairperson of The Finance Committee of GEMS and sits on other committees of the Board, as well as being a shareholder in KwaZulu Cruise Terminal Operators, a subsidiary company of MSC Cruises, and also a shareholder with Westown Retail Development, in the Western Corridor of Durban.
Indeed, the division has greatly improved an at-grade intersection of the Maputo Development Corridor (MDC), converting it to a free-flow systems interchange and streamlining traffic entering the road.
This project proved to be significant for cross-continent economic development, as the division’s work ensured smoother and more efficient major transportation journeys between Johannesburg and Maputo, the capital of Mozambique.
WBHO R&E is likewise proud to be part of a number of highly advantageous bus rapid transport (BRT) system developments and facilitated new public transport routes, as evidenced by the formation of the Rea Vaya BRT system operating in Johannesburg.
The project entailed the relocation of numerous services, construction of two additional BRT lanes, widening of the road, establishment of a pedestrian walkway, as well as the construction of a six-lane bridge.
WBHO’S ROBUST GOVERNANCE STRUCTURE
The company takes its responsibility as a corporate leader incredibly seriously, as it strives to maintain its position as a successful business across Africa whilst also adhering to the needs of its stakeholders and shareholders.
As such, WBHO has implemented a diverse collection of board subcommittees that address important governance strategies:
AUDIT COMMITTEE – Responsible for financial risk management and ensuring the integrity of the company’s financial reporting.
SOCIAL AND ETHICS COMMITTEE – Ensures that the company upholds good corporate citizenship, comprising ethical, legal, social, and environmental governance.
REMUNERATION COMMITTEE – Manages all remuneration policies and practices.
NOMINATION COMMITTEE – Responsible for the evaluation of subcommittees and board directors whilst also identifying and procuring appropriately skilled directors to the helm.
Comprehensive Structural Engineering Services
MTI Engineering offers a full range of structural engineering services, including shop detailing, fabrication, and installation. Our expertise lies in manufacturing steelwork and providing on-site erection services for diverse projects. We are committed to delivering customised solutions that meet our clients’ specific needs, ensuring safety, quality, and efficiency at every stage.
MTI Engineering has had the opportunity to collaborate with respective clients such as WBHO, Sibanye Stillwater, Glencore, and De Beers. We’ve also contributed to projects for key players in the mining and construction industries, including Impala Platinum, Harmony Gold, and Gold Fields Vision and Mission
MTI Engineering’s vision is to be the preferred partner of choice for structural engineering services in the mining and construction industries. Our mission is to achieve this by continuously interacting with our clients, providing safe, high-quality services tailored to their needs. We prioritise long-term relationships built on trust, transparency, and a persistent pursuit of quality.
MTI Engineering: Your Trusted Partner in Structural Engineering
For over 35 years, MTI Engineering, trading as Mine Tech Industries, has delivered high-quality and reliable structural engineering solutions. Founded in 1988, our company specialises in manufacturing and installation work for structural and stainless steel, with a strong focus on the mining and construction industries.
Our passion for steel drives us to exceed client expectations. Integrity forms the foundation of every project we undertake, ensuring transparency and trust between our clients and team. Our commitment to teamwork fosters a collaborative environment that drives innovation, enhances problem-solving, and improves operational efficiency.
Quality and Safety
At MTI Engineering, we have an unwavering commitment to quality and safety. We proudly operate in compliance with ISO 9001:2015 standards, ensuring that all our processes are optimised for efficiency and reliability. Safety is a top priority at MTI Engineering. From the manufacturing floor to project sites, we implement safety protocols, ensuring that all our work is completed in a manner that protects both our employees and clients. We believe that a safe working environment is key to achieving long-term success and building trust with our partners.
We also invest in the ongoing development of our team, fostering a culture of continuous learning and improvement. This focus on growth enables us to remain at the cutting edge of industry standards and ensures that we consistently deliver superior services.
MTI Engineering: A Partner You Can Trust
With years of experience and a strong focus on quality, MTI Engineering is here to help bring your structural engineering projects to life. Whether you need steel fabrication, site erection, or project management services, we are equipped to meet your needs with professionalism and expertise.
WBHO R&E was subsequently awarded the construction of the M1 bridge in partnership with the Johannesburg Development Agency (JDA). Not only did this become an integral link in the BRT route, but it remains one of the largest projects that the City of Johannesburg Metropolitan Municipality has ever undertaken, making the project a key milestone for the division.
PIONEERING BULK EARTHWORKS PROJECTS
WBHO R&E has further solidified its reputation for trusted and reliable services with its multitude of highly impressive water and energy infrastructure works.
Notably, the division completed a highly comprehensive stormwater
management project and facilitated waste dumps at the Jwaneng mine in Botswana, a major player in the country’s diamond mining industry.
As a major bulk earthworks operation, the project called upon a number of disciplines including civil, structural, and mechanical construction, demonstrating WBHO R&E’s multifaceted approach and wide-reaching expertise.
Therefore, due to the division’s evidenced proficiency, it has worked with some of the world’s most renowned energy and utility companies.
For example, the division completed bulk earthworks on Sasol’s Fine Ash Dam 6 (FAD6) as part of a five-year megaproject with the global energy and chemical titan.
a vast range of construction operations at FAD6, including the completion of a high-density polyethylene (HDPE)lined waste storage facility.
The project secured additional capacity for Sasol’s waste storage facility, catering for the growing levels of generated waste and, thereby extending the life of the company’s operations in Secunda, SA.
WBHO R&E worked extensively with Sasol to ensure its needs were met whilst still allowing the plant to be fully operational. As such, FAD6 was purposefully constructed in phases so that there was still access to the waste storage facility as the project progressed.
The full scope of the megaproject once again required multiple
WBHO R&E was awarded
Sasol Fine Ash Dam
Africa’s Partner
Provides filtration, drainage, separation, and protection for civil and environmental projects.
50+ years of expertise in manufacturing geosyntheti cs for Africa’s infrastructure.
Trusted products like bidim deliver superior performance continent-wide. Tailored engineering for site-specific challenges. Expert support and on-site training for every proje ct.
disciplines to commission the facility, including civil, mechanical, electrical, and instrumental capabilities.
The primary dam infrastructure comprised a main ash dam for the delivery of waste slurry as well as a drainage system for capturing reusable water that is transported back to the operations plant.
Overall, the FAD6 project required 1.2 million cbm of earthworks to form the dam embankment and basin, which stretched over 1.6 million square metres (sqm) of HDPE liner, a true demonstration of WBHO R&E’s professionalism and extraordinary capabilities.
Elsewhere, the division has also completed extensive excavation activities at the Elders mine, conducting an underground access operation for Thungela, a leading exporter and producer of thermal coal in SA.
The sheer size of the project required a 1.2 million cbm
boxcut excavation, involving the establishment of terraces, access and internal roads, a pollution control and brine dam, civil infrastructure, and a variety of other amenities.
SPECIAL OPERATIONS
In addition to its trusted services in road construction and bulk earthworks operations, WBHO R&E’s special projects are a testament to its industry-leading capabilities.
A notable example is the implementation of geofoam protection over a pipeline at the Clairwood Container Terminal, as well as the development of a new entrance equipped with various services.
As part of this project, the division also constructed a container platform and culvert crossing over two existing pipelines.
Meanwhile, the division has conducted enabling and security works for the Afungi liquefied natural gas (LNG) plant, situated in the Palma
District in Northern Mozambique.
This operation required the design, construction, and commissioning of a camp for over 9,500 workers and was specifically designed to embrace comfortable and modern living, utilising an urban flow design.
Moreover, it was constructed to go around the site’s perimeter, totalling 88 hectares upon completion.
The project involved site bulk earthworks, terrace and road construction, as well as the on-site building of furniture and equipment. Furthermore, to guarantee that the workforce had full living amenities, WBHO R&E ensured reliable power distribution, lighting, earthing, internet, satellite TV, and much more.
Additionally, the division completed mass earthworks for the LNG process plant platform, a cut-to-fill operation that involved the clearing of trees and topsoil and reinforcement of concrete paving.
The latter included the construction
Elders boxcut
EXECUTING POWER PROJECTS
VRH Powers’ proficiency and extensive experience enable the conception and successful execution of every facet of power projects, ranging from distribution to transmission voltages spanning 11kV to 400kV. Our commitment to upholding the highest benchmarks in quality, safety, and environmental stewardship remains unwavering throughout our endeavours.
www.vrhpower.com
of a base course at 38,000 cbm, followed by the asphalt paving that measured 19,700 cbm. WBHO R&E also constructed over 38,000 cbm of trapezoidal drains and supplied and laid 550 metres of reinforced concrete pipes.
Finally, WBHO R&E’s LNG activities additionally concerned the design, procurement, and construction of access roads to a resettlement community located near the site in the Afungi peninsula.
Comprising a 30km gravel road, the operation also entailed the upgrade of an existing accommodation camp as well as local office and workshop spaces.
HIGHLY SKILLED PROFFESSIONALS
WBHO R&E’s versatile and expert team utilise top-of-the-range heavy machinery to provide an unparalleled service.
Highly skilled equipment operators
are required for heavy and complex machinery as equipment misuse can lead to substantial costs for the division and put staff in danger.
Given the potential risks associated with construction sites and the operation of heavy machinery, the division has developed stringent safety policies, procedures, and initiatives that ensure its team is safe at all times.
On top of this, WBHO R&E has worked hard to foster a culture of security and hazard awareness, which is ingrained in the wider organisation’s ethos of the ‘WBHO Way’, encouraging an open channel of communication at all times to ensure the safety of team members on-site.
By protecting its staff base in their daily activities, the division ensures that each project remains productive and employees feel happy to come to work every day and unlock their construction potential.
This safety ethos is an integral part
of WBHO R&E’s shining reputation of excellence, which is one of its greatest assets as it moves forward in the industry.
Additionally, the division works hard to deliver on its shared values of teamwork, communication, and integrity, which filter throughout every area of the business.
WBHO R&E continues on its road to greatness with an unmatched ability to do good across Africa, consistently providing support for the continent’s most crucial road infrastructure and construction activities.
Tel: +27 11 321 7200
wbhoho@wbho.co.za
www.wbho.co.za
BUILDING A LASTING LEGACY
At the vanguard of the industry, WBHO specialises in engineering, procurement, and construction, playing a pivotal role in Africa’s infrastructure. Derek Wallace, Managing Director of the Projects Division, shares how the company is driving sustainable development
Writer: Rachel Carr | Project Manager: Andrew Marjoram
As one of Africa’s dynamic and burgeoning industries, construction is crucial to the continent’s economic advancement.
Driven by the high demand for infrastructure and housing, the sector is becoming increasingly multidisciplinary as urbanisation accelerates due to a rising population. This evolution requires a diverse range of skills and expertise to meet the community’s needs effectively.
WBHO is an international construction company leading the progress of Africa’s foundation and framework. With comprehensive services covering various aspects of building and engineering, it plays a vital role in developing growing communities across the continent.
“Africa is an exciting place to work with constantly changing circumstances to navigate, such as localisation, exchange rates, and competition from foreign companies. There is considerable demand for various exciting projects; however, securing development finance can be challenging,” introduces Derek Wallace, Managing Director of the Projects Division at WBHO.
Encompassing engineering, procurement, construction (EPC) and design initiatives, this division not only supports other departments but also undertakes energy projects for the group.
WBHO’s construction activities, meanwhile, cover a wide range and are categorised into three main operating divisions – Building Construction, Civil Engineering, and Roads and Earthworks.
Established in 1970, the company has grown into one of the largest and most prominent construction firms in Southern Africa with a strong presence in the industry.
It is proudly listed on the Johannesburg Stock Exchange (JSE), holding Level 1 broad-based black economic empowerment (B-BBEE) contributor status, showcasing its commitment to promoting economic empowerment and transformation in the region.
RELIABILITY AND ABILITY
The driving force behind WBHO is a core of dedicated, hands-on management professionals whose expertise spans decades of major construction projects in Southern, Central, and West Africa, as well as the UK.
The company’s continued success is a testament to its dedication to safety and unwavering commitment to quality. This is encapsulated in the WBHO motto, ‘Rely On Our Ability’, reflecting its pride in serving clients of all sizes.
“We stand firmly behind our motto because of our commitment to delivering only the highest standard of construction practices, which are at the heart of our business. We like to provide a hands-on approach to all projects,” Wallace proudly states.
At the core of WBHO’s success is a committed team with extensive experience in large construction projects, and this continuity of service only strengthens the company’s motto.
“OUR MANAGEMENT TEAM IS VERY HANDS-ON AND NOT HEAD OFFICE-BASED, MAKING THEM MORE ATTUNED TO WHAT IS ACTUALLY HAPPENING ON PROJECTS”
– DEREK WALLACE, MANAGING DIRECTOR – PROJECTS DIVISION, WBHO
“Construction sites are not easy places to work, with many uncontrollable elements, so it is sometimes hard to find people in it for the long haul.”
WBHO’s dedicated employees at all levels are a major asset, embodying the company’s core values. Wallace himself joined WBHO in 1988 as a site engineer and was subsequently appointed as Managing Director of the Projects Division in 2012.
“The continuity of service amongst our senior management is one of our key differentiators, with most managers contributing over 25 years of service, which helps us maintain a continuation of culture and allows them to share their breadth of experience. Our management team is very hands-on and not head officebased, making them more attuned to what is actually happening on projects,” he outlines.
As a whole, the WBHO team comprises inherently driven individuals who take initiative in their work and are self-motivated in their ambition and commitment to achieving excellence in every project they undertake.
Delivering Impactful Projects
Specialist electrical engineering company, Innovation Expand, boasts a proud history of excellence due to its extensive experience in the South African power system industry.
Since its establishment in 2017, Innovation Expand has delivered first-class, reliable, safe, and cost-effective power system solutions across South Africa, led by a team of specialised engineering consultants.
Offering strategic advice that resolves multi-disciplined problems, the company strives to form collaborative relationships with each of its client and stakeholders to ensure ongoing transparency, communication, and optimum delivery.
The company’s technically-led, solutions-orientated approach strives to empower its clients amidst a rapidly evolving electrical engineering landscape, and it is proud to boast an impressive portfolio of both local and international clients.
As it continues to cultivate lasting relationships built on trust, Innovation Expand undertakes each of its projects with integrity, building prosperity and success for every client.
ENGINEERING DESIGN
Providing engineering design services for utilities and private clients, from substations and overhead lines, through to balance of plant wind and solar plant collector designs. Innovation Expand inhouse engineering covers the electrical, mechanical and civil components.
The company’s process consists of five distinct phases, including planning, functional design, detailed design, procurement support, and construction support, each carried out meticulously to ensure legislative and environmental compliance, process safety and project specific requirements.
The company offers engineering services for both NTCSA and Eskom Distribution self-build projects.
POWER SYSTEM ANALYSIS
Conducting a broad group of studies to determine the response of an integrated power system whilst operating under a variety of configurations and conditions, Innovation Expand utilises industry standard power system software to analyse complicated power systems and produce insightful reports of the highest quality.
Its process analysis method is carried out through four phases comprising data gathering and verification, model development and verification, advanced automation techniques (where applicable), and report delivery, providing consistently comprehensive results.
POWER SYSTEM PROTECTION
Applying expertise so that its clients can achieve dependable, resilient, and affordable power system protection.
Innovation Expand’s suite of power system protection services caters for transmission, distribution, generation, and industrial networks, whilst its top priority is to ensure that all equipment is adequately and effectively protected.
As such, the company’s protection philosophy is to prioritise safety and reliability, detect potential problems, and gauge dependable and secure alternative solutions.
Its services include design, implementation, commissioning support, as well as post-commissioning optimisation, whilst its power system protection experience enables it to understand and configure devices to prevent potential problems, thereby improving overall system performance, maximising equipment dependability, and integrated stability.
In addition, the company has a quantitative understanding of performance measures and is able to combine protection systems for both new and old technologies and systems, including telecommunications and supervisory control and data acquisition (SCADA) integrations.
Extensive experience in the field and a holistic understanding of power systems has also enabled the company to offer training as part of its power system protection services.
GRID CODE COMPLIANCE ASSESSMENT
The company offers the suite of Grid Code compliance services, from start to finish, covering preliminary Stage 1 analysis, pre-COD Stage 2 study reports for submission to RETEC, dry-run and site testing support, RMS and EMT simulation model validation, and power quality analysis and reporting. The company is proud to offer its services to both local and international clients, in software packages of DIgSILENT PowerFactory and PSCAD.
“The workforce shares in the company’s success as employees who have performed well are given development opportunities and are rewarded through quicker promotions. Staff selection is a critical aspect of continuing the company culture as emphasis is placed on employing suitable people,” Wallace declares.
BUILDING WINNING PARTNERSHIPS
Most of the primary equipment for solar renewable projects is located offshore, so supply chain management is essential for timely delivery. Thus, supplier relationships remain of the utmost importance to WBHO and are a critical aspect of its operations.
In response to the urgent need for energy-efficient solutions, WBHO has sought partnerships and collaborations focusing on renewable energy projects.
During challenging projects, it is vital to establish partnerships with suppliers who not only deliver quality products but also offer assistance when issues arise.
A SUNNY FORECAST
WBHO is making a significant impact in the solar energy field with various completed and ongoing projects. At the forefront of renewable energy technology is Sungrow, an innovative and pioneering company dedicated to providing sustainable solar solutions for all with its advanced solar inverters.
WBHO’S RENEWABLE ENERGY PORTFOLIO
MEREK 2 AND 3 SOLAR (2X 100MW) – Majority partner for the EPC contract for a photovoltaic (PV) plant and grid works for a private offtaker.
KARUSA AND SOETWATER (2X 147MW) – The electrical balance of plant works, including a 33 kilovolt (kV) and 132kV overhead line construction.
COPPERTON AND GAROB – Manufacturing of precast concrete for a wind tower, showcasing the collaboration between WBHO and the communities it serves.
RESSANO GARCIA GAS-FIRED POWER STATION – A joint venture (JV) with a specialised engineering company on a 13-engine 100MW gas-powered electric generation facility alongside grid connection works.
KATHU SOLAR PROJECT – In a JV with a minority international partner, this 81MW solar facility was developed in Round 1 of the Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) in SA, including the self-built substation works and grid code tests.
HARMONY SOLAR PROJECT – An EPC contract for three solar PV plants totalling 30MW for a private offtaker.
NGONYE SOLAR PLANT – Construction of a 34MW solar PV plant on 54 hectares (ha), including 104,000 modules, 3,486 trackers, and seven inverter stations with associated connections to the existing ZESCO substation.
NXUBA WIND FARM – WBHO’s Projects Division was awarded a contract to complete the mechanical and electrical installations of the wind turbines at the wind farm on the Eastern Cape.
By focusing on cutting-edge solar energy products, Sungrow is playing a vital role in supporting the transition to a cleaner and greener future.
Sungrow Powers Africa’s Largest Renewable Energy Project in Collaboration with SOLA Group
Situated outside Lichtenburg in South Africa’s North West Province, this landmark project encompasses two groundbreaking solar PV wheeling initiatives, totaling 256 MWp. Owned by SOLA Group and powered by Sungrow’s advanced 1+X modular inverters, these projects mark a significant milestone in Africa’s transition toward sustainable energy solutions.
Sungrow 1+X modular inverters—an innovation that combines the advantages of both central and string inverters. This design offers greater flexibility for various block sizes while simplifying on-site operations and maintenance. Moreover, the 1+X modular inverter features intelligent string-level diagnostics to enhance power yield and real-time parallel arc detection to improve system safety. These benefits contribute to lowering overall operational expenses (OPEX).
With over 390,000 bifacial solar modules mounted on singleaxis trackers across 430 hectares, the projects are poised to generate an impressive 593,721 MWh of energy annually. This renewable energy output is equivalent to powering over 80,000 households and mitigating over 420,760 tonnes of carbon dioxide emissions annually, underscoring the project’s commitment to environmental sustainability.
cooperation, SOLA Group and Sungrow will successfully deliver this milestone project and add value to South Africa’s solar PV market,” said Ian Burger, Chief Technical Officer.
In addition to providing clean energy to Tronox Mineral Sands facilities in KwaZulu-Natal and the Northern Cape, this collaboration establishes Africa’s largest corporate renewable energy Power Purchase Agreement with a private off-taker. It also represents the continent’s largest renewable energy project under a Wheeling Agreement, highlighting the transformative potential of renewable energy partnerships.
As Africa’s leading renewable energy supplier, Sungrow remains committed to enabling the widespread adoption of clean energy worldwide. By leveraging innovative technologies and strategic partnerships, Sungrow continues to empower communities and businesses with reliable, efficient, and sustainable energy solutions.
ABOUT SUNGROW
This large-scale utility project will significantly enhance clean power generation capacity, helping to address South Africa’s current electricity shortfall while accelerating its energy transition and modernisation.
“This 256 MWp solar project is the largest and the first of its scale in South Africa. As the project’s Independent Power Producer (IPP), SOLA Group takes great care in selecting suppliers. Sungrow’s industry-leading modular inverter solutions, extensive experience in solar projects, and dedicated local team set it apart. We firmly believe that through productive
Sungrow, a global leader in renewable energy technology, has pioneered sustainable power solutions for over 27 years. As of June 2024, Sungrow has installed 605 GW of power electronic converters worldwide. The company is recognised as the world’s No. 1 on PV inverter shipments (S&P Global Commodity Insights) and the most bankable Asian energy storage company (BloombergNEF). Its innovations power clean energy projects in over 170 countries, supported by a network of 490 service outlets guaranteeing excellent customer experience. At Sungrow, we’re committed to bridging to a sustainable future through cutting-edge technology and unparalleled service. For more information, please visit https://sa.sungrowpower.com
WBHO’S CONSTRUCTION CONTRIBUTION TO CITIES
RETAIL
MALL OF AFRICA – A flagship retail development for Atterbury Properties in the Waterfall Precinct, the scale of which is unprecedented for Africa at nearly 500,000 square metres (sqm) with 7,500 structured parking bays.
STEYN CITY – This 73,200 sqm gross leasable area (GLA) project is five floors of impressive architectural achievement with 452 luxury units, including exquisite penthouses with rooftop pools and landscaped courtyards.
RESORTS, HOTELS, AND MIXED-USE DEVELOPMENTS
UMHLANGA ARCH – An eight-level building divided into upmarket offices, retail, a 207-bed Hilton Hotel, and 187 high-end apartments and lofts.
ALICE LANE PRECINCT – This three-phase development includes a worldclass Virgin Active gym, restaurants, office space, retail, and a landscaped piazza.
OFFICE AND COMMERCIAL BUILDINGS
DISCOVERY HEADQUARTERS – Just over 300,000 sqm with nine
“We build relationships with our suppliers, so we know each other’s touch points and have an open relationship to discuss any problems that might occur,” Wallace reveals.
It is equally important for suppliers to have insight into the supply chain to ensure smooth and efficient operations. For instance, if a relationship breaks down, a lack of communication about a product being supplied from Asia to Europe can lead to significant disruption.
WBHO is dedicated to ensuring that suppliers and subcontractors are prioritised, particularly regarding financial arrangements, which helps to foster strong partnerships.
“We take the government’s drive to build small enterprises seriously and often have to split up parcels enable smaller companies to participate, even though it increases our risk profile,” expresses Wallace earnestly.
Authority, Integrity and Verity In Security
We provide a comprehensive security service for our clients from vast fields of construction and operations.
We pride ourselves in delivering top quality service, every time, on time, tailored to the client’s needs.
We bring a dynamic into security that inspires trust and dependability from our clients and we have proven this in the increase in
demand for our specific services throughout more than 10 years of service excellence.
Being a multi-disciplinary service provider means our client base is diverse and multi-faceted. Our reach is vast and wide, stretching across cities and provinces. Sinegugu is your one-stop for all your turnkey security needs.
As building partnerships with local businesses and communities promotes economic empowerment, WBHO leverages local expertise to tailor projects to the specific needs of the regions in which it operates.
Effectively managing strategic partnerships is therefore crucial for WBHO’s mission to advance development throughout Africa and create an enduring legacy.
SUSTAINABLE AND RESPONSIBLE OPERATIONS
WBHO’s primary goal is to successfully complete ongoing projects and enhance its reputation in the energy sector whilst pursuing additional procurement opportunities.
Therefore, sustainability becomes a cornerstone of the process when the company takes on design projects. Sustainable principles are integrated at every stage, demonstrating a commitment to both quality and
environmental stewardship.
Due to recent energy supply issues in South Africa (SA), implementing energy-saving measures has become crucial for all projects. These beneficial initiatives are necessary for sustainability and efficiency in an environment where energy resources are limited.
“Our current designs address water supply issues. Energy projects, often located in remote areas, need to be self-sufficient in terms of utilities; thus, sustainable designs are essential,” Wallace enlightens.
As such, the company is committed to sustainable operations and actively pursues various initiatives to enhance energy efficiency. It aims to reduce its environmental impact by implementing innovative strategies and practices whilst promoting responsible resource use.
“Typically, clients incorporate their sustainability goals into their projects, and our influence is primarily limited to design, construction,
or public-private partnerships (PPPs). We make an effort to recycle waste products and utilise on-site green energy to maximise our ecofriendliness,” impassions Wallace.
Using modern technologies such as building information modelling (BIM) can lead to more efficient planning and construction processes, minimising waste and improving project outcomes.
Whilst construction innovates at a different pace to other sectors, WBHO has recently begun to embrace the digital space through the comprehensive implementation of BIM.
In addition to standard construction projects such as buildings, roads, earthworks, and civil engineering, the company has successfully entered the power production market through its Projects Division, focusing on commercial renewable energy projects, including both wind and solar.
Coleskop Wind Farm
WBHO PROJECTS DIVISION AT A GLANCE
The team efficiently implements turnkey projects that generate value and minimise risk for clients by developing the necessary internal expertise and strategic partnerships with local and international service providers.
The Projects Division exposes the group to a range of diversified margin streams within the boundaries of the construction environment, where it has a proven track record of delivering PPPs, concession arrangements, and turnkey design and construction solutions.
SECTORS COVERED INCLUDE:
• Airports
• Toll roads
• Renewable energy including wind, gas, and solar
• Serviced accommodation
AN UNWAVERING COMMITMENT CONTINUES
Currently, WBHO is placing strong importance on the procurement and execution of renewable energy projects.
The company is actively completing bids for initiatives that can generate up to 500 megawatts (MW) of power, aiming to expand its portfolio in this growing sector.
This strategic focus reflects its commitment to sustainability and its role in supporting the transition to cleaner energy solutions, which often involve PPPs.
“PPPs have been sporadic in SA for the last 20 years, yet WBHO has been successful in bidding, constructing, and managing PPP projects. As such, we anticipate a good growth path in this aspect going forwards,” Wallace details.
Despite facing challenges around regulatory uncertainty, PPPs present a vital opportunity for sustainable infrastructure development in Africa, including projects for renewable energy sources and efficient water management systems.
“Some PPP projects in the pipeline
include hospitals, border posts, water treatment works, and office accommodation. Besides investment in construction equipment, our other investments have been in PPPs, with the last one completed in 2023,” Wallace concludes.
WBHO’s longevity in the industry stems from its experienced management, diverse service offerings, dedication to quality, commitment to sustainability, and effective partnership management.
Combined, these elements enable the company to thrive in Africa’s competitive construction landscape, making it a leader in the field.
Indeed, it will be interesting to observe what WBHO achieves over the next 50 years and how it continues to shape Africa’s construction industry.
Tel: 011 321 7200
wbho@wbho.co.za
www.wbho.co.za
Coleskop Wind Farm
QUALITY CONSTRUCTION, EXCEPTIONAL
Specialising in commercial, institutional, and residential construction across South Africa, Raubex Building is a subsidiary of the wider Raubex Group. Barend Badenhorst, Managing Director, discusses how the company is built on collaboration and social responsibility whilst outlining recent projects
Writer: Lily Sawyer | Project Manager: Andrew Marjoram
Proudly delivering design, development, renovation, and construction services for both commercial and residential projects for more than a decade, Raubex Building stands out as a leading contributor to South African infrastructure.
The company’s housing division
specialises in the development of subsidy and social housing, rental units, bonded properties, and various student accommodations. Its commercial construction division, meanwhile, undertakes a range of mid-sized commercial and publicprivate developments.
“In the commercial sector, we
currently have a definitive focus on healthcare facilities, whilst we are expanding into the data centre space elsewhere across the country. We have also positioned ourselves to meet private sector market growth in the retail and hotel segment,” introduces Barend Badenhorst, Managing Director.
CONSTRUCTION, EXCEPTIONAL VALUE
As part of the Raubex Group, one of the leading Johannesburg Stock Exchange (JSE)-listed infrastructure development and construction groups in South Africa (SA), the company enjoys a distinct advantage.
“The Raubex Group comprises four divisions – Materials Handling and Mining, Construction Materials, Roads
and Earthworks, and Infrastructure – with Raubex Building forming an integral part of the latter,” Badenhorst clarifies.
A team of over 200 seasoned and committed professionals, Raubex Building’s staff are skilled, passionate individuals, led by a Senior Management ExCo Team, each of
whom have 30+ years of experience in their respective fields.
“Our teams collaborate with our customers from initial project design to handover, with a strong focus on quality,” he adds.
A PLETHORA OF PROJECTS
Located throughout SA, Raubex
“OUR TEAMS COLLABORATE WITH OUR CUSTOMERS FROM INITIAL PROJECT DESIGN TO HANDOVER, WITH A STRONG FOCUS ON QUALITY”
– BAREND BADENHORST, MANAGING DIRECTOR, RAUBEX BUILDING
Building’s varied portfolio of projects ranges from housing to hospitals. Currently, it is undertaking the design and construction of two healthcare facilities in Polokwane and Pretoria for Netcare Akeso, a mental health treatment provider, alongside two 3,000-bed student accommodation campuses for private clients.
Meanwhile, the company’s residential construction activities are thriving, exemplified by its four ongoing mass housing projects in Gauteng for various public municipalities and private clients, as well as housing developments in Stellenbosch, Western Cape.
“These include the Newinbosch
Neighbourhood Estate, for which we are a majority shareholder,” Badenhorst informs us.
A versatile, multi-purpose design and development housing project led by Raubex Building and the Similan Group, the Newinbosch Neighbourhood Estate, which is still under construction, has already achieved a 6-star sustainability rating from the Green Star South Africa rating system.
The project provides a strong and predictable order book for the company and enhanced profits through its blend of building and development profit shares.
Raubex Building has also recently been appointed by the Development Bank of Southern Africa (DBSA) to undertake the execution of the fire remedial works, restoration, and compliance works at the new assembly building within the parliament precinct, Cape Town,
Belhar Student Accomodation
RAUBEX BUILDING ACCREDITATIONS – AT A GLANCE
• BROAD-BASED BLACK ECONOMIC EMPOWERMENT (B-BBEE) – Raubex Building believes that B-BBEE should be the goal for all those who wish to see SA thrive in the future. As such, the company today is proudly majority black-owned with a Level 1 B-BBEE certificate.
• CENTRAL SUPPLIER DATABASE (CSD) – The CSD lists organisations, individuals, and institutions that can supply goods and services to customers. Raubex Building is proud to be listed in the CSD.
• NATIONAL HOME BUILDERS REGISTRATION COUNCIL (NHBRC) – Registered with the NHBRC, the company adheres to all requirements set out by the organisation to ensure quality workmanship and the relevant guarantees on each of its projects.
• CONSTRUCTION INDUSTRY DEVELOPMENT BOARD (CIDB) – Raubex Building is registered with the CIDB, an organisation devoted to transforming the construction industry through inclusivity and the promotion of high ethical standards.
• MBA NORTH MASTER BUILDERS ASSOCIATION (MBA NORTH) – The company is proudly registered with MBA North, an organisation representing the construction industry in SA.
which has a project duration of 20 months.
“Our participation in this project is a privilege as it allows us to contribute to our democracy, collaborate with talented individuals, and promote sustainable practices, all whilst creating a lasting impact on our society,” he outlines.
Elsewhere, the Orlando Towers
Lifestyle Estates in Soweto will offer secure, upmarket lifestyle facilities and apartments packaged at affordable prices.
Consisting of four distinct construction stages, Raubex Building’s experience in managing projects of this size has already allowed it to seamlessly navigate the first phase of construction, with the
next stages underway.
“These projects demonstrate our vision by delivering multiple building types in partnership with our developers,” Badenhorst explains.
Whilst it is currently focused on its projects in SA, Raubex Building has successfully expanded into Central Africa having recently completed the construction of a hotel and regional mall in Cameroon.
Although its operations within Cameroon have proven challenging due to logistics and local taxation issues, the company’s experience in Zimbabwe has been comparatively successful. As such, it is looking to neighbouring Mozambique to complete a border upgrade in the near future.
POWERFUL PARTNERSHIPS
Setting it apart from the competition, Raubex Building prides itself on cultivating close working relationships with all those with whom it conducts business.
Unilim, Polokwane
Douala Grand Mall
Turning Dreams...
into Reality!
With a proud, 40-year history in bespoke kitchen manufacture and installation, Palmin Kitchens remains an industry stalwart within South Africa’s design and construction landscape
Since its establishment in 1984, Palmin Kitchens (Palmin) has expertly designed, manufactured, and installed quality kitchens, built-in cupboards, and vanities for both corporate and individual clients mainly across the Gauteng Province and also Mpumalanga, North West, Free State, and Northern Cape.
Founded on reliability and high-quality craftsmanship, the company has significantly grown and expanded since its humble beginnings, yet these founding values have never wavered and remain a fundamental part of the brand’s identity today.
Palmin’s clients can rest assured as the company is well-equipped to take on any challenge, from small residential complexes to multi-story apartment buildings.
Meanwhile, Palmin’s products are locally manufactured in South Africa and thoroughly quality-checked to ensure consistency, functionality, and excellence.
FIRST-CLASS FACILITIES
Offering obligation-free quotes and in-office consultations, Palmin is on hand to help its clients create their ideal kitchen, turning dreams into reality.
In addition, Palmin understands the importance of a kitchen, which is often the heart of a home. As such, it offers prompt kitchen delivery and installation, usually within 14 to 28 days of consultation.
The company’s showroom and manufacturing facility in Centurion, Gauteng, is where the action takes place. Here, Palmin enables its customers to express their preferences through creation, with a vast plethora of colours, designs, finishes, and layouts to choose from.
In this way, the company’s extensive product range and suite of stocked brands provide customers with the freedom to handpick and design their own beautiful, bespoke designs.
Palmin’s modern manufacturing facilities are equipped to handle both small and largescale manufacturing projects, allowing the company to cater for the wider construction industry as well as private clients.
Over the years, the company has been fortunate to have worked with blue chip companies such as Raubex Building on a variety of social housing, rental units, and student accommodation projects.
Reality!
“We are delighted to be able to contribute to projects that uplift our local communities by partnering with companies like Raubex Building. We look forward to being part of South Africa’s infrastructure expansion journey.”
Palmin is proud to contribute to projects that uplift local communities in partnership with Raubex Building and looks forward to being part of South Africa’s ongoing infrastructure expansion journey.
BRANDS AVAILABLE THROUGH PALMIN
Palmin is proud to offer some of the most recognisable brands in the industry, including ethically sourced wood-based panel products from leading manufacturers such as PG Bison, Sonae Arauco Innovus®, Seno, and Niemann SA. Moreover, the company prides itself on offering premium-quality furniture fittings from respected brands such as Indaux and Blum, whose creative furniture solutions are engineered for convenience and style.
Meanwhile, Palmin’s customers enjoy choosing from a stunning array of work surfaces from the likes of Caesarstone, Cosentino, Silestone, and Dekton, each of whom offer high-durability, attractive porcelain, stone, or quartz worktops made from natural materials.
PREMIUM DESIGN SERVICES
Palmin considers visualisation and design to be an integral part of any client’s journey, regardless of whether this be designing a kitchen layout for a modern office complex or a private contractor. The company understands that, when designing your dream kitchen, it should be
an inviting, functional, and aesthetically pleasing space; this is where Palmin’s expert services and unique colour and texture combinations come in.
The company’s state-of-the-art design experience allows clients to literally ‘see’ their kitchen before the manufacturing process can even begin.
The use of precise technical drawings and specifications, alongside top-of-the-range design software and 3D renderings, offer clients the opportunity to view their layout in real-time. Should the customer wish to proceed, a full floorplan is drawn up and provided upon exchange of contracts.
WHAT CAN PALMIN BRING TO YOUR HOME?
Kitchen
Palmin understands that the kitchen is thought of as the heart of the home.
A central hive of activity, the company believes that a kitchen needs to be stylish, warm, and inviting whilst also comprising sufficient storage space.
Built-in cupboards
Built-in cupboards or wardrobes are a must-have in every home. Storing clothes or shoes, linen or luggage, a well-designed built-in cupboard can provide both dimension and character within any bedroom.
Vanities
Although not essential, vanities can bestow a touch of class upon any bathroom. Whether for decoration or for use as an additional storage space, vanities today
Top-of-the-range finishes
For its kitchens and built-in cupboards, Palmin offers the following finishes for its doors and worktops:
• Door options – melamine, wrap, gloss, textured, matt, textile, veneer, solid wood, and semi-solid wood
It also offers a vast selection of hardware to suit a variety of styles and budgets.
come in a range of different shapes, sizes, and finishes to suit any taste or budget.
Storage Space
Many other areas of the house also require additional storage. From bars and studies to makeup vanities and sculleries, each area of the house can benefit from stylish cupboards or innovative wardrobes to hide unsightly objects – or perhaps just for decorative purposes.
PUTTING THE CUSTOMER FIRST
Palmin is proud to employ friendly, experienced professionals who are not only extraordinarily knowledgeable but are also always ready to assist. Qualified, highly trained staff provide first-class service, both before and after sales.
In addition, Palmin is a proud member of The Kitchen Specialists Association (KSA) and has won Service Excellence awards from the association every year since 2007, including the prestigious ten-year accolade.
Being part of KSA is a huge differentiator for Palmin, setting it apart from the competition. The association offers the company reputability and a status of excellence, particularly due to its nationally recognised accreditations.
Furthermore, Palmin is proudly a BroadBased Black Economic Empowerment (B-BBEE) Level 2 company, emphasising its support for the promotion of economic equality across South Africa and within the company itself.
+27 12 666 8705
rupal@palmin.co.za www.palmin.co.za
RAUBEX BUILDING’S VISION AND MISSION
VISION – To become Southern Africa’s leading construction company and development partner.
MISSION – To pursue its vision through dedication and commitment, striving for excellence and ensuring that the company becomes the partner of choice for large projects, both public and private, in Southern Africa.
“In addition to playing the role of a traditional contractor, we collaborate closely with each of our clients and partners,” Badenhorst reveals.
As a result, the company has seen many clients return to negotiate future contracts.
Through its partnership approach, which leverages the company’s extensive resources and rapid delivery capabilities, Raubex Building’s teams consistently deliver well-designed products that meet and often exceed its clients’ requirements.
“Leveraging our resources and experience, we have successfully
unlocked the ability to package and deliver multiple product types aligned to our markets’ needs on a national basis,” he adds.
In addition, Raubex Building’s partners and suppliers are key to ensuring a smooth and efficient supply chain. As such, the company executes its partnership approach with an emphasis on close collaboration.
“Partners, suppliers, and contractors are key to the successful delivery of quality developments and ensuring they are conducted both safely and profitably,” Badenhorst asserts.
Parkdene
Funsunzi Steel Structures, founded by Mr. K Moonsamy in 2012, builds on his extensive experience as the former owner of Sachwarr Engineering.
With 25 years behind our CEO, Funsunzi is a dynamic company dedicated to establishing longlasting relationships with clients through exceptional service and unmatched quality.
We specialise in structural steel fabrication and erection, utilising advanced equipment including our very own mobile cranes , fleet of trucks and vans and our inhouse laser cutting machines.
Committed to sustainability and community empowerment, we strive to create job opportunities and drive local growth, ensuring a robust future for Africa’s infrastructure.
In 1998, RJ Windows was established by Gienia and Roman Fidytek. Our reputation of quality grew amongst the local building industry. In 2005, a sister company, RJ Door Frames was established, manufacturing steel door frames and cliscoe windows.
Tomasz and Karolina joined the family business as it expanded into the mass housing market, and the national hardware supply.
RJ Group strives to produce quick delivery, quality, and service throughout South Africa.
Our production capacity can handle high volume housing projects and our fleet can deliver throughout South Africa.
Funsunzi Steel Structures: Excellence in Steel
Going forwards, Raubex Building hopes to continue to grow organically through its partnerships whilst expanding its footprint in the Western Cape’s commercial and retail infrastructure sectors.
SOCIALLY RESPONSIBLE
In addition to its building and construction services, Raubex Building has many policies and initiatives in place to prioritise social development.
For example, its preferential procurement policy sees the company actively seek out and prioritise procurement from suppliers that are committed to socioeconomic
Douala Grand Mall
Jewellery Precinct, Kempton Park
development such as small, womenowned, and minority-owned businesses.
“By supporting these types of suppliers, we are able to contribute to the growth and development of underrepresented communities,” Badenhorst prides.
Raubex Building also believes in giving back to the communities in which it operates through corporate social responsibility (CSR) initiatives.
For example, the company supports various causes and organisations focused on improving socioeconomic outcomes for disadvantaged populations with financial donations, employee
“WE BELIEVE THAT BY INVESTING IN OUR COMMUNITIES AND SUPPORTING UNDERREPRESENTED GROUPS, WE CAN CREATE A MORE EQUITABLE AND SUSTAINABLE FUTURE FOR ALL”
– BAREND BADENHORST, MANAGING DIRECTOR, RAUBEX BUILDING
volunteering programmes, and nonprofit organisation partnerships.
In addition, the company is committed to creating a diverse and inclusive workforce that reflects the communities it serves.
“We have policies in place to promote equal opportunities and fair treatment for all employees, regardless of race, gender, age, or other characteristics,” he elaborates.
In this way, it actively recruits and retains employees from diverse backgrounds and provides opportunities for career advancement and professional development.
Thus, Raubex Building is dedicated to making a positive impact on
socioeconomic development through its policies and initiatives.
“We believe that by investing in our communities and supporting underrepresented groups, we can create a more equitable and sustainable future for all,” Badenhorst passionately concludes.
Tel: 011 325 0730
building@raubex.com
www.raubexbuilding.com
Douala Grand Mall
Jewellery Precinct, Kempton Park
BUILDING SOUTH AFRICA’S FUTURE TOGETHER
Proudly providing specialist mining infrastructure services across South Africa for over a decade, G4 Mining and Civils (Pty) Ltd boasts a solid track record for success. Quintin Badenhorst, Managing Director, tells us more about the company’s resilience, competency, and wide-ranging capabilities
Writer: Lily Sawyer | Project Manager: Andrew Marjoram
Having faced ongoing fluctuation in recent years, today’s South African construction industry, although still unpredictable, is optimistic – with imminent government investment forecast to give rise to an average annual growth rate (AAGR) of more than two percent between 2025 and 2028.
Leading provider of specialised
mining infrastructure and civil engineering solutions, G4 Mining and Civils (Pty) Ltd (G4MC), is poised to benefit from this uplift.
“The market has been under pressure, so a downward cycle is understandable – however, this has started to pick up, which is very positive for us,” introduces Quintin Badenhorst, Managing Director.
G4MC’s expertise in reinforced
concrete, geotechnical engineering, bulk earthworks, water infrastructure, and water reticulation services has made it a leader in the South African construction market.
Primarily focusing on local operations, the company remains close to its core market, with the majority of its work taking place in the mining infrastructure sector, where it has built a solid reputation.
“We thrive on the complex and rewarding projects we encounter in this space and have a thorough understanding of the unique needs of the industry,” he elaborates.
GOING THE EXTRA MILE
Setting G4MC apart is its dedicated team of 175 knowledgeable and enthusiastic employees.
“We are privileged to have a team who really go the extra mile to ensure that our projects are executed effectively.”
“Our company structure is reasonably flat, so we find that senior management is personally involved in projects and consequently remain close to the workforce,” Badenhorst informs.
In addition to its staff, an extensive and diverse fleet of in-house plant and equipment adds to G4MC’s impressive arsenal.
With a wide range of machinery at its disposal, including tractor-loaderbackhoes (TLBs), excavators, tippers, 14,000 litre (l) water carts, walkbehind and ride-on rollers, complete with a comprehensive inventory of small tools, the company’s capabilities are extensive.
An on-site workshop enables it to maintain and efficiently service equipment, ensuring it is always ready to meet high workload demands.
Moreover, a carefully managed vendor application process helps G4MC to source additional construction equipment when needed, ensuring that selected partners align with company values and meet its high standards.
“Furthermore, we are wellconnected with key service providers, enabling us to quickly address any operational shortfalls,” he adds.
These key capabilities allow G4MC to confidently take on new contracts and consistently deliver timely projects of the highest standard.
A VAST PORTFOLIO
Of course, G4MC’s competency and expertise are reflected most clearly in its vast portfolio of ongoing projects.
“The successful completion of the Two Rivers Platinum (TRP) Merensky Project this May was a significant milestone for our team,” Badenhorst reveals.
This project involved carrying out extensive civil and earthworks for the crusher facility in Steelport, Limpopo province. The company cast 3,605 cubic metres (cbm) of concrete, used 222 tonnes (t) of reinforcement, and moved 153,000 cbm of earthworks –requiring a total of 457,455 man-hours.
“This project was a strong showcase of our ability to manage complex projects and deliver top-quality outcomes for our clients,” he adds.
G4MC is currently constructing a triple-cell cooling tower and two double-cell pre-cooler structures at Zondereinde, also in Limpopo province.
As the structures are in excess of 20 metres (m) high, this project will require 1,300 cbm of concrete to be cast, 41t of steel reinforcement bars (rebar), and 1,100 square metres (sqm) of formwork.
“At such a height, these structures pose a challenge.
“IT IS IMPORTANT FOR US TO INCREASE THE EFFICIENCY AND SUSTAINABILITY OF OUR OPERATIONS, BENEFITTING BOTH OUR COMPANY AND THE ENVIRONMENT ”
“Attention to detail and strict safety procedures are therefore integral to the project’s success, which we expect to be completed in the first quarter of 2025,” he states.
EXTENSIVE EXPERIENCE
G4MC’s extensive experience in reinforced concrete, particularly within the mining infrastructure sector, is a key differentiator for the company.
“Our capabilities include completing projects ranging from the construction of cooling towers to foundations for steel structures to motor control centres (MCC), mine stores, winder houses, and winder foundations,” Badenhorst informs.
The company has also worked on both shaft collars and chrome mine reflux classifiers, concretising its broad range of expertise.
SUPPORTING COMMUNITIES
G4MC believes that engaging with local communities is a top priority and essential not only in supporting the growth of the area, but also enhancing the broader purpose of its work. The company’s recent projects include:
· LERUTLE PRIMARY SCHOOL, BENONI – G4MC is proud of its ongoing partnership with Lerutle Primary School, where it has donated science kits and books to aid in the education of students. Supporting education in this way helps foster a future generation equipped with the tools for success.
· BARUAKGOMO AGRICULTURAL COOPERATIVE – During its time at the Waterval Smelter, Rustenburg, G4MC donated a SHORTi Husky MT50 fodder mixer to Baruakgomo Agricultural Cooperative, a small local business. Established in 2011, the cooperative comprises 11 farmers who primarily focus on cattle farming. G4MC’s donation supports these farmers in their efforts to improve productivity and sustainability.
“Community work is vital to our business because it builds strong local relationships and gives our work a purpose beyond financial success. By investing in the future of our community, we aim to create a lasting and positive impact,” enthuses Badenhorst.
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In addition, having successfully completed projects involving thickener foundations, surge bins, dense media separation (DMS) plants, filter presses, and overland conveyor support foundations, G4MC
has a strong track record in material building.
Meanwhile, having an internal quality management system (QMS) helps the company to define risks clearly.
“An effective QMS is vital in our industry and has become an important part of the tendering process,” he details.
This is because recent industry requirements now compel construction companies to consider their environmental impact.
“We understand our role in the mining industry and its effect on the planet. It is important for us to increase the efficiency and sustainability of our operations, benefitting both our company and the environment.”
As the business works to determine how it might reduce its environmental impact in a highly carbon-dependant industry, it looks to its colleagues for guidance as it continues to learn and grow.
A TEAM EFFORT
G4MC recognises that a company’s success does not rely on the sole efforts of an individual but on collective effort.
AFRICA OUTLOOK: COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER TO DATE AND EXPLAIN HOW YOU BECAME INTERESTED IN THE CONSTRUCTION INDUSTRY?
QUINTIN BADENHORST, MANAGING DIRECTOR:
“I graduated from Technicon Witwatersrand with a B-Tech degree in Civil Engineering (Structural) and have over 30 years of experience in the construction industry.
“I joined G4 Civils in 2005, before taking on the role as Managing Director of G4MC
“I became interested in the industry as I had been exposed to construction my whole life – my father had his own company. I used to go to the site with him during the school holidays and always enjoyed the practical aspects of the industry combined with seeing how things were constructed.
“Initially, I was a bursary student with Basil Read Mining, working on both surface and underground projects, so I was exposed to the mining industry and environment from inception.”
The company’s staff have played an integral role in its growth over the last 10 years, demonstrating the adaptability and willingness to tackle new challenges – even beyond their assigned roles.
“We deeply appreciate our workforce, who ensure we continuously learn and push ourselves to new heights,” Badenhorst reflects.
Moreover, G4MC is proud that many of its current staff have remained with the company for several years, with engineering students who joined 15 years ago still playing an integral role today.
“Several of these individuals are even shareholders now, helping us to meet our broad-based black economic empowerment (B-BBEE) targets and compliance initiatives,” he prides.
As Managing Director, Badenhorst’s role is to set the tone and lead by example. By conducting fair and ethical business practices, he seeks to ensure these principles are deeply ingrained within the company’s culture.
“I truly enjoy what I do, so putting in the hours and working alongside the various teams is something I value.”
“WE ARE PRIVILEGED TO HAVE A TEAM WHO REALLY GO THE EXTRA MILE TO ENSURE THAT OUR PROJECTS ARE EXECUTED EFFECTIVELY”
Going forwards, G4MC is working to better align its in-house system with occupational health and safety certification ISO 45001.
It also seeks to have at least six operating sites in 2025, which will require an additional plant, equipment, and a site manager, each of which is currently being procured.
Elsewhere, workforce skills development and internal knowledge training are currently underway, whilst an updated website and increased social media presence are hoped to optimise the company’s visibility.
“We are excited to see what new
opportunities and exposure the coming year may bring,” Badenhorst concludes.
Tel: +27 (0)11 100 7126
info@g4miningandcivils.co.za
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Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
GUINEA’S COMMERCIAL GATEWAY
Activities at Guinea’s main commercial port are regulated, monitored, and controlled by the Autonomous Port of Conakry, whose Managing Director, Biro Diallo, discusses its strategic location and investments to improve performance
Writer: Jack Salter | Project Manager: Josh Whiteside
As the primary commercial port in Guinea, the Port of Conakry plays a leading role in the national economy.
90 percent of foreign trade in the West African country is carried out at the port, whose services include handling, towing, mooring, and ship security.
The Port of Conakry comprises four main terminals – container, conventional, hydrocarbon, and mining – in addition to an artisanal fishing port. These terminals are granted to private operators who are responsible for making necessary investments in the development of port infrastructure and equipment.
With 13 berths
ranging from depths of -9 to -13 metres (m) and a basin that can accommodate drafts of -10m at low tide, the port therefore has a diverse client base as it is capable of receiving all types of vessels, including container and roll-on/ roll-off (Ro-Ro) ships carrying goods such as rice, sugar, wheat, oil, cement, bauxite, and alumina.
“The vision of the Port of Conakry is to become a hub in the West African subregion, where the market is very competitive with the presence of several ports in the Gulf of Guinea,” outlines Biro Diallo, Managing Director of the port authority – the Autonomous Port of Conakry (APC).
“We are working to improve the quality of our offerings and infrastructure through major investment,” he adds.
ADVANTAGEOUS LOCATION
Located in the capital and largest city in Guinea, the Port of Conakry’s strategy lies in serving hinterland countries without maritime frontage.
Although competition from its West African neighbours is extensive, the port has a comparative advantage as Conakry is located 974 kilometres (km) from Bamako (Mali), 1,183km from Dakar (Senegal), and 1,747km from Abidjan (Ivory Coast).
“To capitalise on this strategic geographical position, we must carry out a commercial attack on the Malian market, which has enormous potential in terms of importing and exporting food, oil, and cotton products,” Diallo outlines, citing Mali as one of the world’s leading exporters of cotton with 300,000 tonnes (t) harvested every year.
“WE ARE WORKING TO IMPROVE THE QUALITY OF OUR OFFERINGS AND INFRASTRUCTURE THROUGH MAJOR INVESTMENT”
– BIRO DIALLO, MANAGING DIRECTOR, AUTONOMOUS PORT OF CONAKRY
This strategy was materialised with the launch of the first Malian cotton convoy through a commercial protocol, allowing 115,000t of stretch cotton to pass through the Port of Conakry.
“On top of that, we need investments in port, road, and rail infrastructure to reduce administrative, security, and customs processes on the Conakry-Bamako corridor,” adds Diallo.
In terms of sustainable solutions, the Port of Conakry is also expanding
its storage capacity for goods to 500,000 20-foot equivalent units (TEUs) by the end of the decade, which will increase the port’s Malian market share.
INVESTING IN PERFORMANCE
Such investments are key to the success of the Port of Conakry, whose container terminal was also granted €500 million of funding in 2011 by French conglomerate, Bolloré.
This has allowed the port to
acquire 12 rubber-tyred gantries (RTGs) as well as two quay gantries on rails, increasing the capacity for handling goods to a rate of 60 containers per hour.
The investment has also been put towards rehabilitating a 270m quay, constructing a 340m linear quay built to depths of -13m, and developing 24,000 square metres (sqm) of land to increase the Port of Conakry’s storage capacity.
“These investments have improved the performance of the port in terms
of loading and unloading rates,” Diallo acclaims.
A six-hectare extension of the western zone of the Port of Conakry has also increased port traffic and congestion at the container terminal.
Elsewhere, structuring projects are underway at the conventional terminal, managed by Turkish multinational conglomerate, the Albayrak Group, who granted USD$500 million of investment into the Port of Conakry in 2018.
The works being carried out concern public lighting, the development and construction of quays and open land, acquisition of two cranes with a capacity of 120t, and construction of a 4.2km penetrating road and parking lot for 1,200 trucks and related services.
“These large-scale projects are likely to improve our attractiveness and service offering to port users in order to make the Port of Conakry a competitive port in the subregion,” states Diallo.
AFRICA OUTLOOK: WHY IS THE INDUSTRY BOOMING IN GUINEA?
Biro Diallo, Managing Director: “The industry in Guinea has been booming for a decade thanks to registered foreign direct investment (FDI). Labour is very affordable, security and justice conditions are met to reassure investors in order to provide capital, and investment and tax laws are competitive and responsive to investor needs.
“A favourable business climate is guaranteed by an investment code that reassures and secures investments. Thanks to all these efforts, Guinea earns points every year in the World Bank’s Ease of Doing Business rankings.
“The incentive reforms of the Guinean authorities are also likely to protect public assets through good governance and the fight against corruption.”
Africa Global Logistics: At the Heart of Local Economic Development in Guinea
The subsidiaries of the Africa Global Logistics (AGL) group in Guinea are important players in the provision of logistics, transport, and transit solutions in the country.
With more than 800 employees, 99 percent of whom are nationals, the company’s staff base is spread across strategic sites such as Conakry, Kamsar, and Moribaya. AGL Guinea’s Conakry Terminal, in particular, contributes to socioeconomic development by investing in the training and supervision of its local teams.
The project is part of a societal policy aimed at supporting the Guinean populations through solidarity initiatives and local development. Alongside its commitments to local content, AGL Guinea promotes the transfer of skills and creates sustainable jobs for the nation’s populations. As an organisation, AGL’s initiative in Guinea is based around the idea that the development of the local economic fabric is essential to guaranteeing longterm growth.
One of the most notable aspects of this commitment is the recent creation of a joint venture (JV) between AGL Guinea and a national transport company, which combines the in-depth expertise of the country’s transport sector with organisational solidity, making it possible to modernise and improve the efficiency of goods transportation.
Approximately 200 jobs have been created for young Guineans, serving an initial fleet of more than 60 trucks. This JV allows its clients to benefit from AGL’s international expertise and the recognised local skills of its partner to meet the needs of an increasingly demanding Guinean market.
Thanks to this successful partnership, AGL Guinea will actively involve local players in major logistics operations across key sectors such as mining, agriculture, and industry, whilst also stimulating a transport offering that takes into account the requirements of international investors.
The JV marks a new path that enriches Guinea’s logistics sector whilst also ensuring that the wealth generated remains in the national economy.
The Kagbelen Dry Port: Logistics Centre of
Excellence for Major Mining Projects
The Kagbelen dry port presents itself as a key element for strengthening Guinea’s logistics infrastructure, particularly for the industrial and mining sectors. The Kagbelen site asserts itself as a major strategic project for the economic development of Guinea, playing an essential role in expanding the country’s logistical capacities whilst increasing the efficiency of trade.
To better understand this project, we discussed with Emmanuel Masson, General Director of Conakry Terminal, a few points on Kagbelen dry port and the impact it is having on major projects.
Firstly, please could you provide a brief overview of the Kagbelen dry port.
Emmanuel Masson, General Manager of Conakry Terminal (EM): The Kagbelen dry port is an extension of the container and vehicle operations at Conakry Terminal.
Located approximately 35 kilometres from the terminal, the Kagbelen dry port operators have the opportunity to pick up or drop off their containers without having to go to the seaport, benefitting from temporary storage at a low cost. This system aims to relieve congestion at Conakry Terminal while improving the efficiency of trade and logistics activities.
Who are the target audience for the services offered by the Kagbelen dry port and what impact can it have on major projects?
EM: Dry port services are mainly intended for the mining industries, which represent a key sector of
the Guinean economy, as well as companies located in the Kagbelen industrial zone. The dry port therefore makes it possible to store and manage the flow of goods, reducing pressure on the Conakry Terminal whilst facilitating transport to mining areas within the nation and other inland countries.
As key logistical support for large mining projects, the Kagbelen dry port is designed with suitable infrastructure, such as dedicated spaces for storing containers and mining equipment. Its proximity to the country’s main roads allows for the rapid movement of goods between Conakry Terminal and the mining sites, thus contributing to the competitiveness of exporting companies and the modernisation of Guinea’s infrastructure.
What does the Kagbelen dry port represent to you?
EM: The development of the Kagbelen dry port illustrates a strong commitment to optimising logistics infrastructure and supporting major economic projects in Guinea, with direct benefits for the national economy. Thanks to its vast facilities, the dry port also allows the storage and management of goods flow, thus reducing the pressure exerted on the Conakry Terminal and facilitating operations for economic operators.
Conakry Terminal: From Performance to Economic Growth
The container terminal of the autonomous Conakry Terminal plays a crucial role in the economic transformation of Guinea, strengthening its position as a crossroads of trade in West Africa.
Thanks to major investments made by the subsidiary of AGL, the capacity and efficiency of the terminal have seen notable progress. With the extension of the quays and the acquisition of modern equipment, the Conakry Terminal is now capable of accommodating larger ships, thus increasing the competitiveness of the port on a regional scale.
The project investments are being continued to deploy a second extension of the terminal, currently being implemented, which will double its reception capacity.
This project is about preparing for the future, and the figures speak for themselves: from 269 stopovers recorded, 286,286 twenty-foot equivalent units (TEUs) were handled and 30,681 vehicles unloaded in 2023. We hope to reach 345,000 TEUs and 35,000 vehicles by the end of 2024.
Conakry Terminal is also pursuing an Operational Excellence programme that aims to optimise the management of goods flows both for the benefit of international shipowners and national and regional economic operators. This improvement in performance translates into increased fluidity of
commercial exchanges, as well as a reduction in waiting times for stranded ships. The programme will also increase the port’s attractiveness to the world’s largest shipowners, who have strengthened their service to Conakry Terminal.
Ultimately, this allows Guinea to benefit from world-class maritime services.
The Conakry Terminal not only serves the country, but also plays a crucial role in regional connectivity, facilitating trade with landlocked countries like Mali and Burkina Faso. This regional dynamic stimulates foreign direct investment, attracted by the efficiency of the port’s infrastructure.
In addition, the development of the terminal has a significant impact on the local
economy, particularly in terms of job creation across logistics, transport, and handling, thus contributing to the reduction of unemployment and economic development in the country.
AGL: Leaders in the Field of Logistics and Transport in Guinea
Present in Guinea since the 1990s, AGL Guinea is an essential pillar of the logistics sector that offers a range of strategic services to support the country’s trade and economic development.
Its integrated services, which cover multimodal transport (maritime, land and air), customs and administrative solutions, port logistics, as well as supply chain management, enable the company to effectively facilitate trade, both at the national and hinterland level.
With a strong commitment to sustainable development, AGL Guinea places innovation and social responsibility at the heart of its mission. Its corporate social responsibility (CSR) programme
aims to strengthen social inclusion in the country by investing in the training of local talents and implementing environmentally-friendly practices. This includes adopting green technologies and promoting multimodal transportation to reduce the company’s ecological footprint.
By supporting the creation of efficient transport corridors and participating in key infrastructure projects, such as the development of ports and rail networks, AGL actively contributes to the improvement of logistics infrastructure in Guinea.
Thanks to its expertise, the company positions itself as a key player in meeting the varied logistics needs of its customers and partners, while promoting sustainable economic growth in Guinea.
AFRICA OUTLOOK: HOW DID YOU BECOME INVOLVED IN THE SUPPLY CHAIN SECTOR?
Biro Diallo, Managing Director: “Before taking up my highly strategic position in Guinea’s maritime and port industry, I spent most of my career in mining and quarrying.
“My career started as a civil engineer on construction projects at Laing O’Rourke. I then found myself as Director of Mine Infrastructure at Rio Tinto Iron Ore, where I worked on the pre-feasibility and feasibility phases of the Simandou project, the largest iron deposit in the world.
“After climbing through the ranks as Director of Operations in Guinea, I was promoted to Country Director of Rio Tinto Simfer, before benefitting from the confidence of the interim President of Guinea, Mamady Doumbouya, to assume the duties of Managing Director of APC on 14th December 2021.
“I had the passion to evolve in the public sector after a great experience in the private sector. My goal was to impact the lives of disadvantaged populations and classes, and I think I made the right choice because I feel very fulfilled.”
A PLATFORM FOR PEOPLE
The Port of Conakry constitutes a “real social absorption platform,” according to Diallo, directly employing 6,000 members of staff as well as creating 15,000 indirect jobs. APC, which Diallo is responsible for leading, has 310 employees – including 164 women – with executives in various specialities such as engineers, lawyers, economists, graphic designers, and security agents.
“As soon as I took office, I initiated institutional reforms to create emulation amongst personnel and define a regulatory framework for the attributions of each workstation,” he tells us.
“The appointment criteria are competence, team spirit, and commitment. I opt for participatory management and give more responsibility to my employees for collegial management.”
Since taking office, Diallo has met
highly motivated employees who are determined to support his initiatives and contribute significantly to the outcomes obtained by the Port of Conakry.
Along with its staff, reforms that allow the port to operate 24/7 have been a catalyst for several of its recorded results.
“This has created a synergy of action across all actors, including the Port of Conakry, police, gendarmerie, customs, and even the union of carriers.
“I dare to hope that we will stay the course of reforms for the prosperity of Guinea,” concludes Diallo.
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INVIGORATING DIGITAL
INFRASTRUCTURE
Vertiv is a multinational provider of critical infrastructure and services for data centres, communication networks, and commercial and industrial environments across Africa.
Wojtek Piorko, Managing Director – Africa, reveals the company’s tried and tested recipe for success throughout the continent
Writer: Ed Budds
Project Manager: Ryan Gray
In a continent with 54 countries, the one thing that Africa can be sure of is constant change.
Parallel to this, the continent’s technology landscape continues to grow and evolve year on year.
As such, the increasing demand in Africa for cloud services, mobile internet usage, and digital transformation across a multitude of industries is driving a surge in data centre construction.
AFRICA OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE TECHNOLOGY INDUSTRY?
“There’s a growing need for efficient, scalable, and resilient infrastructure to support this boom. It is great to see a good mix of local governmental and private investments, with global players coming to Africa as well,” introduces Wojtek Piorko, Managing Director –Africa at Vertiv.
Elsewhere, the rollout of 5G networks across the continent is expected to accelerate over the next decade, driving demand for network infrastructure and edge computing solutions to handle the data traffic increase.
“Telecommunications companies (telcos) have historically held a very strong position within the market due
Wojtek Piorko, Managing Director – Africa: “I have more than 25 years of technical and management experience, working across various sectors, from telecommunications to IT.
“My first job was as a technical support specialist for Business Power Systems, where I supported the sales team and contributed new ideas to the engineering team.
“Following several technical, sales, and management positions with global technology and engineering solutions providers, working with customers in Poland and neighbouring countries, I started my career with Vertiv in 2001 as Sales Manager for Poland and the Baltics, Ukraine, and Belarus.
“After joining the Vertiv Middle East and Africa (MEA) team 10 years ago, I ran sales, application engineering, and marketing, and now hold the position of Managing Director – Africa. Within this role, I am now tasked with driving our exciting ‘Africa for Africa’ programme that will allow the business to grow and increase market penetration in the region.”
Vertiv leaders at official opening of African office
to huge infrastructure projects and impressive networks, and they still do today,” he adds.
In addition, countries across the continent are increasingly focused on reducing energy consumption and carbon emissions, especially in powerintensive industries like data centres. Moreover, sustainability is becoming a priority for businesses and governments alike, with many African nations having already implemented privacy laws and others working on relevant legislation.
GROWING THE BRAND
Vertiv offers critical infrastructure technologies and rapidly deployable customised solutions to meet specific
“WE LEVERAGE OUR PORTFOLIO OF HARDWARE, SOFTWARE, ANALYTICS, AND SERVICES TO ENABLE OUR CUSTOMERS’ VITAL APPLICATIONS TO RUN CONTINUOUSLY, PERFORM OPTIMALLY, AND SCALE WITH BUSINESS NEEDS”
–
WOJTEK PIORKO, MANAGING DIRECTOR – AFRICA, VERTIV
business requirements and needs.
“We leverage our portfolio of hardware, software, analytics, and services to enable our customers’ vital applications to run continuously, perform optimally, and scale with business needs,” Piorko sets out.
The company primarily serves three main verticals – data centres, communication networks, and commercial and industrial environments.
As of today, Vertiv has grown impressively to host 30,000 employees and serve in excess of 130 countries across the globe, with 23 manufacturing and assembly locations, 240+ service centres, more than 3,500 service field engineers, over 190 technical
support and response employees, as well as 19 customer experience centres worldwide.
“Nearly all aspects of our lives involve the use of technology; it is how we work, play, and do anything in between. This connectivity or use of data is built into the very fabric of our society and vital to human progress,” he expands.
Vertiv believes there is a better way to meet this accelerating demand for data – one driven by passion and innovation.
INNOVATION AND QUALITY
Vertiv has become known for its quality range of reliable products and robust service offerings across critical
Vertiv liquid cooling system
infrastructure domains like power, thermal management, and IT systems.
“We have a strong focus on innovation, especially in areas such as energy-efficient data centre cooling, lithium-ion battery integration, and modular infrastructure solutions, as well as serious investment in R&D to drive advancements in critical infrastructure, addressing emerging trends like artificial intelligence (AI), edge computing, and 5G,” Piorko says with pride.
As a business, Vertiv places significant emphasis on developing innovative and energyefficient solutions, which are becoming increasingly important as organisations across the world seek to reduce their carbon footprint and act in a more sustainable manner.
STRONGER TOGETHER
Since implementing its ‘Africa for Africa’ initiative, Vertiv has aimed to ensure that the entire continent is incorporated into its global supply chain.
“During the COVID19 pandemic, I believe the world learned the hard way how important a reliable and resilient supply chain is,” Piorko recalls.
“We currently have a number of suppliers, so we leverage open communication and robust forecasting to make sure we deliver on our commitments regarding lead
“In Africa, our main differentiator is a great blend of a worldwide presence and local expertise, added on top of a wide range of products and services,” he continues.
Boasting a formidable range of
capabilities, it would be difficult to find a project in the market for which Vertiv does not have a solution.
“We value customers’ trust in us to develop solutions that sometimes do not even exist on the market yet – in fact, we developed one platform specifically for African customers!”
Vertiv’s local network of partners and suppliers is critical to its continued expansion within Africa and support for local customers in meeting their efficiency, scalability, and sustainability goals.
“It’s also worth mentioning that there is a global effort from Vertiv to make sure, with our rapidly growing customer base, that we have enough capacity in manufacturing plants to meet demand requirements.”
Also key to achieving this is the vital role played by Vertiv’s management team, which is made up of experienced and knowledgeable staff members.
“When there is an issue to be resolved, everyone is encouraged to weigh in on solutions, which we then discuss to make sure we are proposing the best options for our customers’ unique needs,” Piorko tells us.
Working with so many different nationalities and cultures has helped Vertiv understand that the keys to success moving forward will always be built on three simple pillars –communication, trust, and respect.
Vertiv 360AI
Vertiv TimberMod
EXPERTS IN EVERYTHING DATA CENTRE
EVOLUTION FROM EVALUATION
Dedicated to consistent growth and evolution, Vertiv always looks to improve and expand the business.
“I try to analyse how can we make sure that we’ve created an environment that will help to deliver on and exceed commitments,” details Piorko.
“I am always searching for how I can support my team in terms of career progression and contribute better by developing my own skills,” he confirms.
Priority number one for the company is, of course, delivering on growth expectations, but this
outcome is derived from a number of activities performed by its team – building market visibility, understanding customer pain points in order to present the right solutions, closing the sales process, and successfully delivering projects in a timely fashion and with a quality aftersales service.
“This is all heavily dependent on the experience and skills of our teams across all business functions, hence my focus on how we can develop, educate, and train our team.
“I see myself as a contributor to all those activities, so my personal development is critical as well – each
year, I set a priority list for myself.”
Notably, as a result of this companywide dedication to continuous growth, Vertiv most recently opened a new Nigerian office and customer showroom in Lagos last year.
This followed the formal opening of its African headquarters in Johannesburg, whilst the company also established a similar facility in Nairobi, Kenya in 2022.
“Looking to continue this pathway of expansion, we currently have a direct presence in five African countries, including Kenya, Morocco, and Egypt, and are closely watching new high-demand areas,” Piorko concludes.
Vertiv DynaFlex battery energy storage system (BESS)
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
If you could work in another industry, what would it be and why?
Quintin Badenhorst
Managing Director, G4 Mining and Civils (Pty) Ltd
"I honestly couldn't see myself doing so. If I had the chance to do it all again, I would choose the same path.
“Over the years, I’ve had the privilege of meeting many interesting and diverse people, and these experiences have shaped me into the person I am today.
“My father was instrumental in my career, and I am very grateful for his guidance and support throughout the years.
“In 2022, I had the privilege of reconnecting with Alf Wood in the
UK – he was my first employer as the Managing Director of Basil Read Mining. Although I left the company in 1997, we’ve managed to keep in touch ever since.
“Lex Henning, the Managing Director whilst I worked at Civcon Civil Engineering, is another person from whom I learnt a great deal. His experience and work ethic were invaluable, and under his mentorship, I adopted many principles that I continue to apply in my business today.”
Derek Wallace Managing Director – Projects Division,
WBHO
“Project finance. I enjoy the financial side of projects, and infrastructure projects make meaningful contributions to countries.”
Frederic Heintz
General Manager, Petromar
“Petromar is focused on the oil and gas sector.
Yet, we have been supporting crew transfer vessels with services for the maintenance of their ships.
“Should there be wider development of wind farms or solar plants of a magnitude that would require Petromar’s competences and assets, we’ll certainly look into it.”
Barend Badenhorst
Managing Director, Raubex Building
"I would potentially look at staying on projects post-completion – annuities and capital growth potential.”
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Consulting firm in business law tax and customs
JCW is a legal and tax consultancy firm.
JCW has been assisting several mining companies in the exploration and exploitation phases for several years.
In addition to mining companies, JCW also assists mining subcontracting companies.
We are based in Côte d’Ivoire. However, we also operate in Burkina Faso, Mali, Guinea Conakry, Niger, and the Democratic Republic of Congo through our local partners.
For the past 10 years, JCW has been an active member of the Groupement Professionnel des Miniers de Côte d’Ivoire (GPMCI).
We provide advice and support in the areas of business law, taxation and customs.
Our firm stands out for:
• The diverse experience of our managers.
• The youth and dynamism of our team.
• Expertise in the variety and complexity of the work we do.
