Africa Outlook - Issue 56 by Outlook Publishing

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AFRICA ISSUE 56

BUSINESS TRAVEL 26 Smart city, smart growth: City slickness is required to realise African visitor potential

PHILAFRICA FOODS (PTY) LTD

Business with a purpose

ALSO FEATURING: T H E N E R G Y

AWASH INSURANCE COMPANY 60

IMPALA GLASS INDUSTRIES LTD 84

Encouraging the development of one society

P J

D A V E

G R O U P

Enabling a strong network of glass industry specialists

W E M A

B A N K

Business Travel Guides

A complete guide to Africa’s leading business travel destinations

S E Y C H E L L E S

AFRICA

Seychelles With the advent of the Blue Economy and the ongoing guidance of the Seychelles Tourism Board, the country looks set to thrive as a vibrant regional and international business hub Writer: Matthew Staff | Project Manager: Joe Palliser omprising 115 islands and many more reasons to visit, the Republic of Seychelles is merging brains with beauty as it looks to instil heightened levels of economic astuteness into its naturally stunning surroundings. The archipelago houses less than 100,000 native residents and as such is the smallest of all sovereign African nations. However, across both the outer and inner footprints of the country - and especially within its capital, Victoria - the nation continues to punch above its weight and thrive as much more than a paradise destination. Inevitably, tourism has and will continue to play a pivotal role in the growth of the country, leveraging its hot and humid environment, and

FACTS & FIGURES

Languages: Area: Population (2016): GDP (2015): Currency: Time zone: Dialling code: Internet TLD:

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English, French, Seychellois 459 square kilometres 94,000+ $2.76 billion Seychellois rupee UTC+4 +248 .sc

its picturesque aesthetics, to facilitate a tourism infrastructure that now also lends itself to myriad industries and sub-sectors for the business world to explore too. “Seychelles has evolved greatly in recent years and this has been largely due to a greater volume of business created by enhanced visibility of the brand and also greater connectivity by a growing number of airlines servicing the archipelago,” affirms the Seychelles Tourism Board. “This combination of factors favourable to growth has been further nurtured by years of economic, social and political harmony with which the country has been blessed.” Ultimately, what has now been created is a masqueraded hub of economic acumen nestled among the palm trees and white sands that grace the numerous small islands.

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Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 185,000 each month. To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser or Ryan Gray to find out more.

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W E L C O M E

AFRICA

Taking the Initiative AFRICA For the past three years Africa Outlook has teamed up with the African Mining Indaba to bring you the latest news, trends and success stories from one of the continent’s most significant industries. 2018 will be no different, and we will be previewing the event itself in our December edition next month. However, to get a slight headstart, November’s issue is kicked-off by PW Ghana; a Company that enjoys a view of the sector from within the confines of the industry, as well as from the periphery via its construction and civil engineering roots. Complementing this industrial focus is Hooper and Louw Construction, while we also take a more general overview of the key sectors currently defining Africa’s economic growth via EY’s annual FDI report. Mining inevitably features heavily once again, but who are the primary countries set to grow over the course of 2017 and ‘18? Inevitably, agriculture will be a similarly pivotal enabler moving forward, and one company looking to capitalise on unexposed nations and untouched opportunities in the agri domain is Philafrica Foods; a company that is still in its early stages of trying to build a ‘business with a purpose’. The AFGRI partner could do a lot worse than to try and emulate Kenyan company, PJ Dave Group in the long run, a business that is already reputed on an international scale courtesy of its unrivalled rose varieties, and that is looking to broaden its footprint even further in the years to come. Elsewhere across our penultimate showcasing assortment of 2017, finance and manufacturing feature prominently. The former is accounted for by Ethiopia’s Awash Insurance Company in the east and Nigeria’s Wema Bank in the west; while the latter features Impala Glass Industries and Kaizen Refractories - two businesses placing efficiency at the heart of their operational excellence goals. Finally, we take a break from our travels across the continent’s leading business travel destinations this month and instead take a step back to analyse the wider trends shaping the sector at present. Dr Thomas Hillig of THEnergy analyses the growth of energy efficient safari lodges, W Hospitality Group reports on the West African hotel pipeline, and The Mastercard Global Destinations Cities Index provides insight into the role of smart cities in tourism development. www.africaoutlookmag.com

ISSUE 56

BUSINESS TRAVEL 26 Smart city, smart growth: City slickness is required to realise African visitor potential

PHILAFRICA FOODS (PTY) LTD

Business with a purpose

ALSO FEATURING: T H E N E R G Y

P J

AWASH INSURANCE

IMPALA GLASS INDUSTRIES

COMPANY 60 Encouraging the development of one society

D A V E

G R O U P

LTD 84 Enabling a strong network of glass industry specialists

W E M A

B A N K

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Phoebe Calver phoebe.calver@outlookpublishing.com

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advert Designer: Devon Collins devon.collins@outlookpublishing.com Images: Thinkstock by Getty Images

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Heads of Projects: Joshua Mann joshua.mann@outlookpublishing.com Kane Weller kane.weller@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Training Development Manager: Eddie Clinton eddie.clinton@outlookpublishing.com Sales Managers: Joe Palliser joe.palliser@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Project Managers: Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Stuart Parker stuart.parker@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Office & Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com WEB DESIGN: Hamit Saka IT: James Le-May

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

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Matthew Staff

Editorial Director, Outlook Publishing

Enjoy the issue!

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N 28

In this issue...

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

M I N I N G &R E S O U RC E S

PW GHANA Your Engineering Partner in Africa

Civil engineering fuelled by initiative and innovation

NEWS

All the latest stories from across Africa

ECONOMY FDI Fragility

Intercontinental investment presents a mixed bag

A G R I C U L T U R E

PHILAFRICA FOODS (PTY) LTD Food Across Africa Business with a purpose

BUSINESSTRAVEL

Developing the West African Hotel Pipeline

Ahead of the Game

W Hospitality Group reports on continental growth and transformation

THEnergy’s Dr Thomas Hillig outlines the solar safari strategy

Smart City, Smart Growth

City slickness is required to realise African visitor potential

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PJ DAVE GROUP Ahead of the Best

Eco-friendly flower farming

AFRICA F

106

AWASH INSURANCE COMPANY Future, Growth and Prosperity

HOOPER AND LOUW CONSTRUCTION Hands-On Project Management

Dedication to long-term client relationships

Encouraging the development of one society

MANUFACTURING

IMPALA GLASS INDUSTRIES LTD Glass That Spells Class Enabling a strong network of glass industry specialists

90 64

KIFIYA FINANCIAL TECHNOLOGY Single Window Service

WEMA BANK With You. All the Way

KAIZEN REFRACTORIES (PTY) LTD Quality of Service Ironclad continuous improvement

Improving the lives of customers

110

SOUTH POINT Living It Up

120

SHAYONA CEMENT CORPORATION LTD Cementing a Strong Future

The trendy way to bank

A priceless contribution to Malawi’s building industry

124 T E C H N O L O G Y

94 76

WAICA REINSURANCE CORPORATION PLC Surely Reinsured

Africa’s ubiquitous reinsurance company

South Africa’s largest and leading accommodation provider

SCHNEIDER ELECTRIC Access to Energy for Everyone

Energising Southern Africa through sustainable innovation

Creating environments that improve people’s lives

E V E N T

128

THIKA GREENS Golf City

Creating wholesome lifestyles

F O C U S

REGIONAL ENERGY CO-OPERATION SUMMIT 2018

Unlocking West Africa’s investments in energy and infrastructure

CONSTRUCTION

100

ATHENA PROPERTIES LTD Redefining Lifestyles

130

EAST AFRICA ENERGY & INFRASTRUCTURE SUMMIT

Energy and infrastructure investment drives East African growth and development

132

AFRICA ENERGY FORUM: OFF THE GRID

134

MANUFACTURERS MEET AFRICA (MMA)

Africa can and must create an enabling environment for the off-grid sector

One trade, one Africa

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OIL & GAS

percent of India’s overall imports, while the share of African crude fell to about 10.5 percent, the lowest since November, 2012. India’s oil imports in October totalled 4.1 million bpd, a decline of 15 percent over September, when they hit a monthly record. The imports were also 4.6 percent lower than a year ago. Of that, around 430,000 bpd came from Africa, the lowest Surging US crude output has made level since March, 2013. West Texas Intermediate (WTI)-linked Supply disruptions in Nigeria also American oil relatively cheap compared dented its exports, forcing Indian with the international benchmark, refiners to seek supplies elsewhere. Brent, which has been propped up by Recently the share of the Middle East supply cuts led by the Organisation crude in India’s overall imports rose of the Petroleum Exporting Countries to its highest in about a year, making (OPEC). up almost 70 percent of all supplies, “In the last few months, US oil shipping around 2.8 million bpd. gave tough competition to the African Ramchandran said India’s new and grades and the price difference expanded refineries were geared (between WTI and Brent) was good towards processing heavy oil from enough to cover the freight,” adds R the Middle East. Ramachandran, head of refineries at “Instead of low sulphur, refiners Bharat Petroleum Corp. are looking at medium sulphur oil, so US crude oil exports to India were cargoes are shifting from West Africa unheard of until 2015, when Washington to the Middle East,” Ramachandran eased tight export restrictions in parallel concludes. with its growing output. India’s biggest oil supplier is Iraq, Rising steadily this year, US oil in followed by Saudi Arabia. Iran replaced October accounted for about three Nigeria as the third-biggest supplier.

Middle East and US Crude Oil Curbs Indian Appetite for African Supplies India’s imports of African crude oil in October plunged to their lowest in more than four years, with the world’s third highest oil consumer increasingly turning to cheaper supplies from the United States and heavier Middle Eastern grades. In the US, crude production has soared more than 14 percent since mid-2016 to 9.65 million barrels per day (bpd), altering trade routes as its relatively cheap and light grades become a viable import option for Asian refiners. “Earlier in Asia, West African oil was competing with Middle East grades, but now it has a new competitor of the US,” explains Ehsan Ul-Haq, director of crude oil and refined products at consultancy, Resource Economist.

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AFRICA OIL & GAS

competitive tendering. A new petroleum law requires oil contracts to be awarded through open and competitive tender, it also allows direct negotiation when necessary and justifiable. ExxonMobil signed a Memorandum of Understanding with Ghana in 2015

to assess its Deepwater Cape Three Point (DCTP) region, 150 km off the coast with water depth ranging between 2,000 and 4,000 metres (6,500 and 13,000 feet). Adam said the Government considered the ExxonMobil bid important, given the firm’s experience and capability in deepwater operations. “Ultra-deepwater exploration is beyond the reach of current technology and we believe operators with strong research and development capabilities such as ExxonMobil are needed to unlock the potentials,” Adam said. Ghana, which also produces cocoa and gold, expects to ramp up oil production to around 250,000 barrels per day by 2019, from four oil fields including Jubilee whose current combined average annual output is around 100,000 bpd.

restore stability and revive the industry. “The average occupancy rate at hotels in Egypt has increased by 20-25 percent this year,” Ghali said on the sidelines of an event to promote investment in Port Said. Ghali added that the number of visitors to the North African country is expected to continue to climb in 2018. A Government official said last month that Egypt’s tourism revenue had jumped by more than 210 percent year on year to $5.3 billion in the first

nine months of 2017. A flotation of the country’s currency last year, which cut the Egyptian pound’s value by half, has helped to lift the tourism market after political turmoil and two plane crashes left its resorts nearly empty. “As long as there is economic and political stability, you’ll see the numbers of tourists improving,” Ghali said, adding that 40 percent of hotel reservations are currently made by local visitors.

Ghana Opens Talks with Exxon on Deepwater Drilling Contract Ghana has opened talks with ExxonMobil Corp to allow the US oil firm to undertake deepwater exploration off its coast. “The negotiations are ongoing according to our current laws... so far so good,” Mohamed Amin Adam, explained on the sidelines of an Africa oil conference in Accra. Adam said the Government had opted for direct negotiation with ExxonMobil without open competitive tendering due to the peculiar nature of the field, and also because Ghana has yet to pass regulations to bring reopen

HOSPITALITY

Hilton Worldwide Plans Egyptian Expansion Hilton Worldwide aims to increase the number of hotel rooms it manages in Egypt by 40 percent by the end of 2022, the Company’s Vice President for the North Africa region said. The US company, which runs thousands of hotels around the world and manages 17 hotels in Egypt, aims to add 2,500 rooms and take on seven more projects in the North African country by 2022, Hilton’s Mohab Ghali said. Egypt’s tourism industry, one of the country’s main sources of foreign currency and employer of millions of Egyptians, has suffered since a 2011 uprising but has picked up in recent months amid Government efforts to

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TECHNOLOGY

Finland’s Nokia Joins Vodacom to Trial 5G Technology in South Africa Finnish network equipment maker, Nokia will trial its 5G technology in South Africa in collaboration with Vodacom Group, the firms said recently as they seek to provide faster MINING & RESOURCES data delivery. Under a Memorandum of Understanding with Vodacom, Nokia will share its latest 5G innovations including among other things massive MIMO Adaptive Antennas, AirScale Radio Access and end-to-end Mobile Copper production in Democratic Anyhaul transport networks to Republic of Congo, Africa’s top test how they can be used to meet producer of the metal, was up changing demand in the country. by 9.3 percent this year through “As a leading mobile network September, at 831,000 tonnes. provider in South Africa with the best A monthly report revealed that 3G and 4G networks, it was crucial for us to partner a formidable player such as Nokia as we’re gearing ourselves for the next generation of wireless FOOD & DRINK networks,” Vodacom Group Chief Technology Officer, Andries Delport said in a statement. Unlike the prior upgrades of cellular standard 2G in the early 1990s, 3G around 2000 and 4G in 2010, 5G standards will link cars, machines, Heineken said it aims to double its cargo and crop equipment to the beer production in the Ivory Coast by internet as well as speed up data times. 2018, as it bids to compete with French company, Castel in a booming market. Beer consumption in Africa’s fastest growing economy has increased since the end of a decade-long political crisis in 2011, and Castel dominates sales with its popular Castel, Flag and Solibra Bock brands. By doubling the capacity of the Brassivoire brewery that opened in 2016 - near the commercial capital, Abidjan - Heineken, the world’s secondlargest beer producer, hopes to take a greater share. “We will invest 20 billion CFA francs

Congo Copper Production up Nine Percent

cobalt production increased by 18 percent to 59,000 tonnes with gold production also rising to 5.7 percent. Rising production should help ease the country’s economic problems. Inflation is expected to hit about 50 percent this year, largely due to lingering effects from two years of low commodity prices. The economy has also been rattled by political upheaval caused by repeated delays since 2016 to an election to replace President Joseph Kabila. The country’s electoral commission postponed the vote again recently to December, 2018. Major investors in DRC’s mining sector include Glencore, Randgold Resources and China Molybdenum. Despite its vast mineral riches, DRC remains one of the world’s least developed countries, with an annual budget of roughly $5 billion for a population of 80 million people.

Heineken to Double Beer Production in Ivory Coast

($35.49 million) by the end of the year... to double our capacity,” said Alexander Koch, General Manager of the brewery. “We had planned to make this investment between 2018 and 2019. But with the strong demand, we are doing it before the end of this year,” he said. Total investment in the brewery is expected to hit 100 billion CFA francs.

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AFRICA MINING & RESOURCES

TRANSPORT

South Africa’s Parliament Delays Passing Key Mining Law

South African Airways Remains UnderCapitalised Despite Bailout

South Africa’s parliament will miss a December target to pass changes to mineral resource laws, seen as key for greater investor certainty, a senior parliamentary official said. In September, Mines Minister, Mosebenzi Zwane told a mining conference in Australia that the new target date for promulgation of changes to the Mineral and Petroleum Resources Development Act (MPRDA)

Even with the Government’s injection of R10 billion ($709 million), the struggling South African Airways will remain under-capitalised, with a negative equity position of more than R9 billion. The national airline has been relying on Government guarantees to keep it solvent and has been cited by major rating agencies as a threat to South Africa’s economy. It received the latest bailout in September this year. The airline narrowly missed defaulting on debt repayments of around R5 billion ($374 million) owed to domestic lenders thanks to an emergency bailout by the National Treasury, which said a default posed a risked to the entire economy.

would be December. The MPRDA amendments were initially passed by parliament three years ago but were then sent back to lawmakers by President, Jacob Zuma, in 2015. Once it is passed by both houses of parliament, the new law has to be signed by Zuma for it to become law.

OIL & GAS

Chad to Cut Glencore’s Oil Supplies in Debt Row ECONOMY

Rising Debt and Political Risk Dim sub-Saharan Africa’s Economic Outlook Economic growth is expected to rise to 3.4 percent in sub-Saharan Africa next year from 2.6 percent in 2017, the IMF said in a report recently, warning that rising debt and political risks in larger economies would weigh down

future growth. Nigeria and South Africa are the biggest economies to the south of the Sahara, but both nations have been clouded by political uncertainty linked to the tenure of their leaders. The IMF said a good harvest and recovery in oil output in Nigeria would contribute more than half of the growth in the region this year, complemented by a pick up in mining, a better harvest in South Africa, and a rebound in Angolan oil production.

Chad is on a collision course with top creditor, Glencore as it wants to divert oil from the Swiss trading house to US energy company, ExxonMobil from the New Year amid a dispute over debt restructuring. A government document showed that Chad wants to hand over crude oil marketing rights currently held by Glencore under a $1.4 billion loan agreement to Exxon, the biggest oil producer in the Central African country. Under pressure from the International Monetary Fund, Chad is renegotiating its hefty external commercial debt, namely to Glencore, which eats up nearly all of its oil profits; the country’s main source of revenue.

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TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;LL TELL THE WORLD AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa. We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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

F D I

F R A G I L I T Y

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As 2017 draws to a close, Africa Outlook looks back at EY’s 2017 FDI Attractiveness Report to assess the continent’s global appeal across 2017 and 2018 Writer: Matthew Staff

FDI FRAGILITY ccording to EY’s Africa Attractiveness report, published earlier this year, heightened geopolitical uncertainty and “multispeed” growth across Africa presents a mixed FDI picture for the continent. The report provides an analysis of FDI investment into Africa over the past 10 years and the 2016 data published in the 2017 report shows Africa attracted 676 FDI projects, a 12.3 percent decline from the previous year, and FDI job creation numbers declined 13.1 percent. However, capital investment rose 31.9 percent. The surge in capital investment was primarily driven by capital intensive projects in two sectors, namely real estate, hospitality and construction (RHC), and transport and logistics.

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F D I

F R A G I L I T Y

Africa’s hub economies account for the majority of FDI

“This somewhat mixed picture is not surprising to us. Investor sentiment toward Africa is likely to remain somewhat softer over the next few years.”

The continent’s share of global FDI capital flows increased to 11.4 percent from 9.4 percent in 2015. This made Africa the second-fastest growing FDI destination by capital. Ajen Sita, Africa CEO at EY said upon the Report’s unveiling: “This somewhat mixed picture is not surprising to us. Investor sentiment toward Africa is likely to remain somewhat softer over the next few years. This has far less to do with Africa’s fundamentals than it does with a world characterised by heightened geopolitical uncertainty and greater risk aversion. Investors with an existing presence in Africa remain positive about the continent’s longer-term investment attractiveness, but they are also cautious and discerning.”

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Asia-Pacific investors are bullish on Africa

In a sign of ongoing diversification of Africa’s FDI investors, more than one-fifth of FDI projects and more than half of capital investment into Africa came from Asia-Pacific in 2016, an all-time record. Most notably, Chinese FDI into Africa increased dramatically, making the country the single largest contributor of FDI capital and jobs in Africa in 2016.

Foreign investors refocus on Africa’s hub economies

Egypt, Kenya, Morocco, Nigeria and South Africa (the key hub economies) collectively attracted 58 percent of the continent’s total FDI projects in 2016. South Africa remained the continent’s leading FDI destination, when measured by project numbers, increasing 6.9 percent. Morocco regained its place as Africa’s second largest recipient with projects up by 9.5 percent, followed by Egypt, which attracted 19.7 percent more FDI projects than the previous year.

New investment hubs appear in East and West Africa

Although foreign investors still favour the key hub economies in Africa, a new set of FDI destinations is emerging, with Francophone and East African markets of particular interest. Despite seeing a 31.7 percent decline in FDI projects in 2016, and weak growth in recent years, West Africa’s second largest economy, Ghana, remains a key FDI market. The country’s improving macro-economic environment and strong governance track record has seen Ghana rise to fourth position in the EY Africa Attractiveness Index (AAI). The index was introduced in 2016, to measure the relative investment attractiveness

China picks up pace in Africa amid uncertainty around US policies and Brexit

of 46 African economies based on a balanced set of shorter and longerterm metrics. Staying in West Africa, Cote d’Ivoire also features in the top 10 of the AAI, and with a 21.4 percent jump in FDI projects in 2016, this illustrates that it’s becoming a country more favoured by investors. Also in the west, Senegal has emerged as a potential major FDI destination although this is not reflected in its current FDI numbers. It does however rank strongly on the AAI 2017, taking eighth position, due to its diverse economy, strong strides in macro-economic resilience and progress in improving its business environment. Sita concluded: “By 2030, Africa remains on track to be a US$3 trillion

Heightened global uncertainty results in an uneven FDI landscape for Africa

economy. However, growth needs to become more inclusive and sustainable to eradicate poverty at the levels that are required. If we accept the reality that physical connectivity - enabled by regional integration and the development of physical infrastructure - will remain a key stumbling block to inclusive growth across Africa for at

‘Despite seeing a 31.7 percent decline in FDI projects in 2016, and weak growth in recent years, West Africa’s second largest economy, Ghana, remains a key FDI market’

least the next decade, then the need to actively embrace digital connectivity becomes critical. However, efforts to harness the potential of digital technologies as a fundamental driver of inclusive growth are still far too piecemeal and fragmented. “What is required is a far more collaborative effort between governments, business and non-profit organisations to adopt technological disruption, and create digitally enabled offerings with a particular focus on health, education and entrepreneurship.”

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W E S T

A F R I C A N

H O T E L

P I P E L I N E

CONTINENTAL

and Transformation W Hospitality Group’s 2017 report details Nigeria, Senegal and Cape Verde’s dominance the West African hotel pipeline with 77 percent of the total planned hotel rooms Writer: Phoebe Calver

est Africa has been at the heart of the continent’s growth and economic transformation in recent years, notwithstanding the sharp slowdown experienced in 2016 and 2017 which is expected to rebound in the coming months. Commodity-based economies, like Nigeria, are slowly recovering from the fall in oil prices and oil production, while countries like Côte d’Ivoire, Mali, and Senegal have shown economic resilience and sustained growth. As many of the countries continue to stabilise both politically and economically, the region will be better integrated from a local and international context. This increased integration raises the need for quality travel and accommodation infrastructure.

Growth indicators

W Hospitality Group’s 2017 Hotel Chains Pipeline report

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Hotel sector growth is an important indicator of how well a market is developing its travel infrastructure, with the indicators for West Africa currently producing mixed feedback. According to W Hospitality Group’s 2017 Hotel Chains Pipeline report, West Africa currently has a pipeline of 114 hotels and 20,790 rooms. These numbers account for 42 percent of the sub-Saharan African hotel pipeline, however, of these hotel deals that are signed and planned only 48 percent have moved to construction. In addition, projects in the region have longer than average development periods that will often last approximately six years. This is in comparison to the two-three year development programmes that are

AFRICA

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W E S T

A F R I C A N

H O T E L

often planned. Some of the reasons for these delays are the high capital investment required as well as a lack of access to adequate financing options, limited access to raw materials, high construction and material costs, a heavy reliance on importation, inadequate technical capacity to manage the development programme, and other barriers to entry. Of the total hotel pipeline for West Africa, Nigeria contributes 49.6 percent - equating to more than 10,000 hotel rooms - and is also the top market in Africa for planned rooms.

â&#x20AC;&#x2DC;The growth strategy for these hotel chains have traditionally relied on their development teams signing deals for newbuild hotels, primarily with their flagship brands with local ownersâ&#x20AC;&#x2122;

P I P E L I N E

The other substantial markets in West Africa include Cape Verde with 11 hotels and 3,478 rooms, and Senegal with 14 hotels and 2,164 rooms. These three markets contribute a total of 15,955 hotel rooms, or 77 percent of the West African hotel pipeline. Approximately 57 percent of the pipeline in these countries have moved to site development, but some projects are often stalled for some time and in a country like Nigeria this can be significant.

Strategy for hotel chains

Although the pipeline of hotels to the sub-region is encouraging and indicative of strong investor interest, the low completion rate of projects could be troubling for the

development of the hotel sector. It is also difficult for the hotel chains whose expansion plans in these markets rely on partnerships with local and foreign investors to develop these hotels. All the major global hotel chains have strong expansion plans to increase their operating presence on the continent, and in West Africa. The growth strategy for these hotel chains have traditionally relied on their development teams signing deals for new-build hotels, primarily with their flagship brands with local owners. However, more chains are adopting creative expansion strategies, such as conversions and rebranding of existing properties, acquisition of existing local

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AFRICA

Andrew McLachlan, Carlson Rezidor’s Senior Vice President Africa & Indian Ocean for Development, said in a direct comment to Estate Intel: “Today we have 17 hotels open or under development in the region and in our new five-year development strategy we have identified five Tier 1 Cities in West Africa (Lagos, Abuja, Accra, Abidjan and Dakar) where we see scaled growth opportunities... across the luxury to midscale hotel segment.” McLachlan also commented on the model of conversion of existing hotels, saying that the group sees an opportunity to adopt this model to reposition the hotel under its management, particularly in cases where the existing hotel may not be performing to its full potential. Newcomer and regional hotel chain, Mangalis Hospitality Group, intends to increase its presence in West Africa, in the next five years. Wessam Oshaka, in a statement to Estate Intel reiterated the group’s “ambition to operate at least 13 hotels by 2020 in West Africa”. The group had initially focused development on owned hotels in core markets such as Cote d’Ivoire and Senegal, but the second phase of development will now focus on management agreements, hotel operators, effecting growth Africa Growth Initiative, by committing resulting in a portfolio that will comprise 75 percent owned hotels and through the franchise model, or US$50 million to supporting these developing owned hotels first. conversions. 25 percent managed hotels. Senior representatives from major Commenting ahead of the Oshaka explains: “Africa as we hotel groups such as Hilton, Carlson conference, Mike Collini, Vice President know, suffers from a lack of properties Rezidor and Mangalis, and other key Development Sub-Saharan Africa, responding to the needs of modern hotel experts will be discussing growth Hilton, remarked on the opportunities travelers. The region comes with strategies in the ever-changing West presented by the inadequate hotel its challenges especially in terms African economic environment at supply. He noted: “In order to of financing, logistics and a skilled the upcoming West Africa Property overcome this we are looking at rolling workforce. Taking all these factors into Investment (WAPI) Summit from 28 our focused service brands in key account, we adopted the most suitable approach for a healthy growth plan.” 29 November at the Eko Hotel, Lagos markets with a focus on our Hilton Nigeria. Garden Inn product. We are also pioneering the use of modular Hotel rebranding construction with a new Hilton Hilton recently announced a plan to Garden Inn in Accra, which is a support the conversion and rebranding fast and cost-effective build model of 100 existing hotels through its Hilton for owners and developers.”

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A THEnergy-IPS report explores how solar and energy storage are making safari lodges in Africa more green and attractive for corporate events Writer: Matthew Staff

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afari lodges are normally located in pristine nature, far away from civilisation. They are often not connected to the national grid and generate power on-site using diesel generators. Diesel power is flexible, but also has various disadvantages such as has high costs partly due to transport - as well as significant ecological impacts comprising CO2 emissions, local hazardous exhaust gases, and noise. In solar-diesel hybrid applications, solar is combined with diesel generators for reducing diesel consumption. And the new THEnergy-IPS report entitled: â&#x20AC;&#x153;Hybrid Solar Mini-grids for

Remote Safari Lodges in Africaâ&#x20AC;? shows that as a result, costs are reduced, and both noise and emission levels are improved. Air conditioning, fans, fridges, freezers, dishwashers, washing machines, pumps, lighting, television, radio, phone and camera charging, and heating are among the main sources of energy consumption at safari lodges. Power is needed around the clock, with a peak during the middle of the day and in the early evening. Typical safari guests are rather demanding regarding stable electricity supply. Although green efforts by safari lodges are supported, normally guests are not willing to accept restrictions.

A reliable and robust power supply is a basic requirement for safari lodges with studies showing that it contributes to high customer satisfaction. Hybrid controllers or energy conversion units are the key components for efficiently synchronising the load with various power sources and energy storage, and

will ensure a reliable power supply. In addition, solar power is often 50 percent (or more) cheaper than diesel power at remote safari locations. The new paradigm in power generation will therefore make safari lodges more attractive for business customers. Solar-powered safari lodges are an ideal location for company events and lodges that are not situated remotely could provide some training material about their renewable energy solutions in manifesting a new market segment. In general, for business customers, reliable power supply is even more important than for travellers. Typically, a good access to internet is key for

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many business activities while beamers and computers are needed during the day and air conditioning will be used more extensively. Additionally, daytime business consumption patterns fit perfectly the generation curve of solar electricity. The reliability aspect will subsequently be guaranteed mainly by the use of storage and intelligent control units. “Our EXERON solution has been successfully used for military and telecom applications, two sectors with extremely high requirements regarding reliability”, explains Alexander

EXERON: Image courtesy of IPS

Rangelov, CEO at IPS. “In addition, our customers honour our hot-swappable, plug & play approach, which saves significant costs during installations and for maintenance; particularly in remote locations.”

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â&#x20AC;&#x2DC;By setting up solar demonstration centres, in-lodge, and by adhering to this trend, renewable energy companies can now begin thinking about assisting safari lodges to open up the new market segment of environmentallyconscious business travellersâ&#x20AC;&#x2122;

out small-scale renewable energy applications. The first safari lodge operators like Wilderness Safaris, &beyond, Singita, and Kambaku have turned to powering their lodges with larger solar and storage solutions. The biggest off-grid installation can reach a size of more than 400kWp solar and 3.2MWh battery storage. Reliable control and monitoring solutions like IPSâ&#x20AC;&#x2122; EXERON have consequently triggered the interest of independent power producers (IPPs). The German consultancy works with several investors who are willing to build solar power plants near lodges. That means that the safari lodges do not have to invest their own money, but instead they will pay for electricity. These new power purchase agreement (PPA)-based business models make solar energy even more attractive for the offtakers. Many safari companies do not consider power generation as a core competency and are not ready for this kind of long-term investment, but PPAs make solar more comparable to traditional diesel power generation. The electricity bill is paid month by month, rather than through a total sum beforehand in the form of an investment in power infrastructure.

providers. There is also chance for further differentiation beyond price. By setting up solar demonstration centres, in-lodge, and by adhering to this trend, renewable energy companies can now begin thinking about assisting safari lodges to open up the new market segment of environmentally-conscious business travellers.

Environmentally-conscious business travellers

The main obstacle for PPA approaches is the relatively small size of the The power demand of game reserves investment. Financial transaction costs might change over time - for example are proportionally high. The attraction through lodge extensions or when is to supply solar solutions for the their vehicle fleet is electrified - but lodges of a certain lodge operator - at modular approaches allow for adding least for all properties in a specific additional solar and storage capacity at country - but this aggregation of a later stage. The share of renewable projects makes the investment energy can be increased for fully exceed the minimum threshold. powering lodges with solar or wind Nevertheless, safari lodges are a energy, plus storage, 24-seven. There is very attractive target segment for solar an excellent fit between safari lodges and energy storage companies; for on the one hand, and solar and energy component manufacturers, installers, storage applications on the other. construction companies, engineering For years, safari lodges tried offices, and independent power

Power purchase agreements

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SMART CITY

SMART GROWTH The Mastercard Global Destinations Index emphasises that African cities must adopt a holistic approach to tourism development Writer: Matthew Staff Tourism is a catalyst for economic growth in Africaâ&#x20AC;&#x2122;; was a key theme discussed during Octoberâ&#x20AC;&#x2122;s UN World Cities Day which was celebrated around the world. The sector is especially important now as governments seek out ways

to drive diversification as part of their growth strategies. African cities need to find efficient ways to develop into smart cities capable of not only attracting visitors, but also offering unique experiences and overcoming growing infrastructure demands. The Mastercard Global Destinations Cities Index (GDCI) provides insight

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into the motivations and travel spends of visitors, a prime driver for development in the sector. The Index ranks 132 global destination cities in terms of visitor spends, and provides insight on the fastest growing destination cities, as well as a deeper understanding of why people travel and how they spend around the world.

There were 13 African cities ranked in the Index, indicating a great opportunity for tourism authorities to work together to better position the continent’s full and diverse offering. Cities ranked included: Johannesburg, Cape Town, Lagos, Casablanca, Cairo, Durban, Accra, Dakar, Entebbe, Tunis, Nairobi, Maputo and Beira.

Learning from the world’s top destination cities

Bangkok, a city that remained the topranked destination city by international overnight visitor arrivals with 19.4 million visitors in 2016 alone, provides a good case study on what cities in Africa can adopt. Additionally, London, with 19.06 million visitors, can be used as a blueprint for future planning given its strong focus on mobility. Across the top 20 destination cities, the majority of travel is conducted for leisure purposes. The Index indicates expenditure categories that illustrate how people are spending when they visit these top performers. Key contributors to spending include: dining, shopping, lodging and transport. These top 20 cities provide a full experience, with many boasting strong infrastructure which helps to enhance visitors’ opinion of the city and thus their willingness to spend. Additionally though, GDCI indicates that more people than ever are visiting cities for business or leisure travel, and the research indicates that people expect their experience when travelling to be both seamless and personal.

A unique proposition

African cities must do more to connect people with all that the continent has to offer, but it is critical that cities identify their own uniqueness and overall appeal to visitors. Cities that know what they are about, and what they want to represent, attract more visitors and thus more spend. The continent has the widest range

of sights and sounds, with natural beauty, warm people and individuality not often found around the world; all of which are very appealing to international visitors. As the top destination city, Dubai receives more than 14 million international overnight visitors, which is significantly higher than other cities in Africa. It’s no coincidence that Dubai ranks number one as having the highest percentage of visitor expenditure of GDP (30.3 percent). Given its global positioning as a hot shopping destination, it has carved out a unique proposition and the city thrives on this positioning.

Paris that top the list, ease of travel is a big factor in drawing visitors. This is why Mastercard is working with governments and cities across Africa to simplify access to urban services like public transport; helping to enable users to pay for their train or bus simply by tapping their card or swiping their phone. • Look deeper at the purpose of travel and spend: It’s safe to say that Africa is no longer just a safari destination, and the reasons to visit Africa vary largely by what each city has to offer. Using data to understand what appeals to travellers will give cities an upper hand to mine the popularity of that destination, and then further enhance the offering. Data is a smart way for tourism authorities to effectively and efficiently gather important insights. Mastercard’s Tourism Insight Platform provides data on spend as well as insights from search engines; proving that data is the tourism industry’s greatest asset and must be taken seriously.

• Build stronger cross-sector partnerships: Expertise within the public sector must be harnessed, “African cities must do more to as it is where innovation is shaping connect people with all that African cities and helping to digitise the continent has to offer...” economies. Tourism is a diverse offering, and governments are The benefits are obvious, with more more willing than ever before to than half of the top 20 destinations collaborate in order to realise the full reporting an increase in spend potential of the sector. As indicated consistent with or greater than GDP in the GDCI, cities must differentiate, growth. This reinforces the important provide unique experiences, and role that travel plays in a country’s ensure they are capable of hosting economy and indicates that the sector people from around the world. This is growing much more rapidly than the is achievable only via cross-sector combined average of all economic areas. collaboration, and a willingness to adapt.

What can African cities do today to build for tomorrow?

• Infrastructure and public transport is key: For highly attractive destination cities, like Bangkok, London and

To learn more about the top locations on the Mastercard Global Destinations Cities Index 2017, please visit: http://news.mstr.cd/gdci2017

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AFRICA is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors on the continent. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching more than 185,000 business executives. Each month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Africa Outlook is the platform to promote your business success.

Read on for this monthâ&#x20AC;&#x2122;s profiles. Phoebe Calver, Deputy Editor phoebe.calver@outlookpublishing.com

If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further. Tell us your story and weâ&#x20AC;&#x2122;ll tell the world. Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

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PW Ghana is part of a long established group of companies working to invest in African mining and construction, delivering a safe and respected service in the country and further afield Writer: Phoebe Calver

Your Engineering

PARTNER 30

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ike many companies in the industry, PW Ghana’s first foray into open-pit mining remains a cherished memory having driven the Company’s expansion in contract mining at Obotan Gold Mine for Resolute Mining. As a testament to its longevity and reputation in the market, the Company secured the contract mining work on the same mine when it was reopened almost two decades later. “This was a very poignant moment in our journey as a company, returning to where our mining work all began,” begins the Company’s Chief Executive Officer, Len Comerford. “We have come a long way since our initial projects in mining, carrying out numerous projects in the Ghanaian aviation sector and recently a very substantial project for the Ghana Airports Company at Kotoka International Airport. “Included within this project, we have repaired the runway, and completely rehabilitated the parallel taxiway as well as the construction of new aprons, airfield ground lighting and airside services.” This goes to show the versatility found at PW Ghana and is an aspect that has kept the Company relevant for more than two decades. Now as the driving force behind the development of Africa’s roads, bridges and numerous other civil infrastructures, PW Ghana is becoming a widely recognised name. “We have been lucky to work in partnership with government and multinational companies that are active in construction; subsequently opening up a broad platform of sectors to branch into while also enabling us to make use of the continent’s natural resources,” affirms Comerford. “After more than 20 years in Ghana we are recognised as a responsible Company to work with, as well as incredibly dynamic and innovative.”

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Developing brand awareness

PW Ghana is one of a selection of companies operating within the PW Mining brand, a Company that started out as a privately owned entity originally incorporated in 1948. Less than 20 years later the PW brand had expanded massively, allowing for the development of new branches that would eventually lead to the creation of PW Ghana in 1995. “When PW Ghana was borne, the strategy was to apply and promote the prior 40 years of PW’s experience into the open-cast mining sector of the

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We have particular expertise in tailings and water dam construction and raise projects, and we have assisted many mining clients with their concrete infrastructure requirements

gold mines located in Ghana,” adds Comerford. “Now we are providing civil engineering and contract mining services in an array of sectors, including airports, highways, oil & gas, water supply and specialising in asphalt and concrete surfacing, heavy duty pavement construction, open-pit mining, property development and quarry services. We have particular expertise in tailings and water dam construction and raise projects, and we have assisted many mining clients with their concrete infrastructure requirements. ”

Danny Lopez

Danny Lopez Enterprises PO Box 974 Kumasi Ashanti region Ghana T: +233 241 684953 E: daniel.frimpong@yahoo.com

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POLYPIPE

olypipe is a globally-recognised market leader in the manufacturing of plastic piping systems. With more than 20,000 product lines, Polypipe boasts the broadest range of pipework systems available from a single manufacturer, having built a worldwide reputation for technical excellence. With substantial experience across mining industry processes and road and rail infrastructure, Polypipe’s Britishmade products are designed to meet the needs of mining operations, and carbon and water challenges; providing first choice solutions for the total water management process.

The Company works tirelessly to adhere to environmental requirements in all of the aforementioned sectors, while also contributing to social objectives through its work in corporate social responsibility (CSR). Comerford continues: “We are completely devoted to the principles of CSR and it is an aspect of the Company that we hope will become embedded in our DNA, providing advantages for our staff as well as the broader community that we operate in.”

Continuous improvement process

Over the years PW Ghana has been able to achieve maintainable and steady growth, a factor that it attributes to continuous investments in new equipment, modern techniques and the engagement and training of quality personnel. “We have ensured that the delivery of every project to our clients is safely executed, completed on budget and always on time,” Comerford describes.

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Collaborating closely with renowned mining operators, Polypipe has recommended the most suitable solutions for several prestigious projects in locations across Africa. Solutions used in such projects include PE100 pressure pipes, HDPE twinwall gravity systems - Ridgidrain and RidgistormXL - and twin-wall cable protection conduit.

We are completely devoted to the principles of CSR and it is an aspect of the Company that we hope will become embedded in our DNA, providing advantages for our staff as well as the broader community that we operate in

Philip Wood, Polypipe’s International Business Development Manager comments: “We offer innovative solutions and unrivalled technical and logistical support to customers and are already assisting major mines and infrastructure projects in Africa to meet their goals. Full Polypipe technical support ensures that products supplied are ‘fit for purpose’ and meet customer needs admirably.” Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

Polypipe delivers quality, modern, lightweight systems, which are cost effective and easier to install than traditional pipe systems, to companies including PW Ghana who Polypipe has partnered with on numerous occasions. The relationship is an important component of Polypipe’s international marketing strategy and overall attempt to be the market’s preferred supplier. For further information on Polypipe’s products, services and solutions for all stages of water management in African mining, please visit: www.polypipe.com/mining Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

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REIDSTEEL (JOHN REID & SONS LTD)

s one of the UK’s leading structural steel construction companies, REIDsteel are proud to have supplied PW Ghana Ltd with their requirements over the years. With almost 100 years of experience in the industry, we are able to design and manufacture and cost effectively ship our buildings anywhere in the world. Our recent projects in Africa include: •

Warehouses and hospitals

•

Mining buildings

•

Aircraft hangars

•

Road & pedestrian bridges

For your next steel building, including cladding, glazing and doors contact REIDsteel first. T +44 1202 483333 E sales@reidsteel.co.uk

www.reidsteel.com

“Currently we are back working with a former client named Tullow Oil, Takoradi, where we will provide improvements to aircraft aprons at Takoradi Airport; the location from which Tullow service their offshore operations.” Alongside its aviation-based work which is ever-increasing at present, Newmont Mining Corporation continues to be a valued client that PW Ghana is embarking on a major new project with at the Akyem Gold Mine. “We see exciting further opportunities in the aviation and mining sectors and we are confident

that with the continued successful execution of our projects, we will continue to grow in those markets,” states Comerford. “At present we are constructing a centralised equipment maintenance workshop in Tema, set to replace the premises in Accra that our operations have outgrown.” This facility will be an amalgamation of maintenance operations used for heavy equipment and transportation, while also catering for component rebuild activities and creating generous storage options for parts and equipment. “In recent years we have demonstrated a dedication to the renewal of our equipment, a prime example being the new fleet of Volvo articulated dump-trucks that arrived in the country earlier in the year,” explains Comerford. “We have imported numerous fleets of new equipment into Ghana, maintaining and expanding our current equipment asset list.”

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AFRICAN COMPANYRESOURCES QTR PAGE EDT MANAGEMENT

quam eaqui sum ium fugitis ciunto Resources Management’s teniafrican vendaeperro il molorib Tarkwa carries the uscipsam quebranch con niendesed expel largest stock of miningvelit quality molum nobit, officimaxime auto-electrical products in Ghana. atquis eturios During its cordial andcomnit professional sitatibuLuptatint, mo odiatus dealings in Ghana, the autemwith fuga.PW Nequiae sit viducium Company continues to be very vollestibus ad quiatquo tectates impressed the high of aperum with quatem. Numdegree et explian professionalism operates under. derit, conseditPW optam qui cus necea dolorepe lab inctus. Every detail from the cleanliness and design facilities, the presentation Ecumofeni velicimo totaectatus of their workutforce right up tomodios fleet coritatur, et aut eveleni maintenance tendering process mos modioand beatatum consequi forms an introduction to a meticulously blaceaqui run Company. Tel +?? ? ??? ??? Email +?? ? ??? ??? PW is truly a world-class act and the www.yourwebsiteurlgoeshere.com Company is proud of its association with them. Night Breaker Industrial Park Tarkwa, Ghana

T +233 541 350 300 E sales@africanresourcemgmt.com

www.africanresourcemgmt.com

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Specialist service portfolio

The Company has utilised its longstanding relationships with partner companies to PW, many of whom specialise in the processes of sourcing, inspecting, shipping and clearing goods for the West African region. “As we are working in Africa, more often than not it means we are working

in countries that are still developing both their telecommunication and transport infrastructure,” Comerford describes. “Therefore it has become of paramount importance to ensure a first-class communication system, utilising modern communication systems and technology to enable us to work in even the most remote of locations.” “...it has become of paramount importance to ensure a first-class communication system, utilising modern communication systems and technology to enable us to work in even the most remote of locations.”

“We are able to easily handle the custom clearance, paperwork, pre-inspection and many other difficulties in getting machinery, spares and materials from bases worldwide.”

“Innovation and initiative are two aspects that we value greatly at PW Ghana, working tirelessly to encourage it within our employees.”

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PW Ghana is in charge of directly handling the logistics of purchasing and transporting all machinery, spares and materials that emanate from sources all over the globe. “We are only able to do this thanks to the experience we have gained in the industry over the years,” continues Comerford. “We are able to easily handle the custom clearance, paperwork, pre-inspection and many other difficulties in getting machinery, spares and materials from bases worldwide.”

Innovation and initiative

As previously mentioned the employees working at PW Ghana are a pivotal part of the Company’s success within the industry, and subsequently it provides them with generous compensation and associated benefits. “Innovation and initiative are two aspects that we value greatly at PW Ghana, working tirelessly to encourage it within our employees,” affirms Comerford. “Many of our staff recognise that we will encourage them towards levels of performance that they may not have previously been able to attain, and we have found that this has built up a loyal team of employees.” It is incredibly important to the Company both for its values and to its success that it delivers top-class value and service to clients, providing them with value for money, quality workmanship which is safely executed and the completion of contracts in good time. “We remain committed to building solid and integrity-based client relationships, all of which are founded through dedication to our staff and attention to detail,” concludes Comerford. “Our vision is to become the best mining and civil engineering company operating in Africa, known for our integrity, excellence, quality, growth and employee satisfaction, and as an entity that customers look forward to partnering on a repeat basis.”

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E.O. Quick Fix

Our services focus on mechanical and engineering jobs on any processing plant of its kind. We bring a broad base of experience and new perspeccves to projects in a variety of markets across the world to serve clients in both the public and private sectors. Please head to our website for more info; www.quicksoluuonsgh.com

Managing- Director Elvis Joe Okrah E.O.Quick -Fix Enterprise P.O. Box 5183, Adumâ&#x20AC;&#x201C;Kumasi E: e.o.quickďŹ x@gmail.com T: +233 209 893418 + +233 276 622599

LUBRICANTS

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Make ZEN lubricants your choice for longer equipment life, lower maintainance costs and efficient operational performance

www.zenpetroleum.com

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Food Across

AFRICA Philafrica Foods’ three-pronged strategy is set to capitalise on African agricultural opportunity by reducing imports and increasing exports; enriching hundreds of thousands of local farmers in the process Writer: Matthew Staff | Project Manager: Joshua Mann

he ability to succeed on a corporate level, and to succeed from an ethical perspective are usually mutually exclusive achievements, but Philafrica Foods (Pty) Ltd is aiming to buck the trend by combining the two across Africa. In trying to undo many of the agricultural challenges that exist on the continent - sub-Saharan Africa specifically - the business is aiming to simultaneously capitalise on the abundant opportunities that exist

across many countries’ fertile lands. And while financial success will inevitably go hand in hand with the ultimate evolution of Philafrica Foods, the vision that kick-started the journey was - and still remains - much more wholesome. Founder and Chief Executive Officer, Roland Decorvet recalls: “To understand the Company, you need to understand my background which derives from more than 20 years at Nestle, and from working all over the world in the food sector; especially in China over the past 15 years. When I

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left three years ago, I was on a board of a hospital ship NGO called Mercy Ships and me and my family left the comfortable expatriate life to live aboard it; sailing around Africa bringing free medical care to the continent. “It was this mixture of corporate and socially-driven work which led to a vision to create a different kind of food company, that was profit-driven but with a very strong social agenda; not just a nice feel-good policy but an embedded vision of social responsibility and enrichment.”

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A HISTORY OF SURPASSING EXPECTATIONS

Established in 2001, Pride Milling is a leading producer of world-class maize related food products. A dynamic company, our values have seen us grow both locally and internationally, and today we are known for our market leading quality, continued innovation and exceptional service.

TAILOR-MADE PRODUCTS: Pride has a range of superior products, consisting of White Maize, Yellow Maize, GMO and NON-GMO Maize as well as Pulses and Legume products for human consumption, to the South African and neighbouring regional African markets with full logistical support.

Pride have the capability to comply with any country or regions specific food labeling legislation and requirements.

ONE-STOP EXPORT SOLUTION: Pride have a strong and growing export footprint in the following countries: Zambia, Mozambique, Madagascar, Angola, DRC, Kenya, Namibia and Egypt by using an extensive network of road and sea distribution and logistics channels.

WE PRIDE OURSELVES ON: • Milling exceptional quality White, Yellow, GMO and GMO-free maize products • Producing professional results • Ensuring consistent supply • Offering a one-stop export service • Strict quality management system • Exceptional food safety standards Aside from our non-GMO Certification, we have also successfully obtained certification for one of the most recognised Food Safety and Quality Management Systems in the world, FSSC22000. At Pride Milling we are also dedicated to complying with responsible and ethical business practices and are audited against SMETA requirements. In addition we are proud to be accredited by the United Nations and The World Food Programme (WFP).

Our extensive know-how, skill, professionalism, quality products, export expertise and experience in logistics, assure our customers a complete export solution as well as product satisfaction. (Twitter) @pridemilling

Website: www.pridemilling.co.za

Email: info@pridemilling.co.za

P H I L A F R I C A

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Having grown up in the DRC, Decorvet knows only too well the shortfalls and opportunities that exist in tandem in Africa, and with the backing of Canadian company, AFGRI Group Holdings, Philafrica Foods was borne. He continues: “They already had a large food division in South Africa made up of a dozen factories doing animal feeds, milling and oil crushing. We then split the business to form a multipurpose entity and have continued from that point onwards. “Our South Africa portfolio is still made up of animal feeds for a wide range of animals, as well as wheat and maize milling for flour, and oil crushing. Meanwhile, in the rest of Africa, we carry out the same functions, as well as operating in poultry, and cassava processing.”

Three pillar strategy

Additional to the inherited factories, turnover and presence points, Philafrica Foods also took on 1,500 people as a result of its partnership with AFGRI and through its own initial recruitment drive. And this has proven to be just one of the benefits that have derived from its approach to continuous improvement.

Philafrica took on 1,500 people as a result of the AFGRI partnership

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Thinking Ahead With a dynamic history, Pride Milling has grown both locally and internationally since its inception in 2001. Pride Milling is headquartered in Centurion with four mills in the Mpumalanga and Gauteng Provinces, from which it has a proud history and proven track record for the production of world-class maize related products that has enhanced its reputation for excellence. Driven by a strong set of Company values, the team at Pride Milling is committed to delivering exceptional service to its customers, thanks to its extensive distribution and destination know-how, together with market leading quality. The Company mills a wide range of exceptional quality white maize, yellow maize, GMO and Non-GMO maize, pulses and legume products for human consumption, to the South African and neighbouring markets. At present the Company’s export footprint is strong and growing, currently holding a presence in Zambia, Mozambique, Madagascar, Angola, DRC, Kenya, Namibia and Egypt. This is achieved through the utilisation of an extensive network of road and sea distribution logistics channels. Pride Milling has the capability to comply with any country or region’s specific food labelling legislation and requirements, while also having the ability and capacity to pack products from smalls to bulk. In addition to having the capacity to meet industry demands, Pride Milling also has the resources and destination know-how to meet

the servicing demands of these - at times incredibly challenging and diverse markets. With an experienced team, Pride Milling has a clear understanding of market structures, distribution channels and compliance requirements. It can quickly assess customer needs and recommend any appropriate products and logistical solutions. Pride Milling has obtained certification from the globally recognisable Food Safety and Quality Management System, FSSC22000, as well as its Non-GMO certification and accreditation by the United Nations and The World Food Programme. It is part of Pride Milling’s philosophy to build long-term strategic partnerships, utilising its products of exceptional quality and expertise, coupled with the Company’s extensive experience in logistics. Pride has a solid track record as one of the preferred suppliers of maize related products in both South Africa and its neighbouring markets.

The Company assures its customers of product satisfaction and a one-stop export service that is widely recognised and respected.

T +27 11 814-8254/55/07/70 E info@pridemilling.co.za

www.pridemilling.co.za

Established in 1996 from humble beginnings Rozello Multi Construction has become a leading Company in Grain Silo Maintenance & Renovations Rozello Multi Construction does provide a range of services which allows the client to make use of a single contractor whom can be of assistance in renovation works, Civil works as well as Mechanical manufacturing to installations and maintenance on site. Our head oďŹ&#x192;ce and workshop is situated in Delmas, close to the Gauteng East Rand from where most of the raw material needed is purchased. The Company also has Construction teams situated in the Freestate, North West and Natal as their homebase.

6 van Zyl Streetr | Delmas | Mpumalanga Tel: 013 665 4720 | 013 665 5696 Fax: 013 665 4226 admin@rozello.co.za

www.rozello.co.za We Specialise in: - Industrial and Commercial - Maintenance - Industrial and private sector - Renovation - Painting and waterprooﬁng - Cladding, sheeting and guttering - Diamond grinding and epoxy high - Mechanical manufacturing and installations and repairs - Concrete repairs

- Build Ups - Coating of industrial floors - Scaffolding (Hire and Erecting) - Silo maintenance - Waterproofing - Painting, gantry's, etc. - Air pressure testing - Upgrading grain silo Intake systems - Drive over intake hoppers - Steel structures

P H I L A F R I C A

F O O D S

The first strategy revolves around acquiring a majority of a Company needing capital to succeed, and this has been complemented by a series of 50-50 joint ventures. The third - high risk, high return - mode of growth has focused on Greenfield opportunities, but in each and every case, the key visions remain the same. “Our growth strategy is based on three pillars,” begins Decorvet. “The first is in South Africa by working our way down the value chain and through acquiring more processing companies to make sure we have the biggest share of the value chain in the country. “The next pillar revolves around replacing imported products coming into the continent. Even though Africa has some of the most fertile land in the world, it also has the majority of uncultivated land in the world because of the extent of imports. We need to grow more and process more local raw materials and have already begun by introducing a process plant

( P T Y )

to turn cassava into flour. It’s an apt replacement for the wheat flour currently imported, and cassava grows everywhere.” The same applies to tomatoes in Zimbabwe which are primarily imported from China at present due to the lack of processing facilities in the country. This leads into the third pillar which addresses the odd and convoluted chain that currently exists where crops may be farmed in Africa, but are then processed in Asia and Europe before being imported back. Philafrica Foods is striving to streamline the concept in order to keep the entire value chain localised so that the continent can capitalise on export opportunities itself.

Relationships with the right people

As a result of Africa’s agricultural potential, there aren’t any limits to Philafrica Foods’ prospects either, and countries including Mozambique,

Roland Decorvet, Founder and Chief Executive Officer

L T D

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Zimbabwe, Ivory Cost, Senegal, Kenya and Ethiopia have already been explored en route to the Company’s overall ambition to cover the entirety of sub-Saharan Africa. Understandably though, such widespread ambition comes with its own challenges as Decorvet explains: “This continent is not just one Africa, but many Africas; and languages, regulations and trends are just some of the ongoing challenges we face in moving into new countries. Unless you’re a McDonald’s, which we would never want to be, then you have to tailor your approach in each case.” Fortunately for Philafrica Foods, the business has already secured a plethora of investors and interested parties bought into its longer-term strategy in order to offset such challenges; ensuring that each migration is as seamless as possible. “Rather than focusing on the country risk which might dissuade companies or investors from crossing

Rozello Multi Construction R

ozello Multi Construction was a dream of one man in 1996 who wanted to start his own business. All that he had was a dream and lots of ambition in life. He started out with painting churches and from there the business got bigger and bigger. On 9 November, 2017, Rozello Multi Construction celebrated 21 years of existence. This is an important date, which in light of the goals already achieved, emphasises how proud the Company is to celebrate together with those who - over the years - have got to know Rozello Multi Construction. Over the years, lots of customers, staff, suppliers and businesses have become our friends, contributing to the positive growth of Rozello Multi Construction. We are proud to mention that we have dealt with all our clients in a professional and contributing way; many of whom for longer than 18 years. With our targets now set on keeping one step ahead, we have also expanded our service area to cover anywhere in Southern Africa or further afield where our services are required and called upon. To this end our client list comprises mainly grain storage and handling companies together with milling companies, animal feeds factories, breweries etc.

• NWK Grain • Nola Foodcorp • Omnia Fertilizing • OVK Grain • Philafrica Foods • Premier Foods • Pride Milling • SABT & DBS Bulk Silo’s • Sasko Mills • Sedibene Breweries • Senwes Grain • VKB Grain We are committed to providing the same, ongoing, excellent and safe service that the above clients have now become accustomed to over our 21 years of existence. And simultaneously, we will also look to expand our service offering further into Africa, having already completed work in Mozambique, and with further operations in Tanzania on the horizon.

Here is a list of some of our clients with whom we render services on an ongoing day-to-day basis: • Afgri Grain • GWK Grain • Lesotho Milling • Meadow Feeds • NTK Grain

T +27 13 665 4720, +27 13 665 5696 E rozello@telkomsa.net www.rozello.co.za

P H I L A F R I C A

F O O D S

( P T Y )

L T D

GILDENHUYS MALATJI INC

MI is a proud South African law firm with a rich history spanning 30 years. Its uniqueness is borne out of three pillars which underpins our overall strategy. Our empowered attorneys and support staff are our most important pillar of success. Our second pillar is offering our clients legal health by mastering our clients’ business. Our last pillar is managing to achieve a demographic diversity that places us at the forefront of transformation and being an employer of choice in the legal sector.

T +27 12 428 8600, +27 11 068 5900 E pretoria@gminc.co.za sandton@gminc.co.za

www.gminc.co.za

Harrismith Mill

a certain border, focus more on the partner risk and on forming relationships with the right people. As long as you have partnered with the right people, then you can negotiate the challenges in nations that would put off others. “As a consequence we are first to the punch to work in countries that are traditionally unattractive to investors, safe in the knowledge that we are partnered with the right people to guide us responsibly into that particular market. “We then succeed not because of a great country, or their great governments, but because of the people we work alongside.”

Ermelo Mill

Transform millions of lives

A huge contributor to this goal has been the utilisation of and faith shown in local operators, farmers and employees who the Company has looked to promote across its processes.

Kinross Mill

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Bethal Mill

A huge contributor to success has been thanks to local operators

The Company is focusing on export opportunities

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P H I L A F R I C A

F O O D S

( P T Y )

L T D

Philafrica is succeeding thanks to the people it works alongside

Naturally, the aforementioned continental shortfalls emanate into areas of skills too though, and this is where Decorvet has once again been able to leverage previous contacts and knowledge bases in bringing expatriates in to help up-skill the local workforce. “When we come into a venture, we look at the whole supply chain to make sure that every aspect of it can be done successfully on a local scale, and if not then we may need to look to expats to train these local people initially,” he affirms. “Education can be more theoretical in Africa so training is vital in giving these intelligent individuals the manual skills they need to keep operations progressing.” Once again, the Company’s HR ethos bridges the gap between corporate strategy and social upliftment, making what other companies would call ‘corporate social responsibility’ an actual strand of Philafrica Foods’ core business model.

“We don’t believe in ‘charity’ per se, as our business model naturally enriches people as a by-product,” Decorvet continues. “Our ambition is to transform millions of lives across Africa through food processing, but we don’t just look at food processing to achieve that. It’s about helping the wider agricultural community at every stage of the value chain.”

A food company with a purpose

Decorvet himself has changed his corporate outlook somewhat over the course of the Philafrica Foods journey so far, in acknowledgement of this wider all-encompassing vision. In previous years or previous ventures, he would look - sensibly so to streamline a business’s supply chain as efficiently as possible to contain just a select few big and valuable suppliers or partners. However, in order to stay true to Philafrica Foods’ promise, attentions have actually turned towards forming as many relationships

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BADJA TRUCK SPARES CC T/A Badja Truck Spares

BTS GRAIN HANDLING

BENERIC BOTHMA Cell: 083 642 4192 PIETER BOTHMA Cell: 083 601 2142 Email: admin@btsgrain.co.za

as possible this time around. “It’s actually a KPI of ours now where the more suppliers we have, the better. We don’t want just a select few big farmers supplying our processing plants. We want to procure the services of lots of smaller ones. And that’s not charity; it’s social development.”

Manufacturers of Tube Conveyors and Drive Over Hopper systems.

Over the next five years, the Company will look to spread its philosophy to at least a dozen African countries with more than 20 factories dotted across the sub-Saharan region; having a consequential impact on hundreds of thousands of farmers. “By then we would have started exporting our products to Europe and America too, to consumers who are more aware of where the products have come from and more keen to import from Africa as a result,” Decorvet concludes. “Transparency and responsibility need to be shown in order to achieve this kind of demand for supply, but we can facilitate this by being a food company with a purpose. “We’re both a big corporation and an NGO, thriving as a business with a strong socially-driven agenda, and while this comes with more risks in terms of the countries we’re looking to enrich, we are determined to remain responsible in partnering with the whole of Africa.”

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P J

D AV E

G R O U P

AHEAD of the Best

or more than 20 years, PJ Dave Group has strived to bring the best quality roses not just to its domestic East Africa region, but to the world. And what has blossomed - as well as the marketleading flowers - is a business reputed on an intercontinental scale. It is the sheer variety of roses available that has set the Company apart for much of its two decade journey, and while this has manifested in export and marketing opportunities around the globe, the quality itself can be attributed to the hard work carried out at its Kenyan farms; PJ Dave Flowers, Isinya and PJ Dave Flowers, Timau.

‘A rose for every emotion’ is the culmination of PJ Dave Group’s efforts over the years; optimising the best natural resources and industry expertise that Kenya can offer before distributing its resultant products on a global scale

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Writer: Matthew Staff Project Manager: Joshua Mann

“PJ Dave Flowers Farm, Isinya is located at Kajiado, Kenya. The location altitude provides the ideal environment and climate to grow our unique varieties that are unparalleled. Our range of unique, vibrant and highly popular flowers come in various head sizes and lengths (from 4.5 centimetres (cm) head to 6.5 cm). We are Kenya’s leading growers and exporters of high quality roses,” the business proudly explains on its website. PJ Dave Flowers Timau, Rising Sun Flower Farm is located on the slopes of Mount Kenya and shares the same end results and diversity of product, but from a much higher altitude. And as such, main varieties of more than 50 including its exclusive variety,

Rhodos continue to ensure that PJ Dave can boast one of the most comprehensive assortments in the industry. Group General Manager, Thirumalai.S adds: “It’s then about making sure this variety is marketed on as large a scale as possible and we have increased our marketing reach recently through our own marketing companies in Australia and Singapore. “The company out there takes the flowers from here in Kenya and sells them to the wholesalers in the area. As well as simply expanding our footprint, moreover, it also fills the gaps when our other markets in Europe are in their low season, so we can make sure we are marketing our products all year round.”

Further expansion in Central Europe, where its Rhodos product in particular is very strong, will be compounded by a similar strategic approach and physical presence in the UK over the coming months; once again meeting existing consumer demand, and proactively creating new demand, simultaneously.

Uniformity and quality

Thirumalai.S, Group General Manager

Inevitably, the aforementioned product variety made available by PJ Dave is a key differentiator in a competitive, fast changing, and fluctuating market. That being said, there are three additional market advantages that Thirumalai attributes to the Company’s long-term success, beyond just its portfolio.

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P J

D A V E

G R O U P

ADVANCE ONE

J Dave Group in Kenya has over the years grown to become one of the major contributors to the flower industry in Kenya. Facing challenges like unpredictable climatic change, increased cost of production, and a lack of market to name a few, AdvanceOne has provided a SAP Business One solution to the PJ Dave Group to streamline its operations. The solution provides an efficient tool to manage growing of different flower varieties, track expected harvest, grading, propagation, track auction and direct sales together with management, operation and analysis reports.

The roses receive innovative post growth treatments

“Firstly, whatever varieties we choose to produce and then to distribute, they receive the right practice,” he explains. “What this means is addressing a rose’s most important aspect: its vase life. Usually when a customer receives the flower it will stay around for about seven-10 days. If you take our Rhodos though, it can achieve a three week vase life and most of our flowers last at least 14 days. “This is achieved through the purified water we use during the fertigation process. Standard water has a lot of bacterial infections which, if they get into a flower, causes the flower to droop. You can see it even before it leaves the farms usually, and it inevitably affects the overall vase life of a flower. By purifying the water as we do, we prevent this from happening and therefore increase the vase life of the flower.” Catering also for the end of the farming cycle, the second

differentiator alludes to the feeds and treatment that each flower receives post growth; ensuring standardisation and utmost care in each case. The General Manager continues: “Finally, after it’s been treated properly, it’s all about cold-chain management. Once you have the flowers they need to be transported from the greenhouses within 30 minutes to the cold store, where they are then kept at a set temperature for six hours. There they take in good water and get cooled before going to the grading hall for 45 minutes, prior to being taken back to the cold store overnight to be kept in water. We even do the packing the next morning in the cold store before transporting it in a refrigerator to the airport.” Achieving uniformity and quality in equal measure, it is this kind of care and consideration that ensures differentiation, not only between the types of roses being produced, but between PJ Dave and its competitors.

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Addressing a rose’s vase life is pivotal

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P J

D A V E

Friendly farming

G R O U P

Naturally, as a result, long-term relationships have been formed, both in terms of the end user/clients, and especially in regards to the Company’s supply chain and business partner network. But when analysing and identifying potential new links throughout the value chain, reputation isn’t taken at face value; PJ Dave realising the importance of a more bespoke, personal relationship.

“We look at the potential supplier, and we look at our products and then we do trials which are recorded and verified properly across parameters including quality, safety, and comparative effects on the water quality, the flowers’ vase life, and their leaf quality,” Thirumalai notes. “Once we are convinced on all of these fronts we will enter the negotiation phase, ensuring we are entering a partnership that will work over a sustained period of time.”

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To alleviate some of the risks and challenges that come with finding a responsible and suitable supply chain partner, the Company has also gone one step further through the introduction of PJ Dave Logistics. Based at Nairobi airport the logistics hub not only brings the notion of supply chain in-house but it does so in a way to consolidate clients’ overall horticulture needs by sharing the storage and distribution space with likeminded Kenyan farms.

Quality control is extremely important to success

Thirumalai elaborates: “Some clients might want carnations or other flower types as well as roses, which they would buy from other farms, and we consolidate the overall orders by putting our quality control and efficiency into it for the overall satisfaction of the clients. “This is one of the key goals for us moving into 2018, alongside another diversification which will see us move into avocado fruit farming as well. Serving the Middle East and Europe initially, PJ Dave Fruits will have another farm set up which we are looking to finalise in the coming months, and will be supported by a greater online marketing presence both there and in our existing markets.”

Being a more ethical business will ultimately help to support us in our main goal which is to be the leader in the flower industry

Encapsulated suitably under the banner, ‘friendly farming’, PJ Dave’s commitment to client satisfaction is a living, breathing philosophy; leading aptly into the Company’s remaining goals for the years ahead. “Friendly farming has been taken to the next level with us setting up two 340KW solar projects at our farms for more sustainable energy production, while we also want to become more socially responsible, supporting the public and giving them good environmental and social protection. “Being a more ethical business will ultimately help to support us in our main goal which is to be the leader in the flower industry.”

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A W A S H

I N S U R A N C E

C O M PA N Y

Future, Growth and Prosperity Awash Insurance Company is paving the way for insurers in Ethiopia and further afield, utilising consumer opinion to develop new industry-leading products Writer: Phoebe Calver | Project Manager: Stuart Parker

wash Insurance Company (AIC) is proudly one of Ethiopia’s pioneering private insurance companies, launched in the aftermath of liberalisation of the country’s financial sector in 1994. Founded on a solid base of a commitment to excellence, over the years AIC has repeatedly renewed its vow to create the best possible products for its clients with great success.

“We repeatedly work in order to achieve the maximum satisfaction of the many customers that are relying on us for top-class knowledge within our service, having put their faith in the Company,” explains Abel Tadesse, Director at Awash Insurance Company. “Our vision at AIC is to be the leading and most trusted insurance service provider in the country and eventually further afield.” AIC purely exists to provide diversified as well as long-term

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insurance services, delivered to its esteemed customers with excellence, profitability and ethically at all times through its state-of-theart technology. “We have five aspects to our core values at the Company, including agility, which of course allows us to move quickly within the industry and allows us to retain our excellent reputation,” adds Tadesse. “Then there is our winning spirit which has enabled the creation of an

unbeatable business strategy, made even stronger by the adaptability demonstrated by our team. “At AIC we also recognise the importance of being able to adapt within the ever-changing market landscape and last but not least the ability to have harmony within our expanding team, achieved with thanks to exceptional synergy and performance management. “At present we have been placing emphasis on development of both

wide variety of general and long-term insurance and reinsurance in both Ethiopia and further afield,” affirms Tadesse. “Through this selection we are able to provide our customers with clear and up-to-date, helpful and professional advice with ease.” AIC is responsible for ensuring that the protection it is providing is 100 percent fit for the high requirements set by its customers, investing in the business in accordance with the strict laws it has to adhere to. “As well as working for our customers, we also try to achieve the encouragement of enabling one society to help another through the provision of professional risk management,” Tadesse describes. “We then have to take into account the benefits for our shareholders, initiating, promoting and upholding the actualisation of lucrative businesses by both financing and investing in them.” Facilitating the socio-economic development of the country is extremely important to AIC and its actions within the industry clearly demonstrate this, above all working to contribute to the sustainable growth of the economy. “We provide technologically advanced services with an unparalleled stable business track record,” states Tadesse. “We are constantly growing in size and our loyal, dedicated staff possess the willingness to serve our customers with both flexibility and innovation.”

professionalism and operational efficiency of our staff, as well as looking New products to the future when it comes to the After more than 20 years in the successive leadership of the Company industry, AIC has developed a selection and retaining our completely local staff.” of dependable services and above all the highly tailored and affordable Encouraging one society insurance covers that are suitable for The Company has always tried to the ever-varying needs of customers. retain the same fundamental aims The Company has experience in and objectives when it comes to its undertaking both non-life and life position and development in the assurance business, including major market. products such as property insurance, “Within our services we carry out a pecuniary insurance, liability insurance,

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A W A S H

I N S U R A N C E

C O M P A N Y

INFOSION SOFTWARE

nfosion is a company based in Chennai, India and offers computer software application development, implementation and maintenance services. Infosion offers industry standard products in banking, ERP and insurance segments. Mithra-GIIS is Infosion’s offering in the non-life insurance segment and is part of Mithra Insurance suite of products comprising solutions for non-life, life and financial & administration management.

engineering insurance and bonds. “Our life assurance business provides services for individual and group life, as well as endowment assurance which cover anticipated endowment, endowment annuity, medical insurance and education policy,” continues Tadesse. “We hope that our customers are able to trust us to take onboard their needs and concern areas, allowing us to explore and come up with the most suitable and affordable price. “The products and services that are on offer at AIC will increase from time to time, keeping in line with the needs of customers and the overall insurance requirements of the country.” Some of the new product offerings added to the Company’s portfolio in recent times includes policies to cover political risks, violence and terrorism. These products have been designed after in-depth consideration and study of the needs of consumers, as well as gaining product approval by the supervisory organ, the National Bank of Ethiopia. New products are launched at a regular rate in order to keep up with the ever-changing world of life assurance.

State-of-the-art solutions

In order to tackle the issue of fastgrowth in the industry, AIC has taken

on the initiative to launch a state-ofthe-art technology solution for the operation of non-life insurance and support rendering units. “Alongside our new state-of-theart technology, we have also been conducting requirements analysis for the development of life assurance solutions,” continues Tadesse. “This is in line with the commitment to new technology-based competitiveness within the market, leading us to broaden our strategic investments in bank, real estate and lucrative ventures within the economy.” Over the years and now more than ever, the Company has successfully differentiated itself from its competitors through its unwavering commitment to providing excellent service. That is perhaps the core feature of the Company and comes from the synergy and team spirit found within each employee at AIC. “We hope that in the future as the market continues to mature, we will be able to follow up on some options for establishing operations in neighbouring countries,” concludes Tadesse. “However, for now we are focusing on the continued building of our current strengths, taking ourselves to new heights and establishing our leadership in Ethiopia.”

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Mithra-GIIS is an integrated web application that covers all aspects of general insurance operations. The application structure is segmented into different modules in the outer layer based on different business functions of general insurance operations. The principal modules are: • Customer relationship • Intermediaries management • Underwriting • Claims • Reinsurance • Legal processes • Document management All these modules are interfaced with budget control and finance & accounting operations. Transaction management is carried out by a Xxxxxxxx xxxxxxxx workflow engine.xxxxxxxxxxx xxxxxxxxx Speaking on the experience of using Mithra-GIIS, Director – MIS of a client company says: “The salient feature of GIIS is that it is complete, generic and highly parameterised. GIIS has an openended disposition enabling building of new products.” Infosion has more than a decade of experience of commissioning software projects in several countries in Africa. Ongoing engagements are in Ethiopia, Sudan and Mauritius. E gopal@infosion.in

Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

Phone: +91-44-42187056, +91-94440-33765 Email: gopal@infosion.in

MITHRA – GENERAL INSURANCE INFORMATION SYSTEM Mithra – GIIS, a industry standard enterprise software facilitates effective management of e non-life insurance business operations with all counter parties involved. It is a web application with centralized database and multi currency option. Common screens for Underwriting and Claims regardless of Class of business, Product Profiler, a variety of avenues for configuration of business rules, workflow managed transaction flow without any manual intervention and a bouquet of Transactional, MIS and Analytical Reports are major attractions of the application. Claim Services features with special focus on Motor Class integrate the Claim handling with service providers such as Surveyors, Towing agencies, Garages, Recovery Yard and other insurance companies. Mithra-GIIS Features -

Product Profiler feature for launching any number of products without any news screens or tables Standardised User Interface and navigational controls ensure short learning curve for the users Customer centric features enable a 360 degree view of the Customer Exposure Management inputs in Underwriting Process for informed decision making Automatic Premium and Claim allocation under linked Reinsurance Treaties Built in flow for generation of Accounting Entries Provision for Facultative Placement and Acceptance Extensive flow for Claim Reserve and Claims Process Workflow configuration in alignment with Authority delegation Recovery Case follow-up process Legal Process for Defence, Intervention and Trial cases with extensions for EP Filing, Appeals, Arbitration and Insurance Disputes Redressal mechanism

Registered Office: Infosion Software Private Limited #8, 2nd Main Road, Vijayanagar, Velachery Chennai – 600 042, India

Development Centre: Infosion Software Private Limited Leo Marshel Building, 174/2, 26th East Street, Kamaraj Nagar, Thiruvanmiyur, Chennai – 600 041, India

www.infosion.in

K I F I Y A

F I N A N C I A L

T E C H N O LO G Y

Single Window Service Kifiya Financial Technology PLC is working to build upon the digital finance options available to locals Writer: Phoebe Calver Project Manager: Stuart Parker ifiya Financial Technology PLC (Kifiya) provides innovative digital finance and payment services, utilising technology to build and enable the distribution of channels to make financial and non-financial services more affordable and accessible to those that currently struggle with these services. The Company is well established in its local market with an integrated and scalable service that has come from the gradual development of sustainable technologies, as well as its distribution infrastructure. “It is our primary aim to make a sizable contribution to improving the lives of our customers,” explains the Company on its website. “We are trying to simplify their lives by making transactions simple, affordable and easily within reach, unlike the services that available currently.”

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K I F I Y A

F I N A N C I A L

T E C H N O L O G Y

SILVERLEAP

roviding world class domain knowledge, coupled with technical expertise, has resulted in Kifiya and Silverleap developing a deep and long-lasting partnership around the development of core technology to support Kifiya’s mission to create an integrated, scalable service that enables access to financial and non-financial services and distribution infrastructure. As one of East Africa’s leading financial services group Kifiya is relying on Silverleap for real-time acquiring and processing technology, mobile terminals, smartcards, security and system architecture in order to deploy a next generation unified transaction processing system in Ethiopia and beyond. T +94 777 784498 E Dhushy.Thillaivasan@Silverleaptech.com

www.silverleaptech.com At present the Company is working on developing new systems to match the aforementioned needs of the market, a prime example being its digital finance system. This system enables a woman that are located in a remote area to open up a savings account at a nearby Kifiya service point, providing an incredibly exciting move for the future of the Company. “Alongside our digital finance systems we have also worked intensely on our micro insurance offering,” adds the Company. “This form of crop insurance product has emerged from satellite data and a digital platform that enables any small-holder farmers the access needed to manage their risks.”

Micro-insurance

Micro-insurance has become a large part of the Company’s portfolio, protecting lower-income customers from the difficulties that can often be encountered when obtaining insurance

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Our microinsurance cloud platform excitingly allows a multitude of insurance companies’ access to our products, therefore underwriting, selling and managing policies and payout claims can be handled digitally

policies. In return the Company requires regular premium payment that is proportionate to the expected cost of the risks involved. “Our micro-insurance cloud platform excitingly allows a multitude of insurance companies’ access to our products, therefore underwriting, selling and managing policies and payout claims can be handled digitally,” continues the Company. “Our digital payment platform allows for easy enrolment and premium collection, and has subsequently proven to be extremely popular in the market.” Under the micro-insurance bracket there are four specific services available, including NDVI crop, index based livestock, hospital cash and funeral services. “The only challenge we have encountered in this service is when it comes to the smallholder farmers in Ethiopia who rely on the right weather conditions to produce their crops,”

states the Company. “Therefore we have had to create ways to get around this unpredictability and the impact of uncertainty on our customers’ income. The Normalised Difference Vegetation Index (NDVI) has provided us with a long-standing index that is used by agencies the world over, and an excellent way to monitor the occurrence of drought. “The NDVI provides us with an output based index and measures the current state of green vegetation, as well as the impact on vegetation the weather will have,” explains the Company. “From this technology we have created an affordable crop micro-insurance product that we are able to deliver digitally, covering our customers for weather related risk.”

Single window service delivery

Amongst its recent developments is the Single Window Delivery Platform, based from the eService framework that was previously developed by CMC

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K I F I Y A

F I N A N C I A L

T E C H N O L O G Y

- a Tata Group Company - which Kifiya has gone on to customise and rebrand. “Our single window delivery platform now ensures that any service can be delivered through a single point,” affirms the Company. “In order to achieve these integrated services, we have had to use three-tier technology, with our application server acting as a bridge between the various databases of each organisation.” This newly created platform will allow anyone from governmental organisations to citizen and business to consumer to utilise the services, this is with thanks to the flexibility of the system.

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Insurance companies such as ourselves are able to make the most of the new products available on cloud platforms, managing both claims and policies digitally

“Each new breakthrough we are making at present is decreasing the costs associated with service our local market,” adds the Company. “Insurance companies such as ourselves are able to make the most of the new products available on cloud platforms, managing both claims and policies digitally.” This newly embraced technology has allowed the Company to reach a market that was previously unreachable before its digital finance payment platform.

Risk management

As it moves into the future with

ever-changing technological advancements on the horizon, risk management is becoming increasingly important. “Our exceptional risk management allows for the transformation of finance within the agricultural sector, as well as increased productivity of the farmers,” continues the Company. “We have found our new developments have also encouraged confidence in our services from our numerous stakeholders.” Kifiya’s stakeholders are spread across a multitude of institutions which include the Public Financial Enterprise Agency (PFEA),

Our exceptional risk management allows for the transformation of finance within the agricultural sector, as well as increased productivity of the farmers

Agricultural Transformation Agency (ATA) - which strategically leads the support processes for the Microinsurance initiatives, while also developing rural insurance strategies to promote rural development - the Ethiopian Insurance Corporation (EIC) and Kifiya Financial Technology. “At present we are working on the development and management of our micro-insurance technology platform,” concludes the Company. “We are happy with the progress being made currently and have no plans to expand beyond our current service offering for now, however, we are never far from the next big thing.”

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W E M A

B A N K

With You.

ALL THE WAY

Since returning as a national institution in 2015, Wema Bank has looked to recapture the proud heritage of a business that has brought economic stability and innovation to Nigeria for the past seven decades Writer: Matthew Staff | Project Manager: Stuart Parker

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or more than 70 years Wema Bank has negotiated fluctuating industry demands and climates to remain an ever-present in Nigeria’s financial domain, and since reinventing itself as a national operator in 2015, the business has been able to go back to what it has always done best: bringing continued growth and banking modernisation to a nation. Founded initially in 1945, a series of rebrandings-cum-reengineering, strategic moves and market repositionings have taken place during Wema’s existence; leading right up to the decision that was taken in 2015 by Chief Executive Officer, Segun Oloketuyi.

The CEO introduces: “When I joined the Bank with a new management team in 2009, we took a strategic decision to operate as a commercial bank with regional scope, but having repositioned the business for growth, the Bank returned to being a national bank in 2015. “Wema Bank has a rich heritage which we are proud of and which has sustained the Bank over the past seven decades. We operate a mixed growth strategy involving the continued growth of branch networks,

partnerships and digitisation.” The branch network facet accounts for more than 140 outlets which is set to increase in the near future, and is complemented by 277 ATM installations strategically located around the country. Particularly strong in the area of point of sale (PoS) deployment, more than 6,000 customers are reached ultimately, but the drive to grow and expand never wanes.

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“We believe there exists opportunities to grow our financial access points. Therefore, we continue to emphasise our digital drive, which is a conscious and deliberate action to position,” Oloketuyi says. “Ultimately, we would like to evolve to omnichannel, incorporating all possible customer touch points, efficiently.” Such an all-encompassing presence would cater for all demographics of customers which currently engulf the retail, SME and corporate sectors, as well as treasury and trade domains. A strongly innovation-driven ethos

ensures diversification across its product range that is almost unparalleled elsewhere in the market; putting the customers in complete control of their finances. To this end, the Wema WebPay payment engine integrates ecommerce opportunities; Card Control facilitates vastly improved security through its flexibility; WemaMobile and WemaOnline address mobile app and online banking efficiencies, respectively; and the USSD banking service, *945#, allows for more streamlined and speedy payments. Admiralty branch, Lagos

Wema’s head office building

Inside the plush interior of the Marina branch, Lagos

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Nigeria’s first fully digital bank

Numerous adjacent services have been formed and unveiled to align with the aforementioned portfolio - including the facilitation of more seamless international transactions - and all exist under the overarching banner: ‘With You. All the Way’. Inevitably, given the rise of digitisation, much of Wema’s current unveilings and market analyses of late have revolved around capitalising on consumers’ online and mobile preferences; and this has led most aptly to the launch of ALAT. Oloketuyi explains: “ALAT is Nigeria’s first fully digital bank that allows everything customers would do in a bank to be done from their personal digital devices. Account opening can be done on the digital bank via the app which is on Google Play and App Store, or on the web (alat.ng). Every Nigerian of banking age is expected to have a Bank Verification Number (BVN); and this is required to open the ALAT account. “With ALAT, we have been able to reduce cost-to-serve to the barest minimum, allowing us to offer as high as 10 percent interest to ALAT customers who commit to saving diligently.” Not only does this give customers a value-add service, but it also instils loyalty. With the millennial age range the most fickle, when it comes to bank choices, the need to remain relevant and attractive as a provider has never been more prevalent, and Wema’s stance on the digital front places the Company on the front foot as the bank of choice. “We are also changing the face of our branches to improve ambience and aesthetic value. Our message to customers is that we have everything they need to Bank wherever they are, but if they ever have to come to the banking hall, we want them to feel welcomed,” Oloketuyi continues. “We want to be much more to our

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The Wema Bank management team

Segun Oloketuyi, Chief Executive Officer

customers, so we are working hard to open up channels through which we can communicate with them, offer advice and expose them to opportunities.” Excellence, enterprise and efficiency join technological aptitude as three more pillars of Wema’s success, and across each parameter a constant monitoring of customer feedback is conducted to ensure that necessary modifications to the provision are made almost in real-time. Oloketuyi adds: “In the current KPMG customer service survey, we ranked eighth, up from 13th the previous year. We are now working hard to ensure a top five finish in 2018.”

Business-improving solutions

ALAT as a bank stands for much more than its immediate physical Work onmore new design is ongoing benefits; as aapproaches testament to Wema’s commitment to technological

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Wema is committed to leading the industry in the development of cutting-edge financial solutions and making financial transactions easier for all our stakeholders

innovation and as a differentiator in the modern banking industry. For the customer, it is a tool that will be used for wealth creation. Placing similar emphasis on security and safety, the Bank is hitting all of the hot topics that engulf global finance at present to affirm its current rise in the region. However, compounding each and every innovation - and indeed the Company’s current automation goal - is its biggest differentiator: its people. “We know that a brand is only as strong as its people, therefore, we ensure we hire the right people and keep them equipped to continuously deliver, through relevant professional and academic training,” Oloketuyi affirms. “Our recruitment process is rigorous, and generally our staff benefits are one of the best in the industry to ensure our top talents remain with us.

“We are huge on local content too as most of our top talents are local hires. However, in building a strong brand that can compete internationally, we are not averse to bringing in foreign talents to support our team in helping us achieve our goals.” The same balance of quality and localisation is displayed throughout the Bank’s partner network too; the likes of Etisalat (now 9mobile) instrumental in Wema’s development in recent years. Oloketuyi picks up: “For ALAT, the digital bank we founded, partnerships have been a major tool that the business is using to deliver value to customers. Most of our partnerships are in Nigeria and very much entail the provision of business-improving solutions. “And at the moment [as a result], ALAT is the only bank in Nigeria that offers 10 percent interest on any form of savings.”

Groundbreaking statistics such as these are vital not just in terms of customer retention, but in honouring the Company’s own rich heritage, the visions of which have been passed through numerous generations. Looking forward, the journey will continue courtesy of Wema’s dedication to customer requirements, driven by ALAT, and complemented by innovations set to give every single customer a “delightful and memorable experience across all touch points”.

Oloketuyi concludes: “We will continue to leverage on technology and innovation to deliver tailor-made financial solutions for our customers. Wema is committed to leading the industry in the development of cuttingedge financial solutions and making financial transactions easier for all our stakeholders. “As we continue to build valuedriven relationships across the board, we hope to grow our customer base to three million by 2020.”

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WAICA Reinsurance Corporation PLC was described as a â&#x20AC;&#x153;dream come trueâ&#x20AC;? upon its inception in 2011, and has strived to live up to its billing via a concerted dedication to strong market growth and significant regional socio-economic upliftment Writer: Matthew Staff | Project Manager: Stuart Parker

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AICA Reinsurance Corporation PLC (WAICA Re) has thrived over the past six years to become one of the continent’s leading ubiquitous reinsurance providers. Incepting in Sierra Leone in 2011 and still based out of Freetown alongside offshore contact offices in Nigeria, Ghana, Ivory Coast and Tunisia - the business has become a reputed and reliable providerof-choice across non-life and life

reinsurance services catering for Anglophone, Francophone, African, Middle Eastern and Asian markets. “The Company has recorded very strong financial growth during its operational years, consequently expanding its market share and positioning itself as a force to be reckoned within the global insurance and reinsurance industry,” further introduces WAICA Re’s Managing Director and Chief Executive Officer, Abiola Ekundayo. “WAICA Re transacts non-life (general) and life

treaty and facultative reinsurance businesses with its partners based in Africa and beyond. These are the two main business lines of the organisation which have contributed immensely to our premium income production and collection over the years.” From this turnkey standpoint, the Company conducts business across marine hull, marine cargo, motor, accident, property, engineering, bond, liability, agriculture, aviation, oil & gas, and life classes of insurance.

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WAICA RE CAPITAL

AICA Re Capital is a wholly owned subsidiary of WAICA Reinsurance Corporation Plc. The Company is licensed and regulated by Securities and Exchange Commission of Ghana as a Fund Manager and National Pension Regulatory Authority as a Pension Fund Manager. The Company offers a full range of competitive investment banking products and services. Its management team comprises of investment industry professionals who have over 30 years combined industry experience with proven track record in fund management and corporate finance and advisory services. The Company works with utmost professionalism and dedication to deliver excellent services – making us a Company you can count on to provide workable investment solutions that meet your organisation’s investment needs and objectives.

And across the board, WAICA Re has effectively demonstrated its expertise via the provision of substantial technical training and support for all valued cedents and brokers. “Having provided five annual international training programmes in Sierra Leone (2012), Gambia (2013), Ghana (2015), Nigeria (2016) and Liberia (2017), WAICA Re has carved out a unique image in the African insurance market as a highly competent provider of technical knowledge and skills for the empowerment of the African insurance industry; with a view to enhancing Africa’s competitive standing in the global insurance market,” Ekundayo emphasises. “And overall, we believe there are four key differentiating elements which give our corporation a competitive edge over our rivals in Africa and these global markets: our people, core values, technology and geographical dispersion.”

A dream come true

While the WAICA Re that is so trusted and loved today can be traced back to 2011, its actual origins delve much further into history, beginning with the creation of the West African Insurance Companies Association (WAICA) in 1973. Ekundayo recalls: “In the years following, the founding fathers had the desire to establish a reinsurance organisation to help mitigate the effects of the lack of reinsurance capacity within the West African insurance industry. “To fulfil this ambition, the founding fathers considered it prudent to start off by creating a reinsurance pool which would hopefully someday metamorphose into a fully-fledged reinsurance corporation. Today, the WAICA Reinsurance Pool has turned into WAICA Reinsurance Corporation PLC: a dream come true.”

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As part of a bigger and stronger financial group across Africa, you can count on varied expertise of WAICA Re Capital to help realise your financial aspiration through new, innovative, and unique integrated approaches. We are committed to delivering superior and consistent service to our clients. Let’s talk about making you better!!! Why WAICA Re Capital: • A dynamic and highly experienced interdisciplinary team with proven track record in corporate finance advisory and fund management services

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• Strong research capabilities using well defined top-down, bottom-up fundamentally driven process • Access to vast network of capital providers at competitive rates with quality execution for our clients What we offer: • Fund and private wealth management • Pensions • Corporate finance & advisory • Research Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

WAICA Re Capital provides investment banking services in Africa and beyond. Clients benefit from the experience and expertise of an integrated team of seasoned specialists.

FUND MANAGEMENT | PRIVATE WEALTH MANAGEMENT | PENSIONS | CORPORATE FINANCE & ADVISORY | RESEARCH

Why Choose Us? • Highly experienced team • Strong research capabilities • Timely execution • Access to a vast network of capital providers • Excellent client service

Suite No 10 2nd Floor, Movenpick Emporium, Accra, Ghana P. O Box AN 5042, Accra, Ghana +233 302 631164 | +233 244 734534 | +233 501 577546-8 info@waicarecapital.com | www.waicarecapital.com www.facebook.com/waicarecapital

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The evolution and flexibility in line with industry and national needs has been similarly evident since 2011; its life arm only incepting in mid-2015, and subsequently boosting the Company’s financial posture. Geographical diversification and expansion has also become a concerted focus in recent times, with Tunisia and, imminently, Kenya being added to the evergrowing repertoire. “Undoubtedly, our Corporation carries out lots of research and analysis work before implementing big decisions like these,” Ekundayo explains. “Under the supervision of a sterling Board of Directors, our team of seasoned chartered insurers, chartered accountants and information technology personnel conduct research and feasibility studies within the bounds of our custom-designed development methodology, in a bid to achieve sustainable operational expansion and business growth while creating value for our shareholders.”

Strategic objectives

Every strand of R&D and every decision reached is also done so with the current climate in mind,

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and with the latest industry trends and requirements as a dictator. This was especially true of the Company’s foray into life assurance, while the geographical expansion to the north of the continent has also been driven virtue of perceived market opportunity. In order to react so effectively and sometimes rapidly to these opportunities though, WAICA Re has to ensure it has an internal footing conducive to such agility. In recent years, aspects of digitisation have aided this ethos significantly. Ekundayo notes: “One of the Corporation’s strategic objectives is to invest in and utilise unparalleled digital technologies in order to support our operations and attain production targets. WAICA Re recognises the profound importance of missioncritical IT systems which are crucial to the success of our operations. “In our six years of existence, the Company has invested heavily in software, hardware and networking infrastructural assets in order to establish the best digital environment to power our execution of reinsurance businesses.”

EQUITY SAVINGS & LOANS

quity Savings & Loans (ESL) are licensed by the Bank of Ghana to operate as a savings and loans Company in Ghana. The Company is one of the strongest and fastest growing companies in the Ghanaian financial industry, indicated by the steady growth in our clientele base and the continuous increase in the number of enquiries and interest expressed by prospective clients. The Company’s strong and healthy financial status, with strong backing from its shareholders enables it to offer products and services beyond its initial savings and loans offering. The core values of the Company are encapsulated in the acronym P.A.I.R: Passion The Company’s employees offer enthusiastic service to its clients, ensuring that the satisfaction and delight of its customers is a high priority. Aspiration The Company aspires to be among the top 5 savings and loans institutions in Ghana and employees seek professional development to enhance quality service delivery to the customer. Integrity It is our hallmark to be honest in all our dealings with all stakeholders and we will uphold fairness in all our transactions with customers. Respect Xxxxxxxx xxxxxxxx xxxxxxxxx The dignity of all xxxxxxxxxxx human beings is upheld by staff of the Company. We do not discriminate against any persons and believe that all must be treated and held in high esteem.

T +233 302 541 449 E fabenefo@equitygh.com

www.equitygh.com

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Together, weâ&#x20AC;&#x2122;re investing in a better future Put your future projects into reality, at Equity, we understand your business needs thereby helping you financially achieve results. Call us today to find out how we can help.

S AV I N G S P RO D U C T S Your partner for growth We evaluate the special aspects of each clientâ&#x20AC;&#x2122;s situation and respond with relevant solutions and tangible added value. LOAN PRODUCTS SME loans Be assured of finance, the way it is best suited to your business, through hassle-free credit and trade services. INVESTMENT PRODUCTS Let your money work for you Our Interests are negotiable, but they are above Treasury bill rates, depending on the amounts and period of investment.

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The MD is all too aware of the investment-to-profit correlation that can and has been achieved in order to remain ahead of the industry curve, while similar adherences to sustainability can be found across WAICA Re’s localisation strategy. Ekundayo continues: “As much as possible, we maintain a strong emphasis on the formulation of localised business partnerships across the supply chain, while we also strongly believe in the implementation of local human capital development. “[Regarding the latter], WAICA Re’s employment strategy entails the recruitment of talented employees and the retention of such employees by providing continual motivating factors such as training and development opportunities; strong monetary and non-monetary compensation; remuneration packages; and different forms of employee engagement practices which ensure that our staff members consider WAICA Re as “a family, rather than an office”.”

Fundraising Our Corporation successfully executed its fund-raising programme, spanning mid-August to mid-September, 2017, with a view to strengthening its capital base for business growth, expansion and investment in high-value projects. This Equity Capital subscription scheme represented an opportunity for investment by both existing shareholders and prospective investors. It is expected that once the full statistics of the Private Placement are analysed, the paid-up share capital of the Corporation would leap by a margin of approximately US$25 million to a new height of US$75 million, and may probably rise well above that figure in the event where the over-subscription option is invoked. WAICA Re will continue opening avenues for investment by prospective investors through future Private Placement Equity subscription schemes. We therefore request investors to watch our corporate space, invest in our Corporation and reap due dividends from their shareholding.

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Competitive edge

As such, the Company’s workforce is considered as one of four key differentiating elements within the Company, both in terms of its African ambitions and its global goals. The second element refers to five core values of speed, professionalism, commitment, integrity and teamwork, as Ekundayo details: “These five values represent the cornerstones which guide our approach to conducting business transactions with our cedents, brokers and other business partners. As a result of holding the

firm to these five core values, we have registered an increased advantage over our competitors. “Thirdly and importantly, our Corporation recognises the profound positive impact on our net profit bottom-line as a consequence of investing in high-end, modern information and communication technologies.” The final differentiator harks back to the aforementioned dedication to geographic dispersion. The MD continues: “We are proud to state that WAICA Re is increasingly becoming the reinsurance Company in Africa which is, to a large extent, ubiquitous in terms of our geographical dispersion across the continent. We now have a strong and growing market presence in

Anglophone and Francophone West, North, East and Southern Africa, as well as our market penetration in the Middle East and some parts of Asia. “Our operational distribution has no doubt given us a competitive edge and we hope to capitalise further on existing and emerging opportunities in the years that lie ahead.” Those “years ahead” are set to herald the construction of a new headquarters in Freetown which the Company states will be a source of pride for Sierra Leone and West Africa as a whole. And more important than that, it will be the host to a continuously evolving pillar of continental reinsurance that has earmarked exponential credit rating, market share and sustainability development over the years to come.

Thank you! On behalf of the Board of Directors of WAICA Re, I would like to thank His Excellency, Dr. Ernest Bai Koroma, President of the Republic of Sierra Leone and the good people of Sierra Leone for the support we have continued to receive since the establishment of this Corporation in Freetown, Sierra Leone. - Abiola Ekundayo, Managing Director and Chief Executive Officer

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Glass that spells

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CLASS Impala Glass Industries possesses both the industry experience and skill to retain a leading position in the industry across East and Central Africa, developing a reputation that has made it a household name Writer: Phoebe Calver | Project Manager: Vivek Valmiki

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rom a geographical standpoint, Impala Glass Industries Ltd has fostered a wide reach across East and Central Africa, and by working with professionals in the architectural construction sector - such as architects, consultants, interior designers and fabricators - the Company is ensuring an even more broadened footprint in the future. Due to the Company’s strong network of industry professionals, its respected status continues to manifest in new business opportunities on the solid references of existing customers. “We ensure that all of our activities in these various regions are in keeping with what we are trying to achieve with Impala brand awareness,” explains Hussein. S. Hebatullah, Managing Director at Impala Glass Industries Ltd. “In order to achieve that, we will often participate in exhibitions and events

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for professionals in our industry such as Architects Meet and many similar both locally and regionally. “These events are interactive and include seminars based on marketing through a training approach, as well as trying to connect through social media with our target audience which has been quite successful for us over the past couple of years.” The Company began humbly in 1958, opening with a small mirror manufacturing plant and facilities for glass processing. In 1967 there was a major installation for Impala Glass of toughening glass and automatic mirror manufacturing plants. The two plants were the first in Kenya, as well as East and Central Africa and aided the developments which would eventually lead to it becoming a household name. “Once we were firmly established in the market place, it was all about looking ahead to build on our Kenyan industrial base,” adds Hebatullah.

KAESER COMPRESSORS Impala Glass Industries Ltd and Kaeser Compressors Ltd association for Compressed air system Established in 1919 as a mechanical engineering workshop, Kaeser Kompressoren is a family-owned business and today is one of the world’s leading compressor manufacturers and compressed air systems providers. Kaeser’s three production centres are located in Coburg (main plant) and Gera, Germany. The Company has more than 5,800 employees worldwide, 1,900 of whom work for Kaeser SE in Germany. Two years ago, Impala Glass Industries Limited made a conscience decision to both increase their production and improve the efficiency of their production process. In order to achieve this, they had to audit their entire compressed air system, compressed air generation and distribution, because this system accounted for a large part of the energy usage. To this effect, several compressed air equipment suppliers audited their compressed air supply and provided them with solutions. Kaeser Compressors Limited, being a compressed air equipment supplier in the local market, conducted an air demand analysis of the entire factory. From our findings, we noted that their existing air compressors limited to them only two lamination cycles per day. They desired to increase their lamination cycles to at least three cycles per day.

Aljamea tus Saifiyah project

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Based on our ADA findings and our knowledge of compressed air systems, we redesigned their existing compressed air system and incorporated new Kaeser compressed air equipment to the new system. These changes enabled the customer to meet their production target and also lowered their energy consumption. This is largely because three 30KW rotary screw air compressors from a competitor, used in their previous compressed air system, were replaced by one 75KW rotary screw air compressor from Kaeser. Also, a redesign of the compressed air station minimised the pressure losses that were initially limiting their existing compressed air system.

is proud to be associated » KaeserwithCompressors Impala Glass Industries « Compressed air 4.0 –

networked, predictive and even more efficient

Exceptional efficiency

More compressed air for less energy KAESER COMPRESSORS Limited

www.kaeser.com

No. B1 Kibhare Center, Opposite Nation Media Printers, P.O. Box 5018 – 00506 Mombasa Road, Nairobi, Kenya. Phone: +254 20 2622535/6/7/8, GSM: +254 732 622543/4, Fax: +254 20 2622539, Email: info.kenya@kaeser.com

“We moved into the realm of automotive products manufacturing in 1974 and by the turn of the century, the Company was ready and waiting with the latest technology and skills needed to be the leading glass processor in Kenya.” Impala Glass’ growth has largely been made possible through a well-trained and sincere workforce over the years, committed to the production of quality products to meet customers’ needs. “Alongside our exceptional employees, our success is intertwined with the support we receive from our dedicated dealers and customers,” affirms Hebatullah. “Combining that with our exceptional new product introduction skills over the years, we have proudly become one of the leading Kenyan brand in the region.”

Quality requirements

As a family-owned Company, Impala Glass still retains its family-run feel and is managed by a strong team of

Mehrab Towers

professionals that operate under the leadership of Chairman, Mr. Saifuddin Hebatullah. “We have developed ourselves over the years to provide a range of architectural glass offerings, spanning across laminated, acoustic, energy efficient and bullet-resistant options,” continues Hebatullah. “Our team works closely with architects, consultants and contractors in order to ensure that supplies are in line with the specifications and quality requirements required for each project we undertake.” “The aforementioned product range is created through the support of our specialist professional services, including application design support and installation,” adds Hebatullah. “Most recently we are very lucky to have obtained a complete solution from design to production and installation of art glass, all found in our Estillo range. Its ability to meet complex specifications and quality is well-

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laston is the frontrunner in glass processing. The Company fulfills the most demanding needs of its clients by combining cutting-edge technologies with extensive knowhow and commitment to customer care. With a commitment to its customers’ success, the Company’s technologies guarantee a long product lifecycle while its global reach provides a service that is always close to its clients. Over the years the Company has delivered close to 3,000 product lines, previously under the Tamglass brand and today under the Glaston brand. The Company is known as the partner that sees things through.

A culture of excellence

Hebatullah. “Intertwined with our improvement strategies is the need to monitor the ‘learning and development’ of both management and workforce teams, all of which adds to the culture of excellence that we have successfully developed at Impala Glass.” When it comes to successful overall Company development, Impala’s experience over the years has ensured the creation of a competent and efficient team to carry forward its renowned reputation. In order to select the correct talent and subsequently retain these members of staff, there are a number of processes in place in its HR department. Technological improvements “At our Company, we believe Such continuous improvement that knowledge is at the centre of strategies have been pivotal to the everything we do, and because of success of Impala Glass during its many that we train our management team years operating within the industry. to derive knowledge from data and “We ensure that our teams are market-specific information that they completely up-to-date with the latest can implement into their work,” affirms technological advancements that Hebatullah. “They know how to then we should be aware of,” describes create plans that will be both sustainable

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renowned, with the Impala automotive manufacturing plant producing windscreens for anything from small cars to huge trucks. Currently its ranges cover more than 700 different windscreens, alongside products that include emergency door and side glasses. “In order to achieve the best for our brand, we have a continuous improvement process for upgrading our machines and production processes. This is all as well as the addition of new products to our portfolio, such as shower cubicles and a range of office and residential glass furniture.”

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Impala’s CSR support for “shoes for every child” through its staff member, Sangura

Clearly superior glass manufacturing technology.

Machinery and services for architectural, appliances, automotive & solar glass processing.

and cost-effective within our markets of operation, meeting budget targets and at the same time encouraging innovation within our Company.”

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established supply chain management process,” states Hebatullah. “This has immensely assisted us in the successful running of our operations and allowing us to adhere to the promises made to Market relevance our customer base in both Kenya and The innate ability of the Company to regionally. consistently better itself and its products “Without a successful supply chain, comes from a policy to invest as much as our processes could easily halt at possible in order to be both, competitive ground level and ultimately bring down and relevant in the industry. our performance when it comes to “Within Impala Glass, we have a well- meeting our customers’ needs.”

Windscreen store

The Company is incredibly proud of its internally developed supply chain management processes, having gone through a journey of continuous improvement from its early days with a pencil and paper based system, to an ever-evolving data driven approach. Hebatullah adds: “It is important to remember that none of these processes would work without the teamwork that holds us together, a factor that I believe also differentiates us in the market.” The team at Impala Glass demonstrates competence, courtesy, credibility, reliability, quality, value for money and perhaps most importantly, responsiveness to market needs. “We have instilled these values into each of our employees and this is how we like to do business,” concludes Hebatullah. “Our vision for the future is to continue with our employeedriven process, introducing the best technology and creating quality products for many years to come.”

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Service Living up to its name, Kaizen Refractories is meeting continuous improvement with quality service and customer satisfaction to engineer a route to the top of the iron manufacturing industry Writer: Matthew Staff ince 2007, Kaizen Refractories has evolved in Africa by remaining true to its name; bringing to the fore notions of continuous improvement, service quality and optimum customer satisfaction. The steel producer, established in 2007, has for the past 10 years leveraged this concept to specialise across ferroalloy and non-ferrous products as well as in the boiler domain.

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“We have more than 25 years of refractory experience in these industries and pride ourselves on our values which are reflected in our name, ‘Kaizen’,” the Company emphasises on its website. “Kaizen Refractories provides refractory installation ‘turnkey’ projects and maintenance services to suit clients’ needs. We supply engineered products and provide a wide range of consumable products [across all aforementioned industries].” Similarly specialising in the cleaning of combustion chambers, gunning services, bricklaying, maintenance and consultancy; the main focus continues to relate back to its origins in iron making and the coke ovens that kick-started the Company’s journey all those years ago. Founder and Managing Director, Leon Joubert recalls: “I started working as an operator at Iscor Newcastle (now ArcelorMittal) back in 1989. I was then transferred to a new section called Coke Ovens Battery division. I soon realised that there were ample opportunities in the coke making industry and after 12 years of working for Iscor (Arcelor Mittal), I decided that it was time to venture out on my own. “Kaizen Refractories (Pty) Ltd was established in 2007 after my return from the Netherlands. I started as a consultant for ArcelorMittal and Exxaro conducting quality control services for large capital projects from 2005-2009 and therefore we started with a maintenance team to service our local industry in the mining industry via a local company called Quantum Screening and Crushing who produced a calcine product blend for the steel industry.” As the Managing Director for Kaizen Refractories, Joubert realised that the Company could play a major role in the quality of secondary supplies, which took hold between 2009 and 2015. He picks up: “After a major setback

“We have more than 25 years of refractory experience in these industries and pride ourselves on our values which are reflected in our name, ‘Kaizen’.”

“Our highlight project... has been the refurbishment of Battery N2 at the ArcelorMittal Newcastle plant where we have spent 460,000 man hours over a period of 21 months across 2016 and 2017.”

“...instilled into every corner of the Company are our values of quality of service, continuous improvement and customer satisfaction by means of an on-time delivery of product.” Genting HK, Zouk Clark Quay, Singapore

in the local coke making industry and with a shortage of expertise, Kaizen Refractories engaged with a fulltime maintenance crew to service the industry from 2009. “Our highlight project since then has been the refurbishment of Battery N2 at the ArcelorMittal Newcastle plant where we have spent 460,000 man hours over a period of 21 months across 2016 and 2017.”

Undisputed leader

As an apt culmination of the stringent internal procedures and processes put in place over the past 10 years, the Battery N2 refurbishment project rendered an opportunity for Kaizen Refractories to engage in ArcelorMittal’s long-term repair and maintenance strategy. “We are currently busy with a through-wall project at ArcelorMittal

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MANITOU Manitou values its partnership with Kaizen Refractories With over 60 years of global experience, Manitou remains at the forefront of equipment design, offering telehandlers, forklifts, access platforms, skid steer/ track loaders, TLB’s and attachments that improve safety, increase uptime and enhance productivity on your site anywhere in Southern Africa. Kaizen Refactories has been a customer of Manitou Southern Africa since early 2016 and have bought a number of new and used machinery through our dealer in Natal, Mani Equipment. Kaizen Refectories recently purchased the newly launched Manitou TLB 844S that will be put to great use on their site. Kaizen Refractories is a valued customer and Manitou Southern Africa is looking forward to a successful partnership on future projects.

A hands-on approach to project safety and quality

Newcastle works and we are involved in the design of a new furnace in the forestry industry that is also a new field that we are currently engaged in, in South Africa,” Joubert adds. As the sole owner and MD, the personal pride that comes from this evolution is palpable; Joubert having overseen the operational, financial and structural elements of the business since day one. Complementing the MD’s expertise though is a plethora of project managers, site managers, supervisors, charge-hands, bricklayers, logistics operators, heating crew

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members, labour staff and office workers. “We also have a safety division consisting of a safety officer as well as site safety watchers,” Joubert continues. “And instilled into every corner of the Company are our values of quality of service, continuous improvement and customer satisfaction by means of an on-time delivery of product.” To achieve this, the Company is committed to establishing itself as the undisputed leader across these parameters in the market place, but doing so in conjunction with the most modern and pressing needs of its clients. “It is the responsibility of Executive Management to ensure that the principles of the Quality Assurance System be understood, implemented and maintained by all employees,” the Company affirms, “...in accordance with the policies and procedures applied to the National Standards ISO 9001:2008.”

Take every opportunity

Maintaining high standards has more recently been ensured through capital investments into coke oven maintenance repairs, leveraging the hands-on experience that exists within Kaizen Refractories to hone technicalities and to make quick, effective decisions. The same hands-on approach is then applied to the Company’s aforementioned client interactions, choosing to maintain close personable relationships in order to keep ahead of consumer trends; a recent example being the huge demand for supply production in the non-ferrous sector. “We have also invested in logistics machinery through Manitou South Africa to ensure that we sustain a high-quality product and supply a high-quality service during projects,” Joubert offers as a further case in point. “We also ensure that our staff are trained and knowledgeable with the latest changes in the safety

and quality environment as well as the ongoing changes in our labour relations act, in order to ensure that we as a company comply with the Basic Condition of Employment Act. “We are also in the process of implementing the NOSA System in order to get accredited for OSHACT18001 and ISO9001.” The business has quickly become

an employer of choice virtue of its commitment to quality, and this has been rewarded by workforce loyalty; people safe in the knowledge that their efforts will be acknowledged via ongoing, personalised training and progression initiatives. “We are a project-based Company so have to ensure that we plan effectively, organise, lead, develop and delegate in a professional manner to ensure that procurement, logistics and on-time delivery of products and services is effective and in budget at all times,” Joubert concludes. “Kaizen Refractories is striving to become the local leader in the coke making industry so we want to take every opportunity to gain more experience in all of the refractory industry’s projects by giving more exposure to our workforce and hired contractors. “Through this, we hope to achieve our future goal to become the principle project leader in the South African coke industry.”

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Access to Energy for

Everyone Schneider Electricâ&#x20AC;&#x2122;s influence across the SADC region has successfully infiltrated numerous industrial and energy domains over the years, but its more recent data centre efforts emphasise a more innovative facet of its operations Writer: Matthew Staff Project Manager: Donovan Smith

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ased on Schneider Electric’s motto of ‘Life is On’ and its belief that access to energy is a basic human right, the organisation continues to diversify and migrate across sectors in order to diffuse its innovative solutions across as wide a spectrum as possible. As the global specialist in energy management and automation, Schneider Electric creates connected technologies that will reshape industries, transform cities and enrich lives. Catering for all nations within the SADC region - from Angola, Malawi and Zambia all the way down to South Africa - its four pillars present in the current day set the tone for sustainable services, forward-thinking solutions and wider community enrichment; all with this common goal of energy accessibility in mind. Often, these forays into new domains have been facilitated by strategic acquisitions to compound its successful organic growth, and this has certainly been the case in regards to its recent data centre drive; an area at the peak of development in Africa at the moment, crying out for a Company like Schneider Electric to apply its technical expertise. “As part of our IT infrastructure business, our role in traditional date centres was enhanced via an acquisition of American Power Corporation (APC) which subsequently formed Schneider Electric IT Business Unit, enabling our penetration into the infrastructure markets,” explained the Company’s Vice President of the IT Business, Bruce Grobler in 2016. “APC by Schneider Electric is divided into three main segments; distribution which looks after traditional singlephase backup power, home and network facilities, and office backup power. Then there is secure power, where we go to sectors such as mining and water and provide secure power for critical applications. And finally, we

have the traditional date centre and IT infrastructure business.” As a clear market leader in the market, APC’s existing offering prior to the Schneider Electric acquisition was blessed with differentiators and unrivalled value, leaving the latter in an odd - yet comforting - position where it could both leverage the existing model, while using it as a platform to introduce its own expertise to add further value to the offering. Through the secure power strand of Schneider Electric, the business was able to bring a new dimension to the APC structure, ultimately forming a best of both worlds where each business’ expertise, specialised business partners and reputation could flourish under one banner. “Our data centre and secure power business is growing astronomically and it’s now a case of trying to rebrand ourselves in terms of retail to capitalise on APC’s role as market leader and to revolutionise ourselves from a brand awareness perspective in order to be strong in this space for a very long time,” Grobler emphasised.

Bruce Grobler, Vice President of the ITB arm

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MULTI-PEK POWER SYSTEMS

ulti-Pek Power Systems provides data center software solutions to organisations, helping them to optimise their data center assets through real-time monitoring, alarming, trending, planning and analysis. Once this information is collected, Multi-Pek’s customers can plan, manage capacities, minimize downtime and save costs throughout the data center lifecycle. Multi-Pek is an authorised and certified reseller of StruxureWare for data centers, which is a Schneider Electric DCIM platform. By analysing a customer’s needs and requirements, Multi-Pek provides effective data center infrastructure solutions. T +27 11 805 0625 E info@Multipek-systems.com

Schneider makes up for expertise-based shortfalls through methodical acquisitions

Adding value

This most recent pillar epitomises the evolution of Schneider Electric over the years, in establishing a stronghold in a certain industry segment, optimising the knowledge already established within the business, and making up for any shortfalls in the expertise-base through methodical acquisitions. Its traditional partner pillar kickstarted this ethos in catering for the typical distributor, equipment and contractor space via its energy management solutions. “So this included the panel builders, distributors, contractors, overloads and traditional switchgear equipment that we are specifically known for,” Grobler picked up. “The channels there are traditional distributors, electrical distributors, wholesalers, our electricians, our panel builders and those kinds of avenues. “The next pillar is our industrial market, looking after various segments such as mining, water, and food and

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Our data centre and secure power business is growing astronomically for us and it’s really now a case of trying to rebrand ourselves

www.multipek-systems.com beverage; providing system integrators, industrial integrators and turnkey projects into these various segments. “The third pillar is our traditional energy market, and that’s what we deem as our energy distribution segment. We don’t do the transmission of energy, but we do distribution, and that includes transformers, medium voltage switchgear and very much the distribution to power grids and smart grids across Southern Africa.” As showcased by the APC acquisition, Schneider Electric’s success across each pillar has derived from not only its reputation within the wider industry, but its consequential ability to leverage this reputation to complete some of the most significant acquisitions in each respective sector. From a partner project perspective, this has included the acquisition of a local panel making facility in South Africa to facilitate customised electrical panels three years ago. On an industrial scale, the same method

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was applied in acquiring multiple companies to enhance its standing in the market; resultantly being able to integrate a hybrid DCS system to boast a platform up there with any others in the surrounding sector. Energy-wise, the acquisition of Ariva proved to be one of the business’ key investments of recent years from a distribution point of view, to add a further element of vertical integration to its manufacturing function. Grobler continued: “What Schneider Electric does very well is not only bring in a company, but then adds value to that company. For instance, on the IT side, we were very much industrial but we were missing a key aspect of our world in terms of the IT infrastructure. “Schneider Electric really wanted to get into that space and APC is the market leader in being able to create not just the backbone of a data centre but the entire infrastructure to build around that too. So that’s really how this final pillar came to be, and Schneider Electric thought that would be a massive opportunity for us to grow in that world.”

New headquarters

Market maturity

Rather than simply taking on the best in the business and thriving under that guise, Schneider Electric has proven itself equally adept at reinventing each of its pillars over the years in reaction to various industry trends and consumer requirements.

Enhancing skill-sets is a key facet

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It’s a very mature market and I’m seeing South African institutions not wanting to build their own data centres, rather taking the prospect to a traditional colocation company

From a technological perspective, this inevitably takes on added dimensions thanks to the everchanging nature of the industry, and the Company has subsequently had to revolutionise its offering and bundles to ensure that its portfolio adds sustainable, long-term value, rather than simply addressing the status quo. However, the main challenge derives not from sector trends, but the levels of maturity across the Company’s geographical footprint, as Grobler detailed: “You get South Africa which is one of the major BRICS and then you get the other SADC countries like Angola or Mozambique or Zambia who might be lagging slightly behind. “So in regards to trends in South Africa, it’s a very mature market and I’m seeing South African institutions not wanting to build their own data

time via the expertise that companies like Schneider Electric can offer. Conversely, in the rest of Southern Africa, companies are still looking to carry their own burden - or flagship data centre, depending on the outlook - which in turn calls for heightened levels of education and support which can only be offered up by a business of Schneider Electric’s knowledge base. “What we’re doing now is certifying and training our partners so they become an extension of me into Africa,” Grobler noted. “So we make sure that we train partners that are local to be able to give that support in the country. “I am also opening up a training academy, which is very difficult normally for companies like us, which will train people across basic fault finding, partnership building,

centres, rather taking the prospect to a traditional colocation (colo) company and saying ‘you host it for me, I don’t want to hire people, all I want to do is hire space from you’.” Global internet heavyweights are therefore coming into the country via a hosting partner, while players in peripheral industries such as telecoms are being presented the opportunity to branch out into new domains of the first

Our key differentiator has always been ‘access to energy for everyone’

engineering certifications and technical aspects; it will be in South Africa, for Africa.”

Energy for everyone

Empowering individuals and enhancing skill-sets is one key facet of the Company’s corporate social responsibility plan too, with a skills gap still evident across some areas of Schneider’s jurisdiction. However, its primary ambitions remain intertwined in its strive towards energy accessibility, and its BIPBOP initiative to create electrification for Africa forms a pivotal part of this drive at present. “We went to a village in Durban with plastic lights that you can charge and put into your housing, and we pretty much installed all of these in the houses, as well as a central battery charging facility,” Grobler explained. Other insertions include solar street lamps and water purification plants as part of its BIPBOP scheme, and this is compounded by further charitable works that embrace areas of education and practical application, to bring its CSR efforts full circle back to its core operations. “Our business aspirations are not just about continuing to be the market leader in transactional business, but are about launching ourselves into becoming smarter,” Grobler stated. “We need to make sure that even though we’re the market leaders now, we continue to keep growing with the trends and revolutionising the business. We will continue to provide solutions to existing customers of the business while striving to position and maintain ourselves as industry leaders. “Overall, our key differentiator has always been access to energy for everyone; from people in Africa to industrial corporations, there needs to be access to energy. And this will continue to be the key driver of everything that Schneider Electric does moving forward.”

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GOLFCITY Thika Greens is creating a new wave of residential living, complete with a three-phase vision to expand its services and achieve the perfect golfing retreat Writer: Phoebe Calver Project Manager: Kane Weller riven by the aspirations of creating wholesome lifestyles, Thika Greens is a premier property investment entity aiming to develop residential communities that ensure high quality at all times. This has been achieved through the innovative use of the regions available resources, while guaranteeing a high return on the investments made in the Company. “It has always been a pivotal part of Thika Greens’ vision for the future to achieve excellent premier property investments, while also providing clients with luxurious homes that are well within their reach,” explains the Company on its website. “We have always partnered with the best, most prestigious and also reliable contractors that allow us to provide our clients with exceptional value for money when it comes to their investment.” The Company is currently working to develop its three uniquely controlled, gated communities to ensure a high quality lifestyle and that every Thika Greens client enjoys the perfect home through our excellent service.

Three-phase development

The first phase for the Company is a middle class secure-serviced home estate which comprises 960

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RAINBOW CONTRACTORS

eijing (RAINBOW) International Golf Group has been one of the earliest professional teams in the domestic golf industry in China. By keeping pace with ongoing international golf course ideals, the Company has become one of the leading golf course designers outside the Chinese marketplace. Formed in 1992, growing in tandem with the continuing growth of the golf market in China, the Company has spread its business to all aspects of golf course project positioning, planning and designing, construction, court supervision, club management, project investment, and the development of real estate.

Plots are offered to the public at an affordable price

residential plots, well underway with the infrastructure including water, sewers, electricity and achieved to a high standard. Earmarked for this first stage of development has been a home estate named Waterfalls Country Homes, an area in which Thika’s residential plots were offered to the public at an affordable price. This has inevitably lead to great success for the Company with its houses in this first phase quickly selling out. “At present our first phase has 88 completed residential homes and 53 houses under construction, with a 19th hole restaurant already open to the public,” continues the Company. “Our second phase is the projects flagship development, the Thika Greens Golf Estate, which will provide approximate 800 residential services plots in a beautiful landscaped environment. “The central feature of this development will be a resplendent 18hole championship golf course, which

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we believe will really set us apart in the market.” At present this part of the development is home to 11 residents with easy access to a 19th hole restaurant, open to both the residents and public. Alongside the housing and golfing facilities, this phase will play host to the other major parts of the development, including a retirement village, shopping mall and business park. “Our third phase is expected to deliver approximately 1,500 homes, again set within a beautifully landscaped setting,” adds the Company. “We hope that similarly to the other phases, this will bring out the natural features included within the property and this will lead to a secure and tranquil community lifestyle estate. “I would say that this segment of our developments is targeted at the upper-middle income homeowners, together with a selection of retirement homes and apartments that we hope to build in the future.”

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“Human interacts with nature, technology blends with art”. The Company has completed close to 200 cases of golf projects with different country backgrounds. The Company has obtained an abundant experiences and understanding in international golf course engineering and construction. Working with Thika Green in Kenya, and other African partners, the Company and its great partners are luckily standing along the ancient Silk Road. A great human history extends more opportunities and harmonious lifestyles for each of us. Let us share its flourishing benefits and enjoy beautiful dream-map together.

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Golf course management

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Golf course planning and design

Golf resort real estate

T: +86 10-64987431 | +86 10-64987470 |+86 18 611805235 E: rainbowgolfcc@163.com www.rainbowgolf.net

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Specialist services

Thika Greens utilises top-class specialists all over the world, including DDV Design Group Golf who were responsible for the design and creation of the Company’s course. “Our current course with its multiple tees per hole will challenge even the most seasoned golfer, while also providing new golfers with an especially enjoyable course to learn on,” affirms the Company. “We have

been always been conscious on our courses that the fairways are spread throughout the lower points of each estate, ensuring that the views from all aspects remain spectacular.” The Company excels in maximising the land it has to work with, with its golf villas providing a perfect example. Set out on the sloping greens, the villas are the perfect place to relax and enjoy the perfect golfing holiday with guaranteed sunshine. “We have built our villas with fun and relaxation in mind, while also providing guests with a great golfing experience,” continues the Company. “We don’t want our guests to have to limit themselves in any way while enjoying our offerings.”

Sporting village

Alongside its housing and villas, guests can also enjoy the Thika Greens sporting facility which comprises a selection of outdoor and indoor sport possibilities. There is something for everyone with the option to enjoy a game of basketball, play a round of tennis, then soak away a long day on

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the course in a relaxing steam bath. The Company states: “The indoor facilities also include squash courts and a multipurpose hall, with the grounds surrounding the centre also available for weddings and functions in the perfect picturesque setting. Our centre is open to all residents and provides a great hub of activity, as well as a firm family favourite amongst guests.”

that are equipped with state of the art instruments and medical equipment. This will provide our clients with premier care that is internationally accredited.” Of course no estate would be complete without a shopping complex and Thika Greens is really delivering on even the toughest of shopping requirements. “Our facilities will include a supermarket, banking hall, wide variety of shops, kids play area, a food court as well as the potential of an amusement park in the future,” concludes the Company. “We are extremely excited to watch our estate develop and enrich the lives of our clients in the process.” Surrounding this central point within the Thika Greens village will eventually be 100 one and two-bedroom cottages, located close to the commercial zone where all amenities are easily within reach. The minimum age for residents within the village will be 55, with each unit allowing two adults or less. Baring the age range of its clients in mind, the Company is also

creating a hospital to be located within the estate. “It is noticeable that every year, Kenya is sending out many of its affluent patients to higher-income countries due to the quality medical services available,” continues the Company. “We know there is room to establish other high-end hospitals, working with highly trained and specialist physicians

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Hands-On PROJECT Management Hooper and Louw Construction is recognised for its fearlessness in the rebuilding of Mozambique’s construction industry over the past 28 years Writer: Phoebe Calver | Project Manager: Kane Weller sense of adventure has always been at the very heart of Hooper and Louw’s operations, driving forward its success in the rebuilding of a post-war, fragmented Mozambique. Originally based in Cape Town before operations began in 1989, the Company’s two founding directors, Roger Hooper and John Wells-Louw were running an array of small businesses involving the manufacture and export of sports equipment and custom-made joinery when fate intervened. The Company as we know it today landed its first job in early 1989 when Cape Town-based Grenco Refrigeration landed a contract, set to build an ISO-compliant fish processing factory in Inhambane, Mozambique. Due to the ongoing civil war in Mozambique at that time, Grenco needed to recruit a brave young team to carry out the project. “We secured a storage facility in Cape Town harbour where we were

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able to consolidate our shipment,” explains John Wells-Louw, Director of Hooper and Louw. “After three months of careful planning, procurement and prefabrication there, we landed in Maputo and shortly after flew north to Inhambane to wait for all the materials that were shipped up from Cape Town. At the time we had our own personal military section allocated to ensure our safety on site.” Since the success of that initial project, the Company has been involved in various adventures in the industry and created numerous business plans which inevitably ensured the gravitation towards what it does best: construction. “Ever since our first two projects in Mozambique we have had a love-hate relationship - we love the country and its people, but can struggle with the hardships - that has taken us from strength to strength in the industry,” adds Wells-Louw. “From factories to private lodges and boutique hotels, we have carried out numerous projects that have led us to the discovery of

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Casa JA private residence, Vilanculos, Mozambique

our niche place within the market in what must surely be one of the most beautiful places on the planet.”

Hands-on approach

Over the years the Company has attributed a large amount of its success to the hands-on approach it demonstrates in every single project it is involved in. Wells-Louw states: “All three

Directors get personally involved with planning and execution of each project, liaising closely with clients throughout every stage of the project and taking tremendous pride in the quality that we are able to produce.” In that essence, Hooper and Louw provides far more than a simple contractor service. Having been in the industry and in Mozambique for a long time, it knows the services that

are needed and the development opportunities that are still to be tapped into after the devastation of the civil war in the country and with this knowledge the Company is able to assist potential clients who wish to invest in the country. “Mozambique still desperately requires a lot of work and this massive opportunity for regrowth is recognised by the Government in the country,”

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Wells-Louw describes. “Worthwhile incentives are available for companies wishing to invest in the country, and recently we are seeing this trend more regularly in the oil & gas industry thanks to the multiple gas and mineral deposits located here. “There has been a noticeable influx of companies entering the country for investment purposes, however, it is not an easy place to work when it comes to lack of infrastructure and government regulations in particular.” Wells-Louw continues: “Everything you want to do in terms of planning permission needs a plethora of different bits of paper to be signed off on. Of course we are used to this, and therefore we have been able to aid newer companies coming into Mozambique and through that have made some valuable contacts in the industry.

C O N S T R U C T I O N

“We are able to offer our clients a full range of support; from design and build services to consulting, legal support and environmental impact studies. “Throughout all our projects, Hooper and Louw has built up excellent relationships, both with our clients and industry vendors. By working closely with our clients we are to assist them in achieving their dreams in what is still a somewhat hostile investment environment.”

Diverse project range

Thanks to its industry experience in Mozambique, Hooper and Louw is a well-respected specialist in a diverse range of projects. In recent years especially, the Company has carried out exciting work to meet eco-friendly, rustic and clean-cut briefs.

Villa Santorini - Boutique Hotel Vilanculos

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“Over the years we have carried out too many projects to count, however those in the early days really do stick in my mind for the difficulty and danger,” explains Wells-Louw. “Of late we have completed three projects that we are especially proud of and attached to.” One of these stand-out projects is a boutique hotel named Villa Santorini, originally built with the purpose of a private luxury holiday house located on the coast. At the time of the project’s completion it was a lot bigger than initially planned and after much consideration and the addition of a few units and spa facilities, the boutique hotel we see now was borne. “That project has been going on for about seven years now and we have just finished the final phase,” WellsLouw says. “With something like this there is always room for expansion and

Bahia Mar Club - Vilanculos Mozambique

I believe the owners have just bought the plot next door, so it will be exciting to see how we move forward with that in the coming months.” Another of Hooper & Louw’s more memorable projects is the Gorongosa Nature Reserve in central Mozambique, where the Company built a training and conference centre. “We were on site at the nature reserve for around three-and-a-half years and it was quite the experience, especially getting used to lions and elephants strolling through camp,” explains Wells-Louw. “We were tasked with the construction of an eco-friendly building and therefore we were obliged to ensure that we were minimising the environmental impact, carrying out studies that eventually led to us obtaining our green certificate that reaffirms our ability to build green.” The third development is very different to both those mentioned

before and is one of the longest client relationships Hooper and Louw has ever had, spanning more than 17 years. “This relationship started in the 1990s with our client who at the time didn’t have vast sums of money, but had an abundance of drive and determination to make the project work,” Louw describes. “Initially the plan was to build a small backpacker- style complex. However, we thought we could do a little more than that and nearly 20 years later we are still adding to Bahia Mar Club, which has has become one of the most popular destinations on the Mozambique coast.”

Market progression

The Company is dedicated to building client relationships, working with each to achieve exactly what they want. This is one aspect that from time-to-time needs to be done at the expense of job profitability, however it is worthwhile to Hooper and

Louw to show its dedication to each customer and project. It is part of the Company’s business ethic and sense of responsibility to its clients. “Our work ethic has always been centrally focused on achieving handson project management and with our experience and knowledge in the sector, we can create a package that will answer to all our clients’ needs,” concludes Wells-Louw. “We try to take the sting out of the fact that Mozambique is still compromised after the 20 years of civil war, to continue delivering the goods to our clients. “We have discovered our niche and where we want to be; now we simply have to continue on the same path with a little more fine-tuning along the way. I hope that we will be able to retain and build upon our market share in the future, making internal improvements to our systems and uplifting and training our staff to the best of their ability.”

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Living IT UP South Point continues to embrace South Africaâ&#x20AC;&#x2122;s transformational agenda by tackling the progressive and challenging student accommodation sector Writer: Matthew Staff Project Manager: Kane Weller

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s a proudly 100 percent South African-owned entity, South Point has, for the past 15 years, made it a concerted focus to contribute to the transformation of the country’s student accommodation outlook and infrastructure. Functionally performing in-house operational areas include letting and debtor management, as well as marketing, student programme management, facilities management, cleaning, security, maintenance, IT infrastructure management and financial management;

the Company has evolved and diversified from its initial vision to provide quality tertiary student accommodation located within easy walking distance of South African universities. “Under-investment in infrastructure by universities over the past two decades is and continues to be most acute in respect to on-campus housing stock which spawned an often unscrupulous student housing industry that was plagued by unattractive and substandard accommodation,” recalls and introduces the Company’s Chief Executive Officer, Ndumiso Davidson. “In contrast, South Point sought, from its very inception, to shed the prevailing and largely deserved perception of exploitative practices by private operators by developing a safe, attractive, comfortable and professionally-managed student accommodation out of distressed commercial properties. “South Point pioneered a new industry while quickly establishing itself as the market leader without any of the residential displacement that so often underscores global urban renewal programmes.”

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A&E FURNITURE (PTY) LTD

&E Furniture (Pty) Ltd was established in 1995. The Company has strived to remain a leading supplier of quality steel and office furniture. All products are manufactured from locally produced quality steel and finished in high quality powder coatings, delivered nationally and exported to various African countries with unmatched quality delivery periods and personal service. The Company’s uncompromised dedication, planning and technical background ensure that its supply a complete service to its customers. Contact: Hannelie van Dyk T 0027 11 979 3181, 0027 82 689 8037 E aefurniture@yebo.co.za

www.aefurniture.co.za Subsequently and consequently, the Company evolved to embrace small retail, commercial and hospitality divisions to round its portfolio more wholly, and now boasts a status as the country’s leading and largest provider of student housing solutions outside of the universities themselves. In a landscape that is increasingly formalised and competitive, the South Point student experience rather than the largely commoditised accommodation product - is now its principle point of differentiation, but this stems from a perhaps more poignant differentiation that was earmarked originally. Davidson continues: “South Point has fully embraced the country’s transformational agenda in a sector of the economy that is one of the least progressive and transformed in South Africa. The ownership structure is not only driven by sociopolitical factors but operational and strategic considerations. With the

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GERD WEIDEMAN ARCHITECTS

erd Weideman Architects offers cutting-edge architecture, and the Company’s main focus is on specialised personal boutique developments and value along the Atlantic seaboard; as well as exciting eco-developments inclusive of the ultra-modern city apartment blocks and hotels in South Africa and Southern Africa. In addition, the Company offers its expertise in student accommodation. With the attitude that no project is too large or too small, the Company’s mission is to offer its clients cuttingedge architecture with all the modern day conveniences, helping to maximise all available opportunities.

T +27 (0) 21 462 1493/ 3815 E zainab@gerdweideman.co.za

www.gerdweideman.co.za

P.O. Box 10622, Brentwood Park, 1505 209, Eureka Street, Pomona, Kempton Park Tel: (011) 979-3181 Fax : (011) 979-3189 Email: aefurniture@yebo.co.za Website: www.aefurniture.co.za V.A.T NO: 4830151694 Reg No: 95/06863/07

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The student experience is a principle point of differentiation

overwhelming majority of students in higher education being first-generation university-goers, black and from lowincome families, it’s imperative that the product and experience resonates implicitly with these students with respect to culture, product and affordability.”

Much more than a landlord

All-told, and courtesy of such pertinent ambition, South Point currently houses as many as 11,000 students across Johannesburg, Cape Town, Durban, Pretoria and Port Elizabeth. And in each case, the Company strives to place great emphasis on continuous improvement, whether revolving around finance, human capital, design, infrastructure, or the aforementioned element of student lifestyle and satisfaction. “South Point is celebrated as much more than a ‘landlord’ that simply supplies a room key and a monthly invoice. It has established itself as

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We are acutely aware that we must embrace advances of any nature that improve service, convenience and value to our customers in every aspect of our business

the continent’s industry leader, providing innovative student lifestyle solutions, driven by imaginative and far-reaching urban renewal concepts, creating student-friendly districts that, in turn, support and grow small businesses,” Davidson explains. “In the dynamic youth market, populated by restless millennials living in a world where technology-enabled business model disruption is a constant threat, complacency and stagnation are luxuries we can’t afford. “We are acutely aware that we must

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embrace advances of any nature that improve service, convenience and value to our customers in every aspect of our business.” To this end, the Company is specifically excited about its new bespoke App which is set to launch in 2018 and will digitise its operating platform; resultantly enabling 24-hour real-time engagement. It is this level of proactive thinking, entrepreneurship, and targeted innovation that has also lent itself to South Point’s own structural

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diversification, epitomised by the development of numerous iconic, headline-grabbing projects over the past few years. “Projects include Randlords, a double-storey rooftop event and bar space that offers sweeping views over Johannesburg; a hotel property; and The Grove, a restaurant-lined public space that serves as Braamfontein’s de facto village square,” Davidson notes. “Our head office, South Point Central, was designed by awardwinning architects Silvio Rech and Lesley Carstens, and has also been featured in a number of prestigious design publications. “[Furthermore] we’ve just completed the renovation of South Point Cnr, a nine-storey office block that has attracted an interesting mix of South African and international NGOS as well as a range of small and medium enterprises, mostly in the communications, financial and creative industries.”

A market we understand best

Imaginative and farreaching concepts for the millennial generation

Upcoming projects include a 17-storey Jorissen Street student residence in Braamfontein, Johannesburg, as well as a new 1,200-bed student residential facility in Cape Town, which will comprise four three-storey blocks with occupation expected in February, 2018. Needless to say, therefore, that South Point certainly hasn’t fulfilled its entire vision for South Africa just yet, as Davidson enthuses: “The alignment of the scale of the opportunity, macroeconomic factors and the sustained policy and fiscal emphasis on higher education makes South Africa the most compelling investment case for student housing across the continent. Importantly, it’s a market that we understand best. “Notwithstanding, we continue to explore opportunities across the continent that provide opportunities for risk-adjusted returns with an investment case that is similar to those in South Africa and where we can best leverage our experience and skills.” Evidently contributing greatly to the national economy as a result, one of the Company’s key missions is to maintain a positive impact in a country that is now growing to depend on the corporate sector’s transformational capabilities. As such, local builders, contractors, architects and designers are all called upon in favour of international artisans within the Company’s supply chain. Davidson continues: “Virtually all of our construction and furnishing elements - from cement, steel and sanitary-ware to tiles, paint and furnishings - are South African-made. We also work within legislated governmental frameworks and ‘best of’ business practice, which places emphasis on the use and support of small and medium enterprises whenever possible. “Importantly, this includes BEE Codes of Good Practice, which also places emphasis on the transformation of the

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Iconic, headlinegrabbing developments

supply chain and empowering black and emerging suppliers and contractors.”

‘Lifestyle-stay’

The final piece in this particular jigsaw brings personnel into the equation, which is inevitably not lost on South Point. With an entirely South African team to call upon, national enrichment beams from all corners of the Company, and is, in-turn, rewarded by relatively low turnover rates, and strong levels of employee retention. “Our emphasis is on growing talent

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in-house so today’s cleaner might be tomorrow’s receptionist. Up-skilling is key,” Davidson affirms. “We are also investing in formalising our skills development programmes, exploring the establishment of a training academy that sources and grows artisanal skills like plumbers, electricians, painters, rope-access teams, etc. “Looking ahead, there are exciting longer-term opportunities with local college and university partnerships. Of course, being the home-awayfrom-home to some 11,000 university

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students at any given time provides us with a vast skills-pool of young, hardworking talent.” Many former residents have gone on to carve out viable careers within South Point, working their way up the ranks to complete the cycle from satisfied customer to satisfying provider. This also fosters a positive DNA, culture and attitude from the top down, with all understanding the regional and local nuances of the industry and indeed the country, before applying that knowledge where they feel it is most applicable.

“We are firm believers in creating a 360-degree ecosystem that incorporates student lifestyle initiatives, urban renewal, retail and office curation, and staff welfare support.”

“...being the home-away-from-home to some 11,000 university students at any given time provides us with a vast skills-pool of young, hardworking talent.”

“As we often say, ‘we don’t fill space; will fill strategy’, and in the future we will further entrench our position as both the largest and leading accommodation provider in South Africa.”

Perhaps manifested through another development, or a strategic acquisition, or a newly hired member of staff, or even through one of South Point’s many charitable initiatives, the end result always stems back to its overriding goals of national upliftment and in operating beyond expectations. “South Point has quickly developed a reputation as a company that always does things a bit differently. We are firm believers in creating a 360-degree ecosystem that incorporates student lifestyle initiatives, urban renewal,

retail and office curation, and staff welfare support,” Davidson concludes. “So, you’ll find that we choose office tenants that can offer internship opportunities to students, while the office workers in turn support surrounding businesses that we hand-pick to create ‘complete-street’ neighbourhoods. This curatorial approach cannot be underestimated in the company’s success, creating a student-friendly ‘lifestyle-stay’ rather than a mere ‘convenience-stay’. “As we often say, ‘we don’t fill

space; will fill strategy’, and in the future we will further entrench our position as both the largest and leading accommodation provider in South Africa, ultimately aiming for more than 30,000 owned and managed beds. “What we will also retain in the process though, is a relentless pursuit of an unparalleled student experience, as a catalyst of urban regeneration initiatives driven by continued innovation and an adoption of leading technology advancements.”

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CEMENTING a Strong Future In each bag of Shayona Cement Corporation’s nationally significant products, the Company not only sees construction quality, but a whole host of socially enriching enablers Writer: Matthew Staff | Project Manager: Vivek Valmiki

or the best part of 25 years, Shayona Cement Corporation has stayed true to its vision of realising the development potential of its native Malawi. The Akshar and Buildplast Cement producer has made it a concerted goal since day one to contribute to the country’s infrastructural evolution, addressing the shortfall in cement supply which existed upon the Company’s inception. Now, with the country reliant on Shayona to cater for this supply, the business - via its manufacturing plant in the Kasungu District - has escalated its capacities from just 100 metric tonnes of production each day to much more than double that number. “Shayona appreciates, so much, the support from captains of the construction industry so far rendered to us,” it states on its website. “The demand for our products has grown to unimaginable levels and this has led to Shayona taking about 25 percent of the cement market share in Malawi.” With this original declaration coming as long as five years ago, the market share since has

progressed to almost 50 percent as its multipurpose Akshar and Buildplast brands continue to solve the country’s biggest civil engineering challenges. The Company continues: “Shayona Cement Corporation Ltd contributes significantly to the development of Malawi in various ways. Some of the most notable include: reducing unemployment levels in the country; saving foreign exchange through cement availability which would have been otherwise imported; revenue generation for the Malawi Government through direct and indirect taxes; providing a market for local raw materials suppliers and for various industries; helping household income generation for villagers around the factory by providing a market for their produce; and promoting the transport industry in Malawi through transporting our raw materials and cement.”

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L T D

Extensive quality control practices are in place

Best quality cement

Of course, overarching all of the above is Shayona’s primary ambition of facilitating Malawian development; infrastructural and otherwise. Akshar Cement’s slogan epitomises this notion aptly in making “a priceless contribution to the building industry” and this has been epitomised by the product’s role in notable national projects including the Kamuzu Mausoleum, the Parliament building, and the Cross Roads Hotel, among numerous others. And as the Company emphasises, this road to ultimate project delivery begins in the manufacturing plant and via extensive quality control practices: “At Shayona, we fully realise that the strength of any construction product is directly derived from the quality of materials used. “In our view, poor quality of cement means a waste of all resources in a construction project. As we aim at contributing positively to the

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development of Malawi, we have deliberately chosen to go through a laborious process with an aim to bring the best quality cement brands to Malawi.” A series of stringent analyses, monitoring and tests occur throughout the manufacturing process - and indeed the supply chain - to this end, ensuring consistency in its products’ quality. However, being an ultimately chemical product, the process begins

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in earnest in the Company’s fullyfledged laboratory among its cement chemists. “At our factory, we have a well stocked laboratory to provide for quality assurance,” the Company states. “Limestone is analysed for total carbonate (TC); coal is tested; and clay is analysed for silica, aluminium, folic oxide, calcium carbonate and magnesium oxide. “The above analysis is done using modernised equipment and the analysis results of these raw materials determine the mixing proportions to come up with a recommended raw meal for the kilns.”

A giant in cement manufacturing

Shayona Cement has long voiced its reluctance to take chances, instead opting for the most sustainable option in order to guarantee the best product and service for its valued customers. In-keeping with this ethos, its stateof-the-art vertical shaft kilns (VSK)

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technology are matched by equally industry-leading personnel; made up of both locals and expatriates. “The fine blending of our expatriate staff and local Malawians has made Shayona Cement Corporation Ltd what it has become today; growing into a giant in cement manufacturing,” the business says. “Our employees are the most valuable human resource capital which we cannot do without. Our success comes from the strength of our employees.” Enrichment of employees consequently comes not just from ongoing training and up-skilling in line with new technologies, but also comes in the form of staff housing and on-site accommodation on a more societal front. “Shayona deliberately chose to be an exception by providing accommodation to all our employees,” the Company continues. “As a responsible corporate citizen, Shayona is actively involved in this and

Quality assurance “Quality assurance at Shayona Cement is about everything: the people; equipment; the training; the teamwork. Quality for us is most important. We pack a lot more than just strength and performance into our cement brands; our quality includes our vision and our commitment. In each bag, we see new schools, new houses, new offices and a lot more. “We pack a great value for the future. Yes, there is a development in each bag, a tomorrow of so much pride, and we cannot afford to compromise on quality.” - J N Patel, Managing Director

numerous other social responsibilities in the community.” CSR embraces aspects of education, health, community programmes, public service assistance and infrastructural upliftment; and will formulate a vast portion of the Corporation’s overall ambitions in the future. “We plan to enhance the welfare of our employees by constructing proper houses for various categories of our employees, and to become the best employer in Malawi,” the Company concludes. “Additionally though, we plan to become the biggest cement manufacturer, meeting all cement needs in the country and exporting surplus to neighbouring countries, and also to be part of the Government’s commitment to the citizens of Malawi. “At Shayona, we look at the future with great anticipation. We know we shall be there tomorrow but how do we want our tomorrow to be? We want to grow even bigger than what we are.”

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P R O P E R T I E S

Redefining LIFESTYLES Athena Properties has enjoyed extensive growth over the past two years, matching the success of its renowned mixed-use developments with its own strategic development in East Africa Writer: Matthew Staff Project Manager: Stuart Parker

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s East Africa’s leading real estate development company, Athena Properties Ltd’s goal to become sub-Saharan Africa’s lifestyle developer of choice is well on its way to fruition, and has only been compounded over the past 18 months via a series of regionally significant projects. Having always sought developments that fall into the large-scale, mixed-use category, the business has differentiated itself continuously not just through its quality constructs, but by changing the way that people live and think. “We are creating an entirely new paradigm, a way of thinking for real estate in the region, doing our part to put East Africa at par with the rest of the world. We take a grand vision and breathe life into it,” the Company affirms on its website. “We do this by conceptualising and developing landmark projects that incorporate global best practice from environmental standards, amenities and spatial requirements.” Since 2016, this ethos has been applied to three leading projects in the form of the Two Rivers Mall, the Pearl Marina, and an industrial city at Vipingo in Kenya. Managing Director, Arthur Adeya explains: “The main success stories over this time period have been the completion, launch and operation of the Two Rivers Mall as well as the completion of the first phase of Pearl Marina Development. We also obtained all the necessary approvals for the development of an industrial city at Vipingo which was no mean feat. We are very proud of what the team was able to do and achieve. “Athena Properties’ success has been dictated by the launch of the former Two Rivers Mall, and the success of Two Rivers Power and Two Rivers Water that ensure consistent, reliable and timely supply of power and water to the entire Two Rivers

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Development. The operation of the wastewater treatment plant at the development is also a major success. We also launched phase one of the Two Rivers Theme Park and work is undergoing to have it completed.” Having completed phase one of the Pearl Marina Development simultaneously, show houses are already ready at the site. While, in regards to the latter opportunity, all the necessary approvals have been attained to conduct the one-of-a-king Vipingo industrial city, which will greatly contribute to the reduction of costs associated with industrial activity in the region; while showcasing Athena’s ongoing commitment to service diversification in line with client requirements. “At Athena, we aim to be ahead of the pack,” Adeya emphasises. “We are proactive and take pride in being industry leaders and in order to remain ahead, we need to always make improvements. We consistently monitor global trends especially in the mixed-use developments and lifestyle retail space as these are our current areas of focus.”

Two Rivers Mall

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We have also invested in Asana, a project tracking system that helps us track whether we are on target to meet our goals in every project that we undertake. This eases our task in project management. We have also Lifestyle developer of choice invested in Autodesk BIM for reviews Ensuring project optimisation, a and value engineering.” series of similarly pivotal internal The Company has also recently improvements have been made in joined Rubberstamp, a purchase order recent times too. solution designed to streamline areas On the process side, all operation of procurement; further contributing manuals are properly documented to heightened collaboration, efficiency through the inception of projectand security. specific files and checklists, while the Ultimately, “our main vision still Company is also looking to diversify its remains to be sub-Sahara’s lifestyle revenue streams in the future via an developer of choice, and we are income-generating project. consistently working to achieve that”, From a technological standpoint, Adeya sums up. the Company has invested in Procore, “Athena Properties was highly a cloud document management commended for the Two Rivers system that helps ensure that every mixed-use development, the Pearl document required is easily accessible Marina mixed-use development and to everyone in the team. the Maiyan Residential development Adeya details: “This has greatly at the African Property Awards, 2016,” helped to improve efficiency at Athena. he adds proudly. “For our financial

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year ending 31 March, 2017, we had revenue of more than Ksh340 million which exceeded the goal of Ksh300 million that we had set for ourselves for the year; while our team has grown from 28 in August, 2016 to 34; and we have also strategically moved our operations to the Two Rivers Mall in Nairobi, in August, 2017. “This has made for better working spaces for our team members that foster an increase in productivity.”

Achieving goals

The team member compliment has expanded over the past two years, having brought in a number of new graduate trainees; all of which were top of their respective classes at university level. “They, together with the other members of the team, consistently go through training to ensure that they keep abreast of industry standards and developments,” Adeya says. “Athena also goes out of its way to

encourage the team members to take up professional courses and programmes that build their skills and expertise. In doing all this we are able to have a team of highly intelligent and motivated people who help push Athena into achieving the goals it has set out.” Partnerships with ACE have helped to facilitate such personnel enrichment as well as the building of Sabis, a new, international, state-of-the-art institution with modern facilities that comprises a curriculum from K-1 to K-12. Development is also ongoing at Kiambu Road in Nairobi, complemented by CSR-based partnerships with the County Government of Kilifi, and the County Government of Nairobi. Adeya explains: “We undertook an upgrade of Timboni and Makonde primary schools in Kilifi County where the schools received a total of seven modern classrooms. We were also involved in the rehabilitation of Mathari Primary School where we built 32

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classrooms, a library, a dining hall, an ablution hall and a computer lab. Our corporate social responsibility activities are done in partnership with Centum Investment Company Limited.” The Company’s CSR approach, much like its project philosophy comes from an integrated culture of testing limits of what others deem impossible. As a result, the Company delivers value for clients; completes projects on time and to order; is commercially pragmatic; acts with cast-iron integrity; and is an innovator in its field. “Now, looking forward to this time next year, we will be ongoing with the development of infrastructure at Vipingo Industrial City,” Adeya concludes with a glimpse to the future. “We also target to have begun the initial stages of developing the lifestyle city at Vipingo. “Furthermore, we should also be working on phase two of Pearl Marina development as well as Two Rivers Development.”

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REGIONAL ENERGY CO - OPERATION SUMMIT 2018

E V E N T

F O C U S

Unlocking West Africa’s investments in energy and infrastructure

EVENT DETAILS WHEN: 24-25 January, 2018 WHERE: Sofitel Abidjan Hotel Ivoire, Abidjan, Ivory Coast CONTACT: RECS@energynet.co.uk WEBSITE: http://www.energynet.co.uk/event/ regional-energy-cooperationsummit-2018

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ENERGYNET IS EXCITED to announce that the annual Regional Energy Co-operation Summit will take place from 24-25 January, 2018 at the Sofitel Abidjan Hotel Ivoire, in Abidjan. The Regional Energy Co-operation Summit is an annual investors meeting focused on energy, infrastructure and the financing of projects in West Africa. At our last meeting in Abidjan, the summit addressed opportunities for cross-border cooperation and regional integration, unlocking West Africa’s investments in energy and infrastructure to support industrialisation. The 2018 summit will review outcomes from the last meeting, identify next steps, and gather West Africa’s energy decision makers to drive forward regional partnerships and projects. The increasing cooperation between North & West

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Africa will also be discussed, with a particular focus on the Kingdom of Morocco and its leading role as a new driver of development on the continent. For more information please visit the: Regional Energy Co-operation Summit website or email: RECS@energynet.co.uk

Africa

24-25 January 2018

SOFITEL IVOIRE – ABIDJAN

EGIONAL INTEGR ATIO E V I NG R N BY ACHI BORDER ENERG ING CROSS Y K T C R ADE O UNL

PROJECT FINANCING | ENERGY | INFRASTRUCTURE

COTE D’ IVOIRE

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BENIN

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BURKINA FASO

GUINEA

GAMBIA

GUINEA BISSAU

LIBERIA

MALI

TOGO

Endorsing Partners

Strategic Partners

Associate Sponsor

RECS 2017 WAS OFFICIALLY SUPPORTED BY: Official Local Endorsing Partners: Republic of Côte d’Ivoire

esidency of

ierry Tanoh,

m, Energy and ewable Energy

Ministry of Petroleum, Energy Ministry of Petroleum, and Development of Renewable Energy and Development of Energy Côte d’Ivoire Renewable Energies, Côte d’Ivoire

All subscribers of africa outlook are entitled to an exclusive 10% off on registration. Email RECS@energynet.co.uk quoting the code: AO18 to claim your discount. REGIONAL-ENERGY-COOPERATION-SUMMIT.COM

RECS@ENERGYNET.CO.UK

EAST AFRICA ENERGY & INFRASTRUCTURE SUMMIT

E V E N T

F O C U S

Energy and infrastructure investment drives East African growth and development

EVENT DETAILS WHEN: 6-8 February, 2018 WHERE: Kampala Serena Hotel, Kampala, Uganda CONTACT: EAEIS@energynet.co.uk WEBSITE: www.east-africa-summit.co.uk

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THE EAST AFRICA Energy & Infrastructure Summit and co-located Africa Energy Forum: Off the Grid will take place in Kampala, Uganda between 6- 8 February, 2018; held with the full support of Her Excellency, Irene Muloni, Minister of Energy and Mineral Development of Uganda. The two summits will run side by side at the prestigious Kampala Serena Hotel, offering the opportunity to meet with the key players from across the sector in one location. The meeting will unite regional governments from Kenya, Uganda, Tanzania, Rwanda and Ethiopia, leading utility and regulatory companies from the region, as well as international financiers, donor organisations and power developers to focus on what is needed to unlock investment in energy and infrastructure for regional growth and development.

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Topics will include:

Regional cooperation in East Africa: how regional collaboration with regards to power and infrastructure development can benefit East Africa’s power sector • Portance of Debt Financing for Regional Energy Development • Unlocking the Potential of East Africa’s Gas Reserves • A Focus on Alternative Renewable Technologies • Effective Risk Mitigation for Enhanced Investment in the Region • The Future of the Energy Mix in East Africa. To find out more about becoming a commercial partner at either of these meetings please email EAEIS@energynet.co.uk

AFRICA ENERGY FORUM: OFF THE GRID

E V E N T

F O C U S

Africa can and must create an enabling environment for the off-grid sector

more than 250 delegates including the Minister of Energy for Tanzania, H.E. Hon January Makamba; facilitators; off-grid developers; pan-African rural electrification agencies; electricity regulators; eight donor organisations; and finally, international investors and private-sector companies including the likes of General Electric, Standard Bank, Aecom, Africa Grant Advisors, BBOXX and Copperbelt Energy Corporation.

EVENT DETAILS WHEN: 6-8 February, 2018 WHERE: Kampala, Uganda CONTACT: EAEIS@energynet.co.uk WEBSITE: http://bit.ly/2hJ87jZ

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THE 2ND AFRICA Energy Forum: Off the Grid meeting will focus on the topical issues concerning rolling out off-grid projects across Africa, while presenting current project opportunities and building on the outcomes of the first successful Off the Grid summit in December, 2016. The first Summit saw lively and informative panel discussions where participants discovered how Africa can and must create an enabling environment for the off-grid sector to truly take off. Supported by the United Nations Office of the High Representative for the Least Developed Countries, Landlocked Developing Countries and Small Island Developing States (UN-OHRLLS); the British High Commission in Tanzania; USAID Tanzania and the Department for International Development (DFID) - the inaugural meeting attracted

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Topics will include:

• Mapping Off-Grid and Mini Grid Developments • Tackling Risk in Financing Off-Grid Projects • The Growth of Energy Storage • The Future of Home Solar Technology • The Off-Takers’ Perspective • The Importance of DFIs in the OffGrid Sector • Inspiring Community Engagement To find out further details on the programme, visit our website: http://bit.ly/2hJ87jZ. To find out more about becoming a commercial partner at either of these meetings please email EAEIS@energynet.co.uk

MANUFACTURERS MEET AFRICA (MMA)

E V E N T

F O C U S

One Africa, One Trade

TRAICON HAS ORGANISED Africa’s first ever gathering that is focussed on manufacturers in the construction and interiors industry. Manufacturers Meet Africa (MMA) aims to empower the future of the construction industry in North Africa, while also highlighting the new technologies and other mega projects. Its two day agenda has been developed specifically to provide comprehensive information

EVENT DETAILS WHEN: 22-23 February, 2018 WHERE: Casablanca, Morocco WEBSITE: http://mm-africa.com/

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and cutting-edge insight into the developments of Africa’s project market. MMA will provide a hub and unique opportunity to gain unprecedented access to the biggest projects in the market, as well as bringing forth a platform for insight into project and investment opportunities in residential, commercial, hospitality and government projects. Construction is one of the major patrons to Africa’s economy, as well as being one if its fastest growing sectors. Focusing on a range of topic areas from construction regulation, major projects and upcoming contracts to sustainable building and the latest construction technology, this event is the ideal opportunity to get involved in Africa’s booming construction industry and to access major developers, contractors, and suppliers from the region.

Importance of supplier relationships in business

The event held from 22-23 February, 2018 in Morocco will look closely at the relationship between customer loyalty and relationships. Strategic

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relationship management helps the company to develop mutual awareness through understanding the effective and efficient ways of resolving problems within the market. MMA is welcoming an experienced market specialist in real estate, marketing and sales, leadership and events called Melwin Andrew, Business Head at Traicon in EMEA and India to put together the event. “The objective of doing business in Africa is made possible through active involvement in putting together a deal-flow platform. Manufacturers Meet Africa 2017 aims at effectively reducing the procurement process for project holders and ultimately expedite the sales cycle for solution providers catering to the African market,” explains Melwin Andrew. “Key to succeed in Africa is not to just shake hands for business, instead we join hands. If you can inspire one, you can inspire the world.” The interactive conference module displayed at MMA will combine prescheduled face to face meetings, five-star networking activities and a focused panel to make up the ideal podium for business.

www.mm-africa.com

Azdine Nekmouch

Kebour Ghenna

Alfred Aluvaala

Cheung Yu Tung (Billy)

President

Director

Principal Quantity Surveyor

Chairman

Board Chairman

Director

National Construction Authority

Debbie Flevotomou Architects

PACCI

Miradi Consultants

Master Assets Investments Ltd

Emma Miloyo

Wiam Samir

Munene Patrick Mathenge

President

Vice President

GM & Market leader

Architectural Association Of Kenya

Morocco Green Building Council

DLR Group

National Order Of Architects

Debbie Flevotomou

Steven Oundo

Nabil Ghaly

Cairo Governorate, owner of Harranya office for architecture designs in Cairo.

SPEAKERS PANEL Endorsed By MANUFACTURERS

Vice President

MEET - AFRICA Casablanca - Morocco

Procurement Director

22nd - 23rd February 2018

Chief Executive Officer

Technical Director

Principal Architect

lop

ers

Vice Chief Operating Officer

Oper

ators

Principal Architect Principal Architect

Interior Designers Principal Architect

Design Head

cts

ite

Ar Project Manager

Principal Quantity surveyor

Organised By TraiCon Events Pvt Ltd #609, 17th ‘B’ Cross, Indiranagar II Stage Bangalore – 560 038, India info@traiconevents.com || +91 80 48142141 www.traiconevents.com

u ns

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Project Head Procurement Head

Trisha Skye

+442034778025 | +917760007619

+442034778025 | +917411230465

Email: melwin@traiconevents.com melwin@mm-africa.com

Email: trisha@traiconevents.com

Business Head – EMEA & India

Production & Operations - International

Abraham Byneni Marketing Manager

+442034778025 | +919063219569 Email: abraham@traiconevents.com abraham@mm-africa.com

Outlook Creative Services

Complementing the production of Africa Outlook, Asia Outlook and Europe & Middle East Outlook magazines, Outlook Publishingâ&#x20AC;&#x2122;s award-winning in-house team is now utilising these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division. For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit www.outlookpublishing.com/creative-services

DESIGN:

E D I TO R I A L :

Stephen Giles +44 (0) 1603 959 656 steve.giles@outlookpublishing.com

Matthew Staff +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

Devon Collins +44 (0) 1603 959 661 devon.collins@outlookpublishing.com

Phoebe Calver +44 (0) 1603 959 660 phoebe.calver@outlookpublishing.com