Africa Outlook - Issue 60 by Outlook Publishing

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AFRICA ISSUE 60

LET’S MAKE SOLAR WORK

A solution to Nigeria’s worrying energy situation?

CUMMINS CENTRAL SUPPLY

CHAIN OPERATIONS 60 Powering a more prosperous world

JOINT MEDICAL HOLDINGS LTD 74 Providing cost-effective and forward-thinking healthcare

HORMUUD TELECOM

SOMALIA INC. 80 Leading Somalia’s telecommunications industry

ALSO FEATURING: T A M A R I N D G R O U P | S C G R O U P | F I N N O V A T I O N A F R I C A

POWERING AFRICA

Zambia, Ndola HFO 105MW Kenya, Nairobi 500 KW Mozambique, Nacala HFO 60 MW 250 MW Uganda, Kabulasoke 24 MW

Proud supporter of the Kenyan Mountain Bongo Conservaaon Programme

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AFRICA

Mining Giants AFRICA Our annual partnership with, and resultant review of, the Investing in African Mining Indaba expo has taken on a life of its own in 2018. As we enter our third month analysing the fallout from February’s continentallysignificant event, Africa Outlook can confidently point towards a sector engulfed in timely positivity. For the past two years the overwhelming feedback has revolved around ‘light at the end of the tunnel’ and ‘signs of recovery’. This year’s resounding reaction has painted a very different picture though. The light is here, and the recovery is all but complete. Last month, Teranga Gold kickstarted this good news by emphasising West Africa’s current prevalence in the industry, but music to the Mining Indaba’s ears will be this month’s report courtesy of South African-based Mbuyelo Coal. A testament to what can be achieved when people pull together and when the intrinsic values are correct, the Company has adapted, remained flexible and stayed committed to its overriding philosophy of social responsibility in order to overcome recent challenges and come out of the other side with much to look forward to. “We maintain that coal will remain a relevant source for a long period of time… but we know that it is important to start today with our research & development to stay ahead of the industry,” emphasises CEO, Rirhandzu Siweya. Panafrican Equipment Group and Bassari Resources form a worthy supporting cast to round off this month’s mining focus, and who’s to say this train of positivity can’t go one more stop into May’s edition as well? Two of our remaining profiles at this platform highlights the fantastic diversity that can be seen across industry-leading enterprises on the continent, and the different routes and challenges each face to reach such a status. In the logistics corner, Cummins is a household name renowned with industrial success on an international scale, and its African arms are no different, as epitomised by its thriving Central Supply Chain Operations division. Meanwhile, on team telecoms, Hormuud Somalia has grown from humble beginnings to raise an entire country’s communications capabilities to neverreached-before levels, and is now looking to begin its own international journey. www.africaoutlookmag.com

ISSUE 60

LET’S MAKE SOLAR WORK

A solution to Nigeria’s worrying energy situation?

CUMMINS CENTRAL SUPPLY

CHAIN OPERATIONS 60 Powering a more prosperous world

JOINT MEDICAL HOLDINGS LTD 74 Providing cost-effective and forward-thinking healthcare

HORMUUD TELECOM

SOMALIA INC. 80 Leading Somalia’s telecommunications industry

ALSO FEATURING: T A M A R I N D G R O U P | S C G R O U P | F I N N O V A T I O N A F R I C A

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

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Matthew Staff

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue...

8 F

NEWS

All the latest stories from across Africa

A T

TRAVEL AND TOURISM A New Wave of Tourism

ENERGY AND UTILITIES Let’s Make Solar Work

African hospitality’s rollercoaster ride

A solution to Nigeria’s worrying energy situation?

S E C T O R F O C U S

TECHNOLOGY Innovation on the rise JP Morgan forms innovative Africa Rising 4.0 partnership

BUSINESS TRAVEL GUIDES

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GAMBIA The Smiling Coast of West Africa

AFRICA 32

F O O D & D R I N K

SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

MINING AND RESOURCES

MBUYELO COAL Homegrown Mining Giant

SHIPPING AND LOGISTICS

Unravelling the marvel of the Mbuyelo story

CUMMINS CENTRAL SUPPLY CHAIN OPERATIONS Lean Logistics

CONSTRUCTION

Powering a more prosperous world

H E A L T H C A R E

JOINT MEDICAL HOLDINGS (JMH) Progressive Healthcare Providing cost-effective and forward-thinking healthcare

From explorer to producer

SC GROUP Precision Planning

106

ALUBOND GLOBAL ARCHITECTURAL FACADES Total Solutions in Façade Engineering

Engineering service diversity

ENERGY AND UTILITIES

112

PANAFRICAN EQUIPMENT GROUP Taking Responsibility

BASSARI RESOURCES A Golden Transition

100

Building on foundations of trust

GREAT LAKES AFRICA ENERGY Sustainable Energy for All

Unlocking the great potential of Africa

Establishing a reputation for reliability

Setting standards since 1972

MINING FOCUS Mining Indaba 2018: Africa’s Premier DealMaking Forum The event that the African mining industry needs

TAMARIND GROUP Catering for Quality

E V E N T

T E C H N O L O G Y

HORMUUD TELECOM SOMALIA INC. Communication is Key Leading Somalia’s telecommunications industry

A G R I C U L T U R E

MUSIKA DEVELOPMENT INITIATIVE Return on Investment Building value-added commercial relationships

F O C U S

116

FINNOVATION AFRICA: KENYA 2018

118

FINNOVATION AFRICA: SOUTH AFRICA 2018

120

MANUFACTURING INDABA

122

MOZAMREAL PROPERTY FORUM

124

5TH MINING ON TOP: AFRICA SUMMIT

As innovative and transformative as the dynamic FinTech market it serves

Progressing FinTech and the positive transformation of banking in Africa

Exploring the future of African manufacturing

Reviving Mozambique’s property market

Europe, as a partner for African mining

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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

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

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POLITICS

S With a booming young population, Nigeria’s median age is just 18, according to the United Nations. Many youths see Nigeria’s ageing leaders as out of touch. Buhari, 75, is the oldest person to helm Nigeria since the transition to civilian government in 1999. That has sparked “Not Too Young to Run” campaigns to allow younger people to seek office. Nigeria’s former military leaders retain a strong influence over politics nearly two decades after the advent of civilian rule. Buhari himself is a retired general who was head of state from 1983-1985. Other military-era chiefs continue to wield political leverage, including the likes of Olusegun Obasanjo, who led the country in the 1970s and was president from 1999-2007, and Ibrahim Babangida, who ruled from 1985-1993. Facebook’s Cambridge Analytica scandal has hit Nigeria. The getting poorer; and opponents say Government has launched an his administration is failing to tackle investigation into allegations that endemic corruption, targeting only the firm was hired to interfere with the president’s enemies and ignoring Buhari’s campaigns in 2011 and 2015, allegations against his allies. on behalf of the PDP and thenAfter spending five months in President, Goodluck Jonathan. Britain last year being treated for an The 2015 contest is the only time undisclosed ailment, opposition groups Nigeria has had a handover of and other critics said he was unfit for power from a defeated incumbent office and his administration was beset since civilian government took over by inertia. in 1999. Even then, independent If Buhari wins again, his opponents observers saw evidence of vote say, Nigeria would be in for another buying, voter intimidation and other four years of political torpor. forms of corruption. Nigeria is deeply divided. One of the Voter turnout in the 2015 election most fundamental rifts is between the was 29.4 million, or 44 percent of mainly Muslim north and the largely registered voters, according to Christian south, and the population Independent National Electoral is evenly split between the religions. Commission data. The candidate Africa’s most populous country also with the most votes is declared has more than 200 ethnic groups, winner as long as they have at least with the three largest the Hausa in the one-quarter of the vote in two-thirds north, the Yoruba in the southwest of Nigeria’s 36 states and the capital. and the Igbo in the southeast. Otherwise there is a run-off.

The Race for Nigeria’s Presidency in 2019 Nigeria’s President, Muhammadu Buhari announced recently he wants to seek another term in office in the February, 2019 elections. With that declaration, the race to lead Africa’s largest democracy is underway. The path ahead could be tough for his All Progressives Congress (APC), the People’s Democratic Party (PDP) opposition and any other party that may contest the vote. Buhari’s 2015 victory was built on three promises: to rid Nigeria of its endemic corruption, to fix the economy and to defeat threats to security. The results have been mixed. He has not brought an end to the war with the Boko Haram Islamist insurgency, now in its 10th year. The economy entered and climbed out of recession under Buhari, yet the average Nigerian is still

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AFRICA ENERGY & UTILITIES

Group Five Considers Rights Issue to Bolster Finances South African engineering Company, Group Five is looking at raising money via a rights issue to repay debt and bolster its finances after reporting a bigger than expected first-half loss following problems with a Ghana power project. Group Five, with operations in Africa and Europe, is going through a restructuring in which it has sold off some businesses, exited loss-making contracts and cut 420 permanent staff. The cost of the restructuring and the impact of a weak construction market in South Africa means the company needs to bolster its shortterm financing. Group Five has signed an agreement with a funding consortium that is willing to provide

up to R650 million of short-term bridge funding which the Company hopes to access by the end of April, 2018 once all conditions have been met. “The Group believes it is not prudent to rely solely on debt and would therefore prefer to approach shareholders to discuss recapitalisation options and replacement of this debt as soon as possible,” group Chief Financial Officer, Cristina Teixeira said during the Company’s half-year result

presentation. Group Five intends to obtain any necessary approval from shareholders in the second half of 2018, it said. “We expected this period to remain very difficult. Unfortunately, even against this expectation, our results for the six months to December were significantly below our objectives and very disappointing,” Chief Executive, Themba Mosai said in a statement.

declaring the value of the diamonds, in a move that was seen as part of the country’s crackdown on the mining industry to reap more revenue from its minerals. Petra has denied any wrongdoing and has said the consignment has not been released. The talks with banks centred on the

debt arrangement relating to Petra’s EBITDA for December, 2017, which has now been waived and to the covenant concerning its EBITDA for June and December this year, which have been reset under the deal. The new debt covenants struck with Absa Bank, Nedbank, Firstrand Bank and Investec Asset Management allow for the interest rate on the loans to increase by up to two percent depending on by how much the ratio of Petra’s net debt to consolidated EBITDA is breached. “The finalisation of this agreement with our Lender Group validates its support of Petra’s business and strategy, as we negotiate this final stretch of our expansion programmes,” Chief Executive Officer, Johan Dippenaar said in the statement.

MINING & RESOURCES

Petra Diamonds Secures New Debt Agreements with Lenders Petra Diamonds said recently that it has finalised an agreement with its lenders for a waiver of its December, 2017 debt covenant and a resetting of debt agreements for this year. The London-listed miner started talks with its banks earlier this year after the confiscation of a consignment of its diamonds by Tanzania and a labour strike at its South African mines put it at risk of falling short of its loan obligations. Tanzania accused Petra of under

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TECHNOLOGY

Telkom Kenya and Airtel Seek Merger to take on Safaricom Telkom Kenya plans to merge operations with Indian-owned Bharti Airtel’s local unit as a first step to acquiring all of Airtel’s assets, creating a stronger challenger to market leader, Safaricom. The two operators have a combined 23 percent of Kenya’s 41 million mobile subscribers, but have long struggled to compete with Safaricom, which has a 71.9 percent market share. The disparity is even wider in revenue terms, with Safaricom, which is 35 percent held by South Africa’s Vodacom, enjoying more than 90 percent in both voice and short messages categories. Data from the Communications Authority (CA) regulator showed Safaricom also has close to 90 percent of the annual revenue from the Internet access business. A source at CA said the two firms have been engaging officials over the plan to share outlets and infrastructure like transmission assets, before Telkom acquires Airtel Kenya at an unspecified time.

MINING & RESOURCES

South Africa’s Mines Minister aims for New Mining Charter by May South Africa’s Mines Minister, Gwede Mantashe said he was still aiming to finalise a third version of an industry charter by May, 2018 that lays out requirements for black ownership levels and other targets. “I am still confident that we will finalise the charter by May,” Mantashe said in a speech at a platinum mining conference in OIL & GAS

Angola Opens Bids for Cobalt’s Former Oil Blocks Angola’s state-run oil firm, Sonangol is inviting bids for stakes in two offshore oil blocks in Africa’s second-largest crude producer. Angola is facing a gradual decline in oil output as aging fields become less productive, pressing its provisional June oil exports to a seven-year low. Development on the blocks had been complicated by a dispute between Sonangol and US oil company, Cobalt International Energy, which until recently was the operator of the blocks and owned a 40 percent stake in them.

Johannesburg. South Africa is the world’s top producer of the precious metal. The charter revisions proposed by Mantashe’s predecessor were opposed by the industry, which for years has been grappling with depressed prices, outbursts of labour and social unrest and policy uncertainty. The charter’s problem areas included raising the target for black ownership to 30 percent from 26 percent. The industry had challenged the revisions in court but put the judicial process on hold after new South African President, Cyril Ramaphosa appointed Mantashe in February this year.

After a deal to sell the licences to Sonangol for $1.75 billion collapsed in 2016, Cobalt last year took the company to international arbitration over its failure to extend licence deadlines, which Cobalt said “negatively impacted” its search for another buyer. Cobalt, which filed for bankruptcy protection last year, at the time said it did not plan any material investment in the blocks until the dispute was resolved, effectively putting a hold on development.

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AFRICA ECONOMY

ECONOMY

Zimbabwe Committed to Clearing Debt Obligations

Kenya Economy Seen Rebounding After Election Slowdown

Zimbabwe is committed to clearing its debt obligations with the World Bank, African Development Bank and other financial institutions, Foreign Minister, Sibusiso Moyo has said. The country needs to clear about $1.8 billion in arrears with the World Bank and the African Development Bank before it can tap other sources of development financing. “We are committed to engaging with these key institutions as partners for growth in Zimbabwe, committed to clearing the outstanding debt

Kenya’s economy is expected to rebound to 5.8 percent growth in 2018 after electoral uncertainty and drought cut last year’s expansion to the lowest level in more than five years, commented Finance Minister, Henry Rotich. The economy will benefit from increased investment in key areas like manufacturing, farming, housing and healthcare, he said. President Uhuru Kenyatta won re-election in November in a second vote after the first in August was annulled by the Supreme Court citing irregularities. Around 100 people, mainly opposition supporters, were killed mainly by police during the prolonged election season.

with the World Bank and the African Development Bank, among others,” said Moyo, speaking in London at a Chatham House event. “We believe that we are going to be able to meet all of our obligations.”

OIL & GAS

Kenya Picks Britain’s Wood Group for Oil Pipeline Design

TRANSPORT

South African Airways says it Needs Capital Injection Now South African Airways (SAA) needs a new capital injection now to stay afloat and is in discussions with banks and the National Treasury for “an open credit line”, its Chief Executive said.

State-owned SAA, which has not generated a profit since 2011, is regularly cited by ratings agencies as a drain on the government purse and has already received state guarantees totalling nearly R20 billion. “We do need access to capital to sustain the operations and we are having discussions with Treasury, as well as the banks around how we have an open credit line,” Chief Executive, Vuyani Jarana told parliament.

Kenya has picked Wood Group Plc to design an estimated $2 billion oil pipeline to pump crude from fields in the north of the East African nation to an Indian Ocean port, a senior government official said recently. Kenya discovered commercial oil reserves in its Lokichar basin in 2012 and the 800 kilometre pipeline is expected to be built before production is due to start in 2021/22. Andrew Kamau, the principal secretary at the Petroleum and Mining Ministry, said the design work would take eight months. Britain’s Tullow Oil operates the Kenyan fields, while the other investors are Canada’s Africa Oil and France’s Total.

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A NEW WAVE OF

TOURISM Africa is experiencing a boom in its hospitality sector, pushing the continent to plan for future development Writer: Phoebe Calver

ith the popularity of the African continent as a holiday destination increasing in recent years, the hospitality sector has subsequently experienced a boom in the demand placed upon it. The developments taking place to create adequate infrastructure are substantial, alongside ensuring that there is a working model in place for the sustainable growth of tourism on the continent. As part of the recent Distinguished Speakers Series, Trevor Ward, Managing Director of W Hospitality Group spoke to a selection of the Ecole Hôtelière de Lausanne’s students about the outlook for the hospitality sector in Africa moving forward, and has also been a guest lecturer in the EHL Masters in Global hospitality.

Monumental events

Towards the end of 2017, Zimbabwe witnessed the end of a long era, as a soft revolution ousted President Robert Mugabe, and brought in Emmerson Mnangagwa. Shortly after this monumental event for the country, we saw the election of Cyril Ramaphosa as the leader of

South Africa’s ruling African National Congress (ANC), who is on course to become the country’s next president. Elections are hugely important for the hospitality industry in Africa, as political power tends to be more centralised than in more mature democracies and therefore major shifts are not uncommon. Investors - including those who stay in hotels, and those who invest in them - need the stability that goes onto breed confidence, and that means economic growth, a virtuous circle from which hotel owners benefit through

increased occupancy rates. In 2018, elections are scheduled in Cameroon, Egypt, Mali, Sierra Leone, South Sudan, and Zimbabwe and potentially in the Democratic Republic of Congo (DRC), however, the latter is the least likely to actually take place. Zimbabwe’s election will be carefully watched. Investors in many sectors - not just hotels - are keen to re-enter the country, having been deterred for many years by the indigenisation policies of Mugabe, and we could see a massive increase in investments if the political environment is conducive. Leading up to, and during

the elections, hotels benefit from the increased traffic from international observers, politicians, officials, and others who criss-cross the country. But it is the four-five-year aftermath that really matters. Kenya had two presidential elections in 2017 and the impact on the hotel industry was positive, as the Government ‘gets’ tourism. The authorities responsible for the industry were quick to promote the country, even running a campaign on regional digital satellite TV service, DStv promoting the attractions of Nairobi, alongside the traditional beach and safari product. According to a report published around this time last year, almost 20,000 new rooms in 117 chain hotels are scheduled to open this year out of a total pipeline of 73,000 rooms, an increase on the current supply of some 12.5 percent. Putting that into context, however, Africa has a shortfall of almost 500,000 rooms to reach the rooms per population head ratio of Asia-Pacific. That’s a long way to go, but it is getting there. In 2009, the entire pipeline of future openings was just under 30,000 rooms. At present there looks to be a continuation of the rollercoaster ride that Africa’s economies and the tourism industry that is so important for many countries. But for many, it will be onwards and upwards.

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International Energy Transition Consultant, Olivier Drücke adopts Germany’s ‘the whole is bigger than the sum of its parts’ ethos to encourage collaborative energy solutions in Nigeria - Africa’s most populated, but one of its least efficient countries By Olivier Drücke, Project Director, “Let’s make solar work” for SOLAR23 GmbH and International Energy Transition Consultant

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ost of Nigeria’s industry and critical infrastructures in both urban and remote areas suffer from unreliable grid power supply and poor power quality. To provide some autonomy from the instabilities of the grid, diesel generators are widely used, which is an expensive and unsustainable solution to provide electricity. Meanwhile, the erosion of international oil prices since 2014 has accelerated the domestic energy crisis in Nigeria, as the Government has been forced to cut back on fossil fuel subsidies for its own economy and population. This has led to soaring prices of fossil fuels in the country, resulting in greatly increased costs for all power consumers with their own generators; subsequently reducing operating times of diesel generators and ultimately reducing power availability.

Although fossil fuel-based power generators are widely used, they are unsustainable in many ways. Beside drastically increasing operation costs that have become unforeseeable, they are also loud and emit heavy fumes, resulting in very negative environmental and health impacts. Furthermore, diesel generators are regularly oversized by as much as 50 percent, often resulting in highly ineﬃcient combustion processes. This costs a lot more money spent on power generation than necessary or originally planned. Further disadvantages include overspends on initial investments and replacement investments, avoidable fuel expenditures, downtimes, maintenance personnel and spare parts. The costly diesel-based power system is in fact parasitising Nigeria’s economy, hindering its actors to build the future on solid, affordable and thus sustainable fundaments.

Hostages of failed energy policies

In summary, the overall energy situation in Nigeria is looking shockingly grim to the country’s many industrious common people who are working hard every day to feed their families. The obvious power crisis has rightly been qualified as a state of emergency by many leading civil society figures because it hinders the country’s population to unlock and develop Nigeria’s tremendous economic potential that could so much help modernise the wider African continent. As a result, the demand for alternative power supply technologies which do not rely on expensive fossil fuels as well as solutions to save power, have increased tremendously lately, especially among commercial users. Solar energy, and in particular, photovoltaics (PV) is a great option to generate electricity on-site by harnessing the abundantly available solar resource.

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Solar competitiveness just arrived in Nigeria

In recent years, using solar energy has become cheaper than running diesel generators, even in Nigeria. Soaring fossil fuel prices have indeed resulted in a silent revolution where solar power has reached price parity with generator-based power generation in a growing number of geographies. Surprisingly, most Nigerians do not know yet about this major shift and consequently are not fully aware of the specific new competitiveness of solar power. To address this knowledge gap, Let’s make solar work just launched the new online “PV-Calculator” on its website, www.letsmakesolarwork. com. The tool compares costs of solar power with the currently existing diesel generation costs for a planned PV project and generates an individual economic approximation for the considered solar investment. This shift in competitiveness is good news for power consumers, especially for mid-sized power users such as companies and social facilities. It creates a tremendous market potential that will change the paradigm of how power is generated and used in Nigeria. Solar PV will account for most of the expected growth of renewables in the future, in Nigeria, in Africa and

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‘Let’s make solar work’ is an initiative of the companies SOLAR23, OneShore Energy, Solarmate Engineering and eclareon. It is cofunded by the German Federal Ministry for Economic Cooperation and Development under the DeveloPPP programme.

worldwide. This was also confirmed by respondents from a survey carried out in Nigeria by the NESP (Nigerian Energy Support Programme).

A survey among mid-sized power users

Recent visits to various mid-sized companies in Lagos by partners of the “Let’s make solar work” initiative clearly confirmed their need for alternatives to diesel-based power generation because soaring energy costs are their most acute problem. “We must fix this issue now,” said the owners of Rite Foods, and they were not alone. On their perfectly

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managed manufacturing site close to Lagos, Rite Foods is operating a diesel generator capacity of 15 MW. Two alternatives to cut energy costs are within reach: connecting to an announced pipeline bringing natural gas on-site; or erecting solar power plants on the large manufacturing halls’ roofs and the factory premises. A survey carried out by the “Let’s make solar work” initiative among mid-sized power consumers such as SMEs and social facilities confirmed that the actors have to rely on diesel-generated power more than 75 percent of the time; the rest being provided by an unstable grid with long supply interruptions on a daily basis, even in mega cities such as Lagos. Half of the respondents stated that the costs of energy account for more than 35 percent of their overall operating expenses which is huge compared to European industries where the figure is around five percent on average. Consequently, all interviewed actors without exception are very much interested in cutting their energy costs by whatever means. Almost 40 percent of surveyed actors consider now investing in gas-fired generators, while 34 percent are planning to invest in solar power systems, and only 17 percent in grid connections or extensions.

arguments and it can often be heard in Nigeria that “solar doesn’t work”. This is maybe one reason why none of the surveyed mid-sized industrial, commercial and social actors are using solar power today, although the supply situation with conventional power sources is extremely problematic. Today, many mid-sized PV projects in Nigeria are failing due to an absence of proper planning process from the suppliers’ side as well as from the clients’. The latter often demand PV systems without having a clear understanding of what their power requirements really are. Local EPC companies rarely request a detailed power demand analysis from their clients, nor perform power audits or even load measurements at the clients’ premises. Hence, many PV systems are not well dimensioned, planned, installed or operated. Furthermore, the

quality of PV equipment and systems is often poor because the lowest prices tend to drive purchase decisions. This chicken-egg problem can only be solved by educating the suppliers on the one hand and raising the demand-side’s awareness on the other hand. This is where the initiative “Let’s make solar work”, started by the German-Nigerian solar companies’ consortium comes into play.

State-of-the-art solar power knowhow for Nigeria

“Let’s make solar work” promotes and supports the market introduction of high-quality PV diesel hybrid systems to mid-sized power consumers, such as small and medium enterprises (SMEs) and social facilities. These actors are the true backbone of the Nigerian economy and they do not only require but deserve access to reliable and

PV-Calculator tool

Solar PV’s image

The introduction of solar power in Nigeria stands at its very beginning. Solar systems that have been installed so far are frequently generating counter-references because of quality issues tied to poor engineering, low price and quality equipment, faulty installation, erroneous usage of batteries, as well as weak maintenance procedures and practices. This has consequently contributed to spoiling the image of solar power, thus hampering its acceptance and broader market introduction. Therefore, the supply side still lacks decisive selling

The online PV-Calculator tool was jointly developed by the project partner, eclareon together with the German non-profit research institute. The costs of tool development were cofunded by the German Federal Ministry for Economic Affairs and Energy and by the German Federal Foreign Office.

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affordable power. To tackle the many quality issues mentioned above, Let’s make solar work disseminates German knowhow to Nigerian energy professionals through training seminars on focused power auditing, advanced power efficiency measures and the use of solar PV-diesel hybrid power supply solutions. The participating professionals are enabled

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to systematically advise SMEs and social facilities on suitable solutions for saving energy and for securing a more stable energy supply by simply using solar energy. Three pilot power audits have recently been carried out in two selected SMEs and one hospital. They serve as good practice examples for solar professionals who develop

Olivier Drücke Olivier Drücke has been active since 1990 as an energy transition specialist, market and business developer in Germany, Europe, MENA and Africa, as well as worldwide. He has initiated and participated in many activities that helped shape the energy transition dynamics we see unfolding globally today. Olivier works as an independent international energy transition consultant and also serves as VP for strategy and market development at the German-Tunisian EPC company, SOLAR23 which has specialised in African solar markets since 2000.

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medium-sized solar projects by offering focused power audits to their clients. The initiative is co-financed by the German develoPPP.de programme with German public funds and operates a very informative website under www.letsmakesolarwork.com which features the “PV investment calculator” for clients and suppliers and also offers attractive downloads. Next to two initial training seminars for trainers and solar EPC companies carried out successfully in Lagos at the end of 2017 and another to come before the end of June, 2018, more such training seminars are in preparation with well-established Nigerian vocational training institutes. The goal is to penetrate the topical training contents throughout Nigeria. Furthermore, accompanying dissemination activities spread the knowledge about the initiative and its comprehensive tool offering to all relevant Nigerian stakeholders through targeted media work and via Facebook.

E N E R G Y

Raising awareness, determining costs, and finding competent suppliers

U T I L I T I E S

Given the initial success of Let’s make solar work, the two German Ministries of Foreign Affairs and of Economy and Energy have just been convinced to boost the initiative with more targeted measures on the demand side. In June, 2018, a new online campaign called “Solar works, Save money” will be launched to address SMEs and social facilities such as hospitals, schools, churches and mosques. The centrally featured PV investment calculator enables potential PV users to easily assess the economics of a PV diesel hybrid system investment,

‘Cooperation with other active solar programmes and initiatives in Nigeria will be actively sought because Germany’s early experience with energy transition and cooperation dynamics teaches that the whole is bigger than the sum of its parts’

with indicators such as payback time, LCOE, IRR and NPV. Furthermore, the website lists competent Nigerian solar companies able to carry out a focused power audit, to dimension a customised PV diesel hybrid system and to submit professional offers to their interested clients. Cooperation with other active solar programmes and initiatives in Nigeria will be actively sought because Germany’s early experience with energy transition and cooperation dynamics teaches that the whole is bigger than the sum of its parts: It takes as many dedicated partners as possible to unleash the potential of solar energy.

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S E C T O R

F O C U S

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Innovation

ON THE RISE J P Morgan, in collaboration with Tshimologong Precinct, has launched Africa Rising 4.0, an incubation programme aimed at powering digital entrepreneurship and early stage startup growth in Johannesburg. The 12-week intensive incubation programme is designed to coach the disciplines of entrepreneurship, while also building innovative digital businesses. Shaun Randles, Enterprise Development Manager, Tshimologong Precinct, says the programme is dedicated to coaching digital entrepreneurs and technology companies at startup and early stage: “We are providing a platform to coach startups and to also introduce them to local and global technology entrepreneurs as mentors. “In doing this together with JP Morgan, we are aiming to assist in developing basic and functional technology programmes and skills that deliver tangible value to early adopters.” He says that Africa Rising 4.0 will benefit from Tshimologong Precinct’s vast, combined network, which will assist founders and early stage technology companies to inject life into their startups. As many as 15 startups will be selected for the incubator programme and will receive advice

Tshimologong Precinct is set to host a JP Morgan startup programme aimed at coaching early stage digital startups Writer: Matthew Staff

Wits University’s Tshimologong Digital Innovation Precinct Setswana for “new beginnings”, Tshimologong is Johannesburg’s newest high-tech address in the vibrant inner-city district of Braamfontein, where the incubation of start-ups, the commercialisation of research and the development of highlevel digital skills for students, working professionals and unemployed youths takes place. The Precinct was launched in September 2016 with support from major companies including Microsoft, Cisco, Datacentrix, Telkom, ACSA and MMI. Gauteng Province through its Department of E-Government and the City of Johannesburg have also provided significant support. The Precinct also houses the prestigious IBM Research’s Lab Africa – one of only 12 such facilities in the world. Website: www.tshimologong.joburg

from established entrepreneurs. The curriculum will be custom-designed to suit the various business entities participating in the programme. Masterclasses will be themed on topical and relevant issues facing the startups addressing trending digital technologies such as blockchain, digital marketing and women in technology. In addition, there will be hands-on support from experts dedicated to helping founders and early stage entrepreneurs. Those interested in participating need a valid proof of concept (POC) with a mock-up or video presentation. The POC also needs to provide evidence that it can create value for customers and is a product or service that is in demand. One way to show this is through having an existing digital marketing footprint and online presence. Applicants need to be older than 35 with a BEE profile and come from a low-income household. It must be evident that the idea requires digital development that focuses on hardware, software, content, including games, apps or animation. Applications for Africa Rising 4.0 opened on the 9 April, 2018. For more information, contact: http://startup.tshimologong.joburg/

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G A M B I A

GAMBIA Africaâ&#x20AC;&#x2122;s smallest nation is also one of its most content and attractive, and the rest of the world is beginning to take notice Writer: Matthew Staff | Project Manager: Joe Palliser

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ambia may be the smallest country in Africa but it is certainly packing a punch in recent years as its reputation as a tourist hotspot gathers momentum. Consequently having a knock-on effect on the country’s economy and individual business lines across areas of hospitality, cuisine, finance and travel, its GDP has consistently grown yearon-year for more than a decade now; and is showing no signs of slowing down as its accessibility and appeal continues to develop. Engulfed on three sides by Senegal, its immediate access into West Africa has always affirmed its usefulness to the wider continent despite its diminutive stature, but it is the fourth side opening Gambia up to the Atlantic

FACTS & FIGURES

Languages: Capital city: Area: Population (2013): GDP (2015): Currency: Time zone: Dialling code: Internet TLD: Climate:

English Banjul 10,689 kilometres 1.8 million $3.5 billion Dalasi (GMD) UTC+0 (GMT) +220 .gm Tropical

AFRICA Ocean that holds most of the potential for the country moving forward. Occupying the navigable length of the Gambia River valley and its surrounding hills, in total Gambia only enjoys 80 kilometres of coastline, but it’s the array of resorts, trade routes, business opportunities and paradise views that are packed into this stretch that have contributed most significantly to the country’s recent rise to global prominence. Inevitably, the majority of tourists visit Western Gambia - the Atlantic facing region - and Upriver Gambia - the rest of the highly vegetated country - for the weather and temperatures between November and May (dry season) but as recognition grows, so too does the diversity of Gambia’s appeal, and the business travel sector is thriving as a result.

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G A M B I A

The Business End IN RECENT YEARS Gambia has been gaining a lot of attention both regionally and internationally, with thanks to its growing tourism sector. Jean Byamugisha, Executive Director at the Gambia Hotel Owners Association explains the meteoric rise of Gambia’s tourism industry: “In recent years we have won accolades from international press such as CNN and Lonely Planet magazine. We have been very lucky to have the backing of an incredibly supportive Government that is heavily invested in road infrastructure to destination areas, as well as tight security within the country that has boosted our tourism industry onto its upward trajectory.” With such renewed interest in Gambia and its tourism industry, the country is positioning itself as the new MICE destination in Africa. At present Kampala is home to major international big name brand hotels such as the Hilton, Marriot, Radisson and it has massively increased its appeal for both the business travel

industry as a whole and MICE. Alongside the growth of its tourism industry and more specifically business tourism, the county has also experienced consistent economic growth in recent years. The country has largely untapped oil & gas reserves as well as a sizable agriculture industry, with coffee as its main export.

CNN Inside Africa: The Gambia honors its past, while looking ahead HD

However, with the growing tourism sector in the country, the agriculture sector is on course to be surpassed by the services sector which accounted for more than half of the country’s GDP last year.

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The tourism sector is rapidly expanding

Kololi Beach Club is a creation by the Freestone family spanning a 30-year period, from humble beginnings which stretch back to a family holiday taken in the winter of 1985. During those early development days, Martin, inspired by former President’s private golf course, prompted Kololi Beach Club to build an 18-hole, par 3 course. Set in the lovely resort grounds surrounded by wildlife, it’s reputed to be a test for golfers of all standards. Today there are 60 villas; most with sea views, some overlook the swimming pools, others enjoying views of the golf course and gardens. The villas nestle perfectly into the surrounding landscaped gardens, paths gently lead you through the resort taking in this magical setting. Whichever villa you choose, there is nothing better than sitting on your terrace or balcony,

watching the wildlife while enjoying breakfast or pre-dinner drink; the perfect way to start or end the day. Kololi Beach Club welcomes anyone to come and stay with us and discover the Club facilities on offer. The Resort is structured similar to; Marriott, Hilton, Hyatt and other successful Holiday Clubs. In 2008 Kololi Beach Club introduced ‘Owner Membership’ to its portfolio as more and more people were looking to own a property overseas. Accordingly, Kololi Beach Club has built more villas, some are detached with their own pool and garden known as our prestigious Nian Villas, and in 2016 a complex of 36 boutique Studio Apartments began construction. For first time visitors we have some great introductory rates – for more information please contact bookings@kololi.com.

Member/Guest Reviews & Quotes (2017 – 2018) 5* WOW Beautiful place, wonderful friendly and helpful staff. Our first visit exceeded our expectations. Well looked after from start to finish in beautiful surroundings.

5* FANTASTIC We had a cheeky week away at Kololi Beach Resort, we fell in love with how relaxing it was, very private and yet 5 minute walk you’re on the strip with such good restaurants and bars.

5* LOVELY HOTEL Would highly recommend Kololi Beach Resort, I’ve stayed in many places in Gambia and I can honestly say this is by far the nicest Resort I have stayed in.

5* HONEYMOON Kololi Beach Club was absolutely fantastic! The staff can’t do enough. It’s got to be the Gambia’s best kept secret! If you’re not self-catering the food is excellent and varied.

For more information visit www.kololi.com or email bookings@kololi.com | info@kololi.com

G A M B I A

Out & About THE SMILING COAST of West Africa, as it is known, doesn’t refer to the shape of Gambia or anything overtly philosophical, but simply the friendliness of its people. And this is the main take-home report of anyone to have visited the country’s shores. Inevitably, a personable nature goes hand-in-hand with the tourism-related areas of business that are thriving in the country at the moment, but it’s when you’re exploring the wilderness on your own and simply taking in the local cultures and atmospheres that you become endeared to the nation and its inhabitants.

And what this achieves more than anything is a calming welcome to a country that would be stunning regardless of people, resorts and tour guides anyway. Coast side, its sun and surf all the way, but further inland a plethora of natural beauties, rolling mountains, rainforests, wildlife reserves and archaic treasures are there to be found. And given the small scale of Gambia, it’s not as difficult to take in a bit of each dimension as you’d think. Without too much international influence, the best thing about Gambia is its indigenousness, whether that’s encouraging local delicacies, demonstrating Gambian history, or preserving native wildlife. And during your time in the country, it’s highly advised you experience all of the above.

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Abuko Nature Reserve, Kachikally Crocodile Pool, Sanyang Beach and the Chimpanzee Rehabilitation Project are just a select few examples to sample on the nature front; the James Island ‘Roots tour’ is a poignant reflection on centuries past; and finally, you can head back to an increasing number of four and five-star hotels and resorts, chief among them being Kololi Beach Resort and Tendaba Safari Camp.

AFRICA

Outlook Creative Services Outlook Publishingâ&#x20AC;&#x2122;s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

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G A M B I A

Outlook Recommends “Gambia offers a cheaper alternative than the Caribbean destinations and there are 48km of unspoilt white sandy beaches which have [still] yet to experience any significant tourist development.” - Gambia Travel and Tourism

HOSPITALITY

NATURE Chimpanzee Rehabilitation Project

Kachikally Crocodile Pool

Bijilo Forest Park

Makasutu Cultural Forest

Kololi Beach Resort Kololi Beach Resort defines itself as the perfect holiday location “where time stands still” as an idyllic paradise resort located on the smiling coast of West Africa. Set across 24 acres of pristine green space, its beachside setting ensures ultimate comfort, relaxation and stunning views at all times, while its ever-improving facilities makes it the perfect getaway for business clientele too.

Tendaba Safari Camp

Abuko Nature Reserve

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T: 00 220 373 4085 E: admin@swisshotelgambia.com www.swisshotelgambia.com

AFRICA

KOMBO BEACH HOTEL THE GAMBIA

D isc ov er the smilin g c oa st of West Af ric a

Set on the beautiful wide sandy beach of Kotu, you will find a warm welcome, excellent cuisine, entertainment and true Gambian hospitality

The Swiss Boutique Hotel is a small luxury eco hotel situated on Bijilo Beach and a short distance away from the main tourist centers, close enough to easily experience all that the Gambia has to offer.

CULTURE

LEISURE

National Museum of Albreda

Sanyang Beach

Kotu Beach

James Island ‘Roots tour’ Tanje Village Museum

FOOD & DRINK

Sea Shells Bar & Restaurant Gaya Art Cafe Calypso Bar & Restaurant Reo’s Bar & Restaurant WWW.AFRICAOUTLOOKMAG.COM

G A M B I A

BY JOLLE AT CATALAN WIKIPEDIA, CC BY-SA 3.0,

Transport Links

GIVEN THE COUNTRY’S growing popularity from further afield in recent times, it is perhaps no surprise that it’s relatively easy to gain access to the nation from a visa perspective; most EU member states even being able to enter the country for an initial 90 days visa-free. No matter where you’re departing from though, you will likely arrive into Banjul International Airport in the capital city of Banjul. Primarily catering for Europe and West Africa, from

arrival onwards, there are numerous options in terms of internal transport during your stay but it is probably the last remaining infrastructural challenge that exists in Gambia. For most, rural excursions, improvised journeys and quirky tours are part of the charm of the whole experience but it’s also worth making yourself familiar with these little security and cost nuances prior to visiting. For instance: public transport costs

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often vary depending on whether you end up in a shared taxi or an individual one but you need to tell the driver which you want, otherwise they may just choose the more expensive option for you; the terrain makes 4X4s a must if you want to get by under your own steam; and back to the cab challenge again - if you can - always choose yellow taxis over green ones. For everything else and especially on the tourism front, guided tours are usually the way to go.

AFRICA

Landmark Attractions

Wassu Stone Circles

“The ancient Wassu Stone Circles, in Gambia, are located around Wassu in the Central River Region and are believed to be burial mounds of Kings and chiefs in ancient times more than 1,200 years old... This sacred site was declared a National Monument in 1995 and on 21 July, 2006, 93 monuments in the Senegambia region (Sine Ngayène, Wanar) were declared by UNESCO to be a World Heritage Site.” Gambia Travel and Tourism

River Gambia National Park

“The national park was established in 1978 and is made up of a complex of five islands that lie on the river in the Central River Division (Region) about 300 kilometres upstream to the southwest of Kuntaur and downstream of Janjangbureh, Georgetown. The five islands are collectively known as Baboon Islands which cover an area of approximately 1,445 acres. An interesting place to visit is the Chimpanzee Rehabilitation Camp (CRC) which lies on the banks of the river.” - Gambia Travel and Tourism

Wide Open Walls, Kubuneh

“Wide Open Walls was launched in 2010... The basic idea was to turn some of the village of Kubuneh within the Ballabu area into a living art exhibition. After speaking with Eelus, a street artist of world renown, [founder] Lawrence Williams suddenly had himself a curator and the first Wide Open Walls project was born. The following October, 8 street artists from around the world came to The Gambia and over the course of two weeks, turned the village of Kubuneh into a living art project.” - The Gambia Experience

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Tell us your story and we’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: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism. 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 Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions. www.africaout

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AFRICA

eti

Opportu ng nity

ISSUE 60

MBUYELO

COAL

M I N I N G

R E S O U R C E S

Home-Grown Mining

GIANT

Mbuyelo Coal has experienced exponential growth within the mining industry, giving back to its local community and providing a service that is second-to-none Writer: Phoebe Calver Project Manager: Donovan Smith

WORK 14 LET’S MAKE SOLAR worrying A solution to Nigeria’s energy situation?

ALSO

SUPPLY CUMMINS CENTRAL NS 60 CHAIN OPERATIO world Powering a more prosperous

LTD 74 g JOINT MEDICAL HOLDINGS and forward-thinkin Providing cost-effective healthcare

MBUYELO COAL

Unravelling the marvel of the Mbuyelo story

HORMUUD TELECOM 80 SOMALIA INC. Leading Somalia’s industry telecommunications

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CA ION AFRI | FINNOVAT | SC GROUP GROUP AMARIND FEATURING: T

+44 (0) 1603 959 650 ben.weaver@outlookpublishing.com

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M I N I N G

I N D A B A

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Mining Indaba 2018:

AFRICA’S PREMIER

DEAL-MAKING FORUM When mining companies source investment, not only do the companies themselves benefit, but Africa does too; and no event facilitates such widespread, continental industry progression than the annual Investing in African Mining Indaba Writer: Matthew Staff

ince Euromoney acquired the Investing in Mining Indaba conference, the esteemed gathering’s credence has escalated to new heights, and in 2018 the upward trajectory continued as a 15 percent increase in attendees came together to discuss the biggest trends in continental mining and resources. Arriving from as many as 95 different countries - again an increase on 2017’s 84 - the global significance of the event is affirmed beyond doubt in a climate crying out for knowledge sharing and innovation. Diversification of attendees

was a similarly positive trend as well though, with 37 percent emanating from the mining executive world, 17 percent comprising investors, and 25 percent from Governmental positions; something which Managing Director, Alex Grose believes contributed to the best instalment of Mining Indaba yet. “Since Euromoney acquired Mining Indaba, the event has undergone significant changes and investment to take it back to a focused deal-making forum while supporting the needs of Africa’s mining industry,” he says. “In 2018 there was a more deliberate balance between investors, mining

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companies, government and service providers, and this really came to fruition with features like the Junior Mining Showcase where 50 junior mining companies, all with projects in Africa, were for the first time hosted in the middle of the event in a focused deal-making area.” Head of Investor Relations, Kael O’Sullivan adds: “The Investor Relation programme was also expanded in 2018, providing investors with even more meetings with mining companies across the week.” For the first time ever, Mining Indaba also worked in tandem with

community and civil society groups in 2018 to define a common vision for sustainable development in the continental sector. “This meant the 2018 event played host to even more dialogue than ever before,” enthuses Head of Content, Harry Chapman. Africa Outlook spoke with Grose, O’Sullivan and Chapman about the key take-home messages from this year’s groundbreaking Indaba. Africa Outlook (AfO): What specific industry trends dictated the key talking points at this year’s

event and in what ways did the event address these? Alex Grose (AG): The themes of any year are driven by the research done with all the key stakeholder groups in the months leading up to the event. This year the industry told us that exploration projects were beginning to shoot up across the continent once more, which is why our overriding theme for the whole event was providing a platform for sustainable junior, mid-tier and major growth. For that reason our Investment Battlefield was expanded to enable 22 junior mining companies to pitch

their projects to leading investors, and hosted the final on the Main Stage. Harry Chapman (HC): Sustainable development was a key theme at the 2018 Mining Indaba, being discussed not only at the packed Sustainable Development day on Tuesday, 6 February, but also featuring in many conversations throughout the event. Addressing the lack of trust between communities and mining companies, looking ahead to community engagement and working together to define a sustainable vision of Africa’s mining sector, these themes came up regularly throughout the week, and is

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clearly going to continue to be a big theme going forwards. Given the changing political landscape across the continent, a key theme at the event was cooperation and knowledge sharing between governments. The Intergovernmental Summit hosted panel sessions between African and non-African governments, to ensure that African governments have improved interaction with governments outside the continent. AfO: Could you also talk me through some of the speakers at Mining Indaba 2018 and what you feel they brought to the table in terms of industry knowledge and international expertise?

“For five days the world’s most influential investors, CEOs from the world’s largest mining companies, mining ministers from a majority of African nations, government representation from key countries, and top media brands all meet to share insight and knowledge with each other.”

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HC: For 2018 the Main Stage moved away from static presentations, and instead focused on interviews with industry visionaries to give the audience the opportunity to really delve into their wealth of experience. We were delighted to host a fireside chat between Anil Agarwal, Group Chairman, Vedanta Resources, and Evy Hambro, Chief Investment Officer, Natural Resources and Managing Director, BlackRock, where they discussed strategies for long-term shareholder value and where growth can be found in the mining sector. One highlight included H.E.Olusegun Obasanjo, the former President of Nigeria and Chairman of the Brenthurst Foundation and author of the Zambezi Protocol, who delivered a keynote

M I N I N G

R E S O U R C E S

address entitled “Partnership: A New Narrative for Africa’s Mining Industry”. AG: With the introduction of the Intergovernmental Summit, Mining Indaba saw the number of ministers speaking on the programme increase from 28 in 2017, to 36 in 2018. African countries represented included Angola, Malawi, Ghana, Zambia, Botswana and Senegal, with global representation from Venezuela, Russia and Ecuador. Kael O’Sullivan (KOS): 2018 also marked the introduction of Mining 2050, focusing on where companies should be investing in the age of disruption. Industry leaders such as Michelle Ash (Chief Innovation Officer, Barrick) and Donovan Waller (Group Head of Technology, Anglo American) discussed the latest disruptive technology and innovation strategies.

issues unfolding over the next 12 months? AfO: What other new and fresh AG: This is an extremely exciting impetuses were added to the time for mining in Africa: President Indaba schedule this year? Mnangagwa has recently said AG: The Junior Mining Forum that Zimbabwe may lift the 51 provided emerging mining companies percent ownership/ “indiginisation” with the opportunity to present and requirement for platinum and diamond take part in panel discussions with mining companies. In Angola, newly leading experts across the three days. elected President, Joao Lourenco HC: 2018 also saw the Franco-Mine has also made moves to win the trust programme move to within the Mining and support of the global investment Indaba programme, a platform for community. Angola sent a ministerial exchanges in French, discussing recent delegation to Mining Indaba. or planned changes to mining codes Of course, in South Africa, Cyril in African countries, as well as recent Ramaphosa returned from the developments and best practices. World Economic Forum saying that KOS: Additionally, the World Gold “Investors are applauding the dawn Council took part in Mining Indaba for of a new era and are waiting for us the fir st time in many years, hosting to follow through with reforms and a session and reception highlighting policy changes”. He has also said that gold’s value as a strategic asset and its SA cannot afford to miss out on the positive contributions to economies commodities boom that could unlock and society, attracting key figures from the mining industry. across the African mining sector. Our aim at Mining Indaba is to provide a platform where the sector AfO: From a more general industry can debate the big issues, to enable perspective, what do you feel are connections to be made, and most the biggest challenges and trends importantly to create the ‘space’ for influencing the mining industry in Africa these engagements. We are mining at present, and how do you see these event professionals, not mining analysts.

However, we bring together many commentators and experts at Mining Indaba who discussed this and made predictions about the year ahead. AfO: Similarly, from the Mining Indaba’s perspective, what are your aspirations and expectations for Mining Indaba moving forward and how would you like to see it grow from 2018 onwards? AG: Mining Indaba is a global platform. For five days the world’s most influential investors, CEOs from the world’s largest mining companies, mining ministers from a majority of African nations, government representation from key countries, and top media brands all meet to share insight and knowledge with each other. No other event creates the networking platform that is Mining Indaba. Looking to the future, we want to continue to deliver the event that the African mining industry needs, and connect mining companies with investors. We believe that when mining companies source investment, not only do the companies themselves benefit, but Africa also benefits.

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M B U Y E LO

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Homeg

GIA 38

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grown Mining

IANT

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M B U Y E L O

C O A L

he abundant success of Mbuyelo Coal is owed to a variety of developmental factors that have come together during the past few years, including the joint development and production of subscription to common values shared by all stakeholders. Success within the Company has come from within, crafting the ideal working culture from the roles played by each employee and enabling firm terms of reference that everyone is willing to subscribe to for unified triumph in the coal mining industry. “The creation of Mbuyelo Coal was the result of a universal principle of achieving growth through the alignment of a common vision,” explains Company Chief Executive Officer, Rirhandzu Siweya. “Through setting targets for our desired grand-plan and following through by uncompromisingly sticking to a disciplined approach, we have achieved and reaffirmed our strategic philosophy. “However, we are not afraid to make the necessary amendments to

our strategy if they have been made irrelevant and unproductive by the passing of time; this is irrespective of the fact that they initially formed our reference point and hence ensure the continuous improvement on our part.” Mbuyelo Coal was established as an offspring of Mbuyelo Group, which was formed as the result of abundant opportunities in the mining space with thanks to the Mineral and Petroleum Resources Development Act No.28 in 2002. “The parent group was founded under highly strenuous circumstances and with no financial resources to support the dream of becoming an African-grown mining giant,” adds Siweya. “We came across initial challenges such as operating out of internet cafes and our garages that formed the core DNA of our business.” Mbuyelo Coal is a majority blackowned entity and although it is a subsidiary, it operates as a holding company with operational assets that are housed within Mbuyelo Coal itself in order to retain its core business of coal exploration and development.

PHILO ENVIRONMENTAL MANAGEMENT

hilo is a small company headed by a young brilliant environmental scientist, starting operations back in 2007. Founded back when black environmental consulting firms were unheard of in its region of operation, the Company started working in Mpumalanga province in South Africa and now has grown to work in all South African provinces with the aim of extending its operations beyond South African borders. The Company is a 100 percent Black Woman Owned enterprise, run and owned by Mrs. Sindiswa Setlhodi (Gidimi), a registered Professional Natural Scientist (400087/07) with 15 years’ experience in the coal mining industry. The Company works with a range of professionals internal and external to provide high quality work to our clients on time. Philo provides services to a range of clients from coal mining (Glencore Operations SA, Anglo American, AEMFC and Mbuyelo Coal), government departments (Nkangala District Municipality, Modimolle Local Municipality and Small Enterprise Development Agency) and industry (Flaming Silver trucking Depot, Sathala Plant Hire and Amro Carriers) to mention a few. Mbuyelo Coal has taken Philo under its wing as one of their small service providers. Currently we are providing environmental services to their various coal mining operations. Mbuyelo went even further by sponsoring Philo financially in order for us to acquire all the necessary resources we need to provide said services. This has assisted Philo greatly as we are able to even provide more services to them and other clients.

T 013 243 0195 / 061 419 6464 E info@philoenviro.co.za admin@philoenviro.co.za

www.philoenviro.co.za

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OUR SERVICES We conduct baseline studies, document compilation, government negotiations and project management. Our services include but not limited to the followings:

WE SUPPORT SUSTAINABLE DEVELOPMENT

1. Environmental Management Plan & Program (EMPs) 2. EMP Performance Assessment (EMPPA) 3. Environmental Impact Assessment (EIAs) 4. Basic Assessment Reports (BAR’s) 5. Environmental Audits 6. Environmental due diligence assessment 7. Integrated Water Use License Application (IWULA) 8. Integrated Water and Waste Management Plan 9. Environmental Risk Assessment 10. Noise Level Assessment 11. Air Quality Assessment 12. Closure cost assessment 13. Geohydrological Assessment 14. Environmental Legal Assessment 15. Soil Assessment 16. Rehabilitations Audits 17. Biomonitoring 18. Monitoring system design and Implementation • Compilation of ground water, surface water, air quality, aquatic monitoring system’s manual 18. Ground ,Surface Water & Air Quality • Management and monitoring programs; • Data computerization; and • General Project Management. • Sampling and chemical results reports 19. Compilation of Rehabilitation plans (Designs) – • Discard dump, waste dump site, opencast mining, sidings – tender documentation and site supervision 20. Environmental Management system (ISO 14001:2015)

T: 013 243 0195 / 061 419 6464 | E: info@philoenviro.co.za / admin@philoenviro.co.za | www.philoenviro.co.za

M B U Y E L O

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Project development

With thanks to the exciting nature of the Company and the character of its employees, the Mbuyelo Coal story has proved to be a marvel to watch as it unfolds with every project. “Over the years there have been certain projects that have stood out as a cut above the rest, providing admirable results for both the Mbuyelo family and onlookers alike,” the CEO describes. “One such project came in the form of our flagship development called Manungu Colliery, which we estimate will provide 30 years of 350 million tonnes in mineable coal.” While the Company was able to maintain the disciplined culture it had instilled to reinvest all of the resources it had acquired from investors, it was also able to utilise the sufficient resources available to tackle the substantial project. “When it came to executing the Manungu Colliery project, the need arose to acquire more funding to aid

us in expediting the development of the colliery,” affirms Siweya. “It was an exciting time for us in terms of the development of the Company and through maintaining a focused approach we were able to acquire the funding in a record three-week period from the Industrial Development Corporation (IDC). “Our team at the time played a pivotal role in ensuring that we retained our attitude towards running a tight ship, acting in a constructively critical manner that would collectively aid us in achieving our end goal and was a major contributor to this successful milestone.” In this instance, success most definitely breeds success and the track record of excellence at Manungu Colliery proved beneficial in the Welgemeend Colliery project. “This development provided us with 25 million tonnes to be mined through opencast, with a future in underground mining,” explains Siweya. “In this case

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Omphile Lehumo Projects

Omphile Lehumo Projects is proud to be associated with Mbuyelo Group and hope to work together for many years to come.

Omphile Lehumo Projects PO Box 7365 Albemarle 1410

E: edward.bogacwi@gmail.com T: 0027 72 741 2046

PO BOX 4159 DELMAS 2210 Tawen Mbenekazi E: tawenm16@gmail.com T: +27 76 297 9572

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funding was equally and seamlessly secured with the IDC in order to buy out the other 50 percent shareholder of Welgemeend, providing us with fullownership of the colliery.” Another incredibly successful Colliery development was carried out at Ntshovelo/Vlakvark Colliery, with its extra seven million tonnes of mineable coal and 12 years of life. “In the near future we have plans to get our other brownfield in Welstand Colliery underway, and similarly to Welgemeend Colliery, it will offer us the option of another multi-product mine,” states Siweya. “Plans are also underway to acquire other greenfield projects that we can take up the value curve.”

Relevant energy sources

Coal mining remains the Company’s core business, maintaining its footing as a key driver of global energy security. However, Mbuyelo is currently monitoring trends such as the environmental impacts that are continuously rendering coal’s energy source value, a concern for global climate-control. “We maintain that coal will remain a relevant source for a long period of time - given the global lack of sufficient alternatives - but we know that it is important to start today with our research & development to stay ahead of the industry,” the CEO affirms. “We are well ahead of time in terms of studying these trends, setting ourselves up for participation in sources of energy such as wind turbines and solar power. “Through these actions we hope that we will guarantee a relevant place

in the long and drawn-out energy source transition moving forward.” When it comes to retaining its current standing within the industry and considering the infrastructural constraints in other coal bearing regions of South Africa, the Company has resolved to limit its footprint at the moment to the Mpumalanga region. “We recognise it is important to keep track of all the developing regions in both South Africa and the wider continent to see where the infrastructural challenges are being addressed,” explains Siweya. “This is increasingly important to us as transportation of coal from the more difficult to reach areas makes it uneconomical. “Our parent company is less limited in terms of interest in mining opportunities across Africa, while Mbuyelo Coal is more cautious in its approach based on feasibility.”

he Manungu project is located in the Witbank coalfield in Mpumalanga province. Trollope Mining Services is the main contractor on site with a three-year extendable contract to mine +/-10MROMt by opencast mining. There is a substantial equipment fleet consisting of 90t RDT, 40t ADT, 120t backhoe and 100t bulldozers, together with relevant support equipment. Drilling is subcontracted with a fleet of 30t drill rigs. The Company will shortly ramp up production to move approximately 1,250,000 BCM overburden per month, and produce in the range of 250,000 ROM tonnes of thermal coal, in addition to providing full mining turnkey solutions. T +27 (0) 11 281 6000 E admin@tmsgroup.co.za

www.tmsgroup.co.za

Technological advancement approach

Over the years the Company has spent approximately R5 million on new technologies to ensure its status at the forefront of the industry, one particular instance being the update of its accounting system. It has also adopted a weighbridge system, and a video conferencing system that creates a link between head office, regional office and all the other operations. The CEO states: “We have found that the introduction of the communication system has dramatically assisted us with communication, especially in the

Preparing a team to aid Mbuyelo through Africa’s energy source transition

TROLLOPE MINING SERVICES

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ALS GROUP

LS Mining forms part of the ALS Group of Companies in existance for over 30 years, specializing in Open-pit mining, mine rehabilitation and bulk-earthworks. Their main focus is on SAFETY, customer satisfaction and to produce more tonnes more cost effectively through enhanced productivity. Their well trained team with a constant focus on human capital development achieves sustainability by utilizing the latest technology in mining, supported by well maintained, state-of-the-art equipment. The company has the capability to offer the complete service from greenfields to mine-closure including road construction, civil works and construction. ALS Mining has vast experience in the gold mining sector, as well as in coal, diamond, platinum, bentonite and limestone mining. They have proud and good-standing relationships with bluechip clients such as MBUYELO Coal, Harmony Gold, BHP Billiton amongst others.

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Awards ceremony. Mbuyelo’s diverse family-orientated structure crosses all boundaries. COO Hentie Hoffmann and Mr RO Siweya

instances where physical interaction is neither practical or feasible, improving employee productivity.”

Human capital

When it comes to its employees, the Company has a unique approach to finding the right people for each role as Siweya goes on to explain: “First and foremost we believe in training our own people for a higher chance of sustained retention, while also utilising the rich expertise of the highly-skilled personnel within the Company already. “We have learned through experience that people who gain their skills through selective hiring, extensive training and skills transfer will prove most likely to stay on with us.”

Company values

When it comes to the Company’s strategy for the management of its

A localised approach

supply chain, overall procurement and logistics and distribution, it is always informed and guided by the applicable legislation of the country of operation. “We believe in operating with a progressive procurement and logisticsfocused strategic plan, aiding us in the positive promotion of professional efficiencies and empowerment of the highly-capable local entities,” continues Siweya. “We firmly believe in a localised procurement approach but know that this needs to be balanced with the interest of operational efficiencies in mind; this way of thinking equally stimulates the formation of sustainable business partnerships.” While the Company remains

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commercially minded, it also pays special attention to the African driving values of ubuntu - humanity - which it has embedded into its core to create a long-term sustainable African business.

Aspirations

“Looking to the future, we are excited by the prospect of launching a successful IPO within the next year or two,” concludes Siweya. “We are equally determined and optimistic that the general footprint of Mbuyelo will touch the length and breadth of Africa while considering further developments into other continents, aiming to make an impact that will sustain our African legacy.”

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Umlabathi Trading

The facility is accredited in accordance with the recognized International Standard ISO/IEC 17025:2005, granted on 28 July 2015 and facility number T0692. We participate in a number of coal testing industry Proficiency Testing Schemes.

OUR SERVICES: Sampling & Sample Washability Testing Preparation Total Sulphur

Supplies

• Building and Roofing • Plumbing • Electrical • Steel Construction

Dry & Wet Screening

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Perform technical audits on sampling plants and laboratory

Charles Velly T: +27 79 725 6420 E: umhlabathitrading102@gmail.com

• PPE and Consumable • Goods • Mining Supply • Chemical Products • Steel • Cleaning Services: Domestic, Offices, Industrial • Cleaning Products • Bolt and Nut Supply • Conveyor Belts & Rollers • Hydraulics • Embroidery

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PO BOX 17261 WITBANK 1035

Construction

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35 4th Street Delmas, Mpumalanga 2210, South Africa Tel: + 27 13 665 1145

www.vanalyticalservices.co.za

Logistics • Transport • Plant Hire • Tents, Tables and Chairs

T: 013 665 1982 | F: 086 605 5302 | Cell: 083 449 2823 E: admin@mancamane.co.za | sales2@mancamane.co.za

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PA N A F R I C A N

E Q U I P M E N T

G R O U P

Taking

Responsibility Panafrican Equipment Group has a unified vision to become the supplier and service provider of choice across Africaâ&#x20AC;&#x2122;s mining, construction and agriculture industries Writer: Phoebe Calver | Project Manager: Donovan Smith

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ince the Panafrican Group was founded in 1997 it has gone on to establish itself as a leader in the delivery of Komatsu, Wirtgen and AFCO equipment and aftersales support solutions across East and West Africa. The Company has grown at a rapid rate over the years, truly taking off in 1999 when its first Tanzanian operations commenced at the Geita gold mine. With ever-growing confidence in Panafrican’s abilities

it went onto work on the Uganda Oil Palm project in 2003, and shortly after in 2005 its Dar es Salaam offices opened. “The projects we were working on began to grow in size and prominence and in 2008 we were awarded the Buzwagi gold mine maintenance and repair contract in Tanzania,” explains Jakes Luus, Operations Director at Panafrican Equipment Group. “In 2009 we were able to expand our West African operations, commencing in Ghana first and moving into Nigeria

and Sierra Leone in 2011. “Three years later with the implementation of the Wirtgen, Agriculture, Valtra and Challenger product lines, we were able to supply and support our customers with a vast variety of product ranges that covered agriculture, forestry, civil and infrastructure, construction, mining and many more sectors.” In the present day the Company’s shared services are based in Dubai and its operating countries include Kenya, Tanzania, Uganda, Ghana,

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G R O U P

SWIFT RENTAL CARS LIMITED

wift Rental Cars Limited is a total logistics company that has redefined service standards in the car rental industry in Nigeria. For more than 14 years, we have been consistently committed to providing dependable support and solutions for both local and multinational organisations and individuals. As a company, we pride ourselves on delivering the best quality of service in car leasing, fleet management, chauffeur and self-driven services, provision of quality manpower (chauffeurs), staff bus services, fuelling, and corporate protocol services. We provide these services whilst offering value for money and optimal client satisfaction. T 00234 8 1722 36921 E reservations@swiftrentalcars.com bookings@swiftrentalcars.com

www.swiftrentalcars.com Nigeria and Sierra Leone. Within those areas Panafrican has created a structure with offices that comprise a full complement of service staff with the ability to support the equipment needs in the country. “Within these various outlets we strive to understand our customers’ needs, enabling us to deliver fitfor-purpose, tailored solutions that will ensure higher productivity and performance,” Luus adds. “With the expertise we have gathered over the years in the industry, we are skilled in reducing the life of asset costs and costs of material movement which proves to be invaluable to customers.”

Responsible employer

A large part of the Company’s expansion plans over the years has been to ensure it takes responsibility for the impact of its activities on customers, employees, shareholders, communities and the environment alike in all aspects of its operations.

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Luus continues: “We have taken this obligation beyond statutory commitments, making moves to improve the quality of life for our employees and their families, as well as the local communities and society at large. “Our vision is to be the supplier and service provider of choice for mining, construction and agriculture solutions, knowing that our values and actions to improve quality of life will aid this tremendously.

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The chosen provider and supplier of world-leading equipment and machinery

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“At Panafrican our values ensure we are committed to providing our stakeholders with exceptional rates by acting with safety, integrity, respect, attention to detail and true accountability in all our actions. We have created a team that have fully embraced these strategies and philosophies that provide the foundations of our ability to continuously improve and change.” When it comes to recruiting the right people for the job, the Company has based its recruitment in the relevant area in order to meet the country’s demands and project requirements.

G R O U P

Training then plays a critical factor in the development of employees, with the Panafrican training centre located in Nairobi, the Company is rapidly expanding as Luus goes onto explain: “We have tailor-made training programmes based specifically on our customers in specific areas to develop skill levels. “The training centres we have set up also supply support for our in-house staff when it comes to keeping track of new developments, equipment models and technical skills development. Our training records are regularly updated

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in order to ensure our staff receive the required training to supply a professional service to our customers.”

Iconic projects

During its time within the industry the Company has had many iconic moments, but perhaps the most pivotal came when it was awarded the maintenance and repair contract for Buzwagi mine in 2008. “As with any large mining project, we encountered challenges,” explains Luus. “However, it was the manner in which we overcame them that made the

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“Operating in East and West Africa is particularly challenging as there are various trends for each country, and each of those specific trends will have a drastic impact on the country of operation. We also have to take into account the political environment of each nation, especially with the unpredictability of elections and the interchanging governments which impact businesses such as ours.” At present Panafrican is closely monitoring each country of operation difference, working hand-in-hand with on an individual basis, making any the customer to enable the best possible required business alignments to results and find solutions to any issue.” current market trends based on Another turning point for Panafrican the customer demands and market came in 2011 with the beginning of information available at the time. its Nigerian operations, whereby the Company was able to deliver more Customer care than 300 pieces of Komatsu equipment When it comes to procurement the to the Dangote Group and continue to Company has created a centralised support them now. service that is responsible, making use Luss states: “We are in the middle of of key performance indicators (KPI) some significant contract discussions to keep track of the efficiencies of the at present and hope that they will lead activities and processes. to expansion across the continent in “We also use KPI to aid us in the future. highlighting the areas where

improvements are required within the Company, particularly when it comes to shortening our delivery times, easing shipping options or any opportunities for cost-saving exercises in the supply chain system,” continues Luus. “Linking in with this, we have our outstanding customer support systems which enable us to address any problems and quickly establish solutions.” The Company works hand-in-hand with its customers in order to ensure that its business is conducted in the most efficient way possible, setting it at a cut above the rest in terms of the competition. “In order to continue on with our success we will increase our market share in all business sectors, specifically equipment and agriculture divisions,” concludes Luus. “We also hope to obtain a selection of maintenance and repair contracts in different countries to our current coverage area, which is proving to be a very exiting time for us at Panafrican.”

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A Golden TRANSITION

assari Resources is on the cusp of realising a goal that was put in place upon the Australian company’s entry into West Africa more than a decade ago. Listed on the Australian Securities Exchange since 2000 and comprising more than 2,300 shareholders, the business’s foray into Senegal was initiated off the back of extensive research into the region’s mining

Bassari Resources’ Makabingui Gold Project in Senegal kickstarts its transformation from a $30 million exploration company into a $500 millionplus gold producer

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Writer: Matthew Staff Project Manager: Donovan Smith

potential, and with a Chairman that already had more than 25 years of experience in the country. And following years of exploration success and mining acumen, the goal of bringing its Makabingui Gold Project into production is now within reach. “Bassari was specifically formed to explore and develop three gold exploration permits in the Birimian gold belt in southeast Senegal,” opens said Chairman, Alex Mackenzie. “Three permits were identified in the highly

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prospective Sabodala gold area, and this resulted in the development of the Sabodala gold mine that is now producing 200,000 ounces of gold per annum.” Consequently unearthing more than 30 gold targets in total as a result of the Company’s extensive exploration, the real success stories have since focused on the aforementioned Makabingui site and Bassari’s simultaneous gold project at Konkoutou.

This ultimate transformation from explorer to producer represents a key milestone in Bassari Resources’ journey so far, but is far from the final destination for a Company that has always placed special emphasis on continuous improvement. Mackenzie says: “We have developed a good relationship with the Senegalese Government’s mining and finance departments, the local villagers, the local governors and prefects. We employ and train as many

Senegalese as possible, and recognise our social responsibility in assisting the local villagers whereby we have invested more than US$1.5 million on water bores, equipment, medical clinics, ambulance service, etc.” Combining this local ingratiation with a similar ethos of employing the best technical talents available ensures harmonious and skilled progression with the backing of all relevant onlookers and overseers as Bassari enters the next phase of its evolution.

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Significant gold targets

Having initially identified the whereabouts of all the gold-bearing Birimian rocks in West Africa (as had been done at Australia’s Kalgoorlie), Mackenzie’s drive into the continent was decided upon virtue of a thorough review of all successful large-scale deposits in the region. Subsequently discovering that huge deposits of more than 10 million ounces were in the metasediments close to shear zone structures with large granite intrusives, the Chairman knew this would drive the gold structures from the depths towards the near surface. He recalls: “We not only carried out geochem soil sampling, aero magnetics and assaying of termite mounds, but embarked on an extensive RAB drilling programme and a structural review to

identify where to conduct our RC and diamond drilling programmes. This work identified some 32 significant gold targets within the permits, with the two main ones being at Makabingui and Konkoutou.” At genesis, the former reported maiden ore reserves of 860,000 tonnes at 5.7g/t for 158,000 ounces of gold; within the one million ounce resource of 2.6g/t. A further underground scoping study completed in 2014 then returned high-grade gold results of 7g/t for ~120,000 ounces in high-grade underground scope targets. The same year also saw the completion of Bassari’s feasibility study for Makabingui which returned hugely promising results including an average gold grade of >5.6 g/t, C1 cash costs of US$683/oz, capital costs of $12.1 million and an IRR of 404 percent. In 2017 an

Makabingui Gold Project • JORC Resource of 11.9 mt at 2.6g/t Au for 1,005,000 ounces contained gold (AMC2012) • Focus on high-grade gold reserves of 860 kt at 5.6 g/t Au for 174,375 ounces (open pits) • Annual gold production: 50,000 ounces • High-grade gold (5.6 g/t) • Very high gold recovery (95 percent) • Project capital cost: US$13 million (financed by Coris Bank) • Return on investment in less than 12 months • Gold price used for the estimation was US$1,200 (current gold price: US$1,320) • Employment: 250-300 workers (direct) including 200 Senegalese and more than 500 indirect workers

Governmental agreements • Five-year renewal of exploitation permit • Royalties: five percent of total sales realised, payable during each quarter of the calendar year • Institutional support: US$150,000 per annum • Local development support: US$100,000 for the period of pre-production and then 0.5 percent of the gold sold in the first year of production and during the other years of production

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We are very people-focused for a mining company and compared to other major companies in West Africa, and this is a big differentiator in allowing us to succeed

GLOBAL AFRICINVEST SARL GLOBAL AFRICINVEST – SARL Résidence les Embruns Petite corniche des Almadies Derrière l’école Française Tel: +221338682868

Global AfricInvest Sarl is an investment company specialising in equity and mining development and offers various services, including: • Benefits with new and/or recent equipment of several brands with qualified drivers and a team of mechanics to deal with any eventuality • Maintenance of machines on site with a complete equipment service in workshops at our base in Saraya • Exploration and research work thanks to our human & material resources • The advice, expertise and support in the establishment of small and medium mine exploitation sites • Transportation of the machines is ensured by tank carriers of 100 tons, 80 tons and 60 tons

www.global-africinvest.com

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updated feasibility study confirmed this potential with similar results in the buildup to 2018’s strive towards production. “Having recently obtained a project finance offer from the Coris International Bank of Senegal, the Company’s immediate focus will be near-surface, open-pit mining at Makabingui, as well as further fieldwork along the major gold corridor immediately south of Makabingui,” the Company explains on its website. Mackenzie adds: “In 2018, we aim to bring the Makabingui gold project into production and to expand its potential while simultaneously aiming to build up the gold resources at our Konkoutou project.”

A US$500 million-plus gold producer

With due diligence completed, loan agreements finalised, and expansion plans in place - both at Makabingui and across its latter Konkoutou Gold Project - Bassari Resources is also keen to ensure that each intricate element of these operations is developing in line with industry trends and ahead of its own growth curve. To this end, a host of infrastructural enhancements have been laid out to make sure that every strand of the value chain and mining process is being conducted to best-in-class standards. Bassari has already constructed a 300,000 TPA gravity plant, a mining camp with a capacity of 120 people,

Infrastructural enhancements are vital to achieve high standards

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GERA GENERAL STUDIES AND ACHIEVEMENTS IN AGRICULTURE GERA (General of Studies and Achievements in Agriculture) is an engineering company participating in the development of Africa by offering its expertise in the studies and achievements of agricultural development projects. Thus, its interventions are based around the areas of activity that are: Integrated farms Agricultural engineering Economics and rural sociology Environment and geomatics

Moussa Diba,

Exploration Manager, Bassari Resources Ltd After a short passage in oil and gas exploration in 1995 working for Tullow Oil, Geofyzika in Senegal. Mr. Diba worked especially in gold exploration and mining. From 1996 to now, Mr. Diba successively worked for multinational mining companies such as AngloGold Ashanti, Iamgold / Agem, Randgold Resources, Mineral Deposits Limited (MDL) and Bassari Resources Ltd. Mr. Diba has been the Exploration Manager of Bassari Resources Limited since 2009. He has more than 20 years’ experience in gold exploration and mining. Mr. Diba holds a geological engineering degree from the Earth Science Institute of Dakar University Cheikh Anta Diop (Senegal). Mr Diba is also a member of the Australasian Institute of Mining and Metallurgy (AusIMM).

T: +221 775 421901, +221 7765 10708 E: gera.afrique@gmail.com

a water dam with a capacity of 500 mega litres and fuel storage tanks with a capacity of 85,000 litres. Upcoming upgrades will cover areas of the haul road that is used to transport the ore from the pits to the plant, heavy mobile equipment used for earthworks during the pre-development; and additional fuel tanks to cater for approximately 22,500 litres of fuel that is needed each working day across the mining operation. “We are always reviewing our operations and, for example, have reviewed our power generation recently to perhaps adopt solar power,” Mackenzie notes. “We believe that we have identified the best technology from the UK to mine the vein gold structures, new equipment includes crushers and ball mills which will be acquired from China - as well as electronics from Australia - and we will also expand our mining camp to house more than 200 workers as we move from exploration to production.”

Having been present in Senegal for more than 10 years now - Mackenzie himself enjoying a further 15 years on top of that - the Company is well positioned to capitalise on the local reputation formed in order to meet such expansive targets; responsibly. The use of local artisans and Senegalese supply chain partners has formulated a sustainable network and platform from which to grow as Bassari Resources looks to continue meeting gold standards in the years to come. “We are very people-focused for a mining company and compared to other major companies in West Africa, and this is a big differentiator in allowing us to succeed,” Mackenzie concludes. “Looking forward, we have identified many significant gold targets in addition to Makabingui and Konkoutou, and with this potential we expect Bassari to emerge from a $30 million exploration company into a $500 million-plus gold producer.”

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L O G I S T I C S

LEAN LOGISTICS

Cummins Central Supply Chain Operations is leveraging almost 100 years of global experience, and more than 70 years of continental ingratiation to bring optimum supply chain solutions to Africa Writer: Matthew Staff | Project Manager: Eddie Clinton

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C U M M I N S

C E N T R A L

ummins has instilled itself as a responsible, effective and successful industrial operator in Africa for more than 70 years and continues to leverage this almost unparalleled knowledge and experience. A crucial success factor that underpins this current and future success is the Company’s investment in and development of a world-class supply chain that is both flexible and resilient to the trade flow and operational risks of the region. Incepting on the continent in 1946, the wider group has been a pioneer and innovator across realms of engines, generators, gas generation, industrial services and parts, and social enrichment; later becoming a wholly-owned distributor in South Africa in 2000 via Cummins Southern Africa. Going on to replicate this model through joint ventures in Nigeria and Ghana as well, the organic growth that the organisation has enjoyed

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has culminated in one of the most impressive turnkey portfolios in Africa. And through the introduction of Cummins Central Supply Chain Operations (CSCO), Cummins can truly claim to be a leading player at every stage of the industrial value chain. “As part of a global and African strategy execution, we first decided to establish regional distribution centres (RDCs) in Africa, starting in Ghana (2014) and then South Africa (2015),” recalls Supply Chain Director, Gerald ‘Ged’ Mackell. “Overall, the Africa operations fall within the ‘AfricaMiddle East’ region which comprises 11 wholly-owned distributors, two joint venture distributors, and four independent distributors; in addition to the two wholly-owned regional distribution centres. “With the establishment of CSCO in Africa, we brought world-class order management, warehouse management and materials planning systems to the continent. This has

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Cummins Values INTEGRITY: Doing what you say you will do and doing what is right DIVERSITY & INCLUSION: Valuing and including our differences in decision making CARING: Demonstrating awareness and consideration for the wellbeing of others EXCELLENCE: Always delivering superior results TEAMWORK: Collaborating across teams, functions, businesses and borders to deliver the best work

CivMaq Projects is a proudly South African construction and engineering company, established in 2007. We have experience accross a variety of industries. Our head office is located in Gauteng with branches in KZN, Cape, Mpumalanga, and Kimberley.

CIDB, NHBRC, Master Builders BBBEE Level 1

CORE SERVICES: • GENERAL BUILDING • CIVIL ENGINEERING • MECHANICAL ENGINEERING • ELECTRICAL ENGINEERING • INDUSTRIAL PLANT CLEANING • FACILITIES MANAGEMENT • FIBRE OPTIC INSTALLATIONS

Our Clients: SARS, Ekurhuleni, JRA

WWW.CIVMAQ.CO.ZA Head Office: Tel No.: 011 917 6469 Address: Unit 15, N12 Airport Industrial Park, Dr Vosloo Drive, Bartlett, Boksburg, Gauteng, 1459

ENVIROMONGZ ENVIROMONGZ--YOUR YOURRELIABLE RELIABLEFACILITY FACILITYMANAGEMENT MANAGEMENTPARTNER PARTNER

Our Clients include: Cummins, Eskom, PRASA EnviroMongz Projects is a multi-disciplinary company specialising in the provision of comprehensive services. Our management and operations teams are experienced, dynamic and highly-skilled in all facets of the facilities services industry, allowing our company to thrive, as we believe that our human resources are our most valuable assets. We are accredited with PSIRA, SAMFA, CIDB, & BBBEE level 1.

www.enviromongz.co.za

Address: 28 Serfontein Street, Libradene, Boksburg, 1459

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AMERICAN EXPRESS GLOBAL BUSINESS TRAVEL SOUTH AFRICA The travel future behind Cummins American Express Global Business Travel South Africa, the chosen Cummins Global Logistics travel management partner, delivers high quality and cost-effective travel solutions to every Cummins traveller. The importance of innovative and ground-breaking technology is critical for Cummins, making our partnership one that holds tremendous synergy. As the travel management company that introduced and continues to develop the leading online travel management solution, Travelit, American Express Global Business Travel South Africa is able to adapt and change according to suit the needs of Cummins Global Logistics, continuously ensuring compliance with specific global approval processes and requirements.

Cummins brings innovative ideas to the industrial landscape

increased the breadth and, selectively, the depth of inventory on the continent and has also brought global processes in order processing and warehouse management to Africa.” As has been proved by all of Cummins’ previous expansions and diversifications throughout the decades, such solutions not only bring innovative new ideas to an everchanging industrial landscape; but are also flexible enough in their own right to be applicable to the entire continent, rather than just an isolated national hub. Mackell continues: “Through network studies we can determine the best locations to serve our distributors and end customers, always with the aim to reduce lead times, to improve availability, and to capitalise on economies of scale to reduce overall logistics costs.” With this driving mission in place, Mackell goes on to pinpoint four key competitive advantages that will

stand CSCO in good stead in the years to come: “Treating all our customers on an equal footing by using clearly communicated, standardised processes; demanding continuous process and cost improvements; offering a wider range of services; and greater levels of integration and collaboration with our third-party logistics partners.”

Significant growth opportunity

To fully understand the reason behind Cummins Africa’s success and continuously growing influence, you need only to look back at the history of the wider Cummins Group. Initially formed in 1919 as the Cummins Engine Company out of Indiana, USA, the business immediately established a reputation as a trailblazer, as one of the very first diesel engine manufacturers. Following numerous diversifications and remit broadenings, the name was finally changed to Cummins Inc in

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Cummins Global Logistics has made the decision to move to a full end to end travel management solution, by using our local American Express Global Business Travel online travel management technology, hereby continuously driving significant cost savings in their travel programme. Our online solution offers one solution to simultaneously search all airlines, car hire and accommodation, including hotels, bed and breakfasts, and guest houses. A simple yet powerful layout effortlessly displays a price comparison that includes private, public, corporate and web rates. By introducing our online travel management solution, American Express Global Business Travel South Africa online - Managing and booking travel will be faster, more efficient and cost-effective. Contact Shelley Summers for more information: T +27 11 790 0000 E sales@travel.co.za

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AGILITY

gility is funding and developing 50 International standard warehouse parks across Africa to facilitate trade and economic development and also support Multinational and SME companies looking to enter grow and expand their business. Agility Distribution Parks (ADPs) focuses on creating a reliable infrastructure which provides undisturbed power, IT connectivity and security for tenants. Agility also offers a $0 capital upfront investment “Built to Suit” (BTS) warehouse(s), factories, retail office space and/or light industry options against a commitment of up to 10 years. Currently we are operational in Ghana with facilities under construction in Mozambique, Ivory Coast and Nigeria due to open at the end of 2019.

Cummins is both efficient and effective in its service

2001, safely entrenched in the global industrial fabric as a global power leader that designs, manufactures, distributes and services diesel and natural gas engines and related components. Accounting for areas of filtration, aftertreatment, turbochargers, fuel systems, controls systems, air handling systems, transmissions and electric power generation systems, Cummins’ significance to OEMs was and is obvious; and it therefore became equally obvious to then account for the supply element between provider and user as well.

www.agility.com/africa “We serve our customers through a network of approximately 500 wholly-owned and independent distributor locations and more than 7,500 dealer locations in more than 190 countries and territories,” the Company explains. “We have four complementary operating segments: Engine, Distribution, Components and Power Systems. These segments share technology, customers, strategic partners, brand recognition and our distribution network in order to compete more efficiently and effectively in their respective markets. “Our products compete primarily on the basis of performance, fuel economy, speed of delivery, quality, customer support and price.” Net sales for 2017 reached US$20 billion, with the distribution segment accounting for 27 percent of this figure; an indictment of this arm of the business and how pivotal it has become in complementing the Company’s traditional revenue drivers.

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INTERIORS FOR CHANGE

ummins Middle East & Africa relocated to Waterfall City and appointed Interiors for Change to design a space in line with the Cummins’ Global Standards. The following criteria was met based on the client brief. • Open plan environment was provided for all employees including the leadership • Flexible neighborhoods allow people to work at any workstation and include facilities such as formal and informal meeting spaces, bike/ treadmill desk and standing/seated workstations • Percentage of time spend at the desk will determine allocation of sedentary/nomadic workstations • Nomadic employees have been allocated with storage lockers

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Agility is proud that Cummins chose an Agility Warehouse Park for their Regional Distribution Centre.

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EQSTRA

qstra Fleet Management is a leading integrated fleet management solutions provider in sub-Saharan Africa, offering the full spectrum of passenger and light commercial vehicle fleet-management outsourcing solutions; long-term full maintenance rentals; stand-alone maintenance products; rentals; warranties and service plans; insurance and accident claims management; and vehicle management and tracking solutions. Eqstra’s integrated system is designed to manage all components of fleet management using Microsoft Dynamics AX - an enterprise resource planning system allowing customers to view all fleet costs against a single vehicle record - reducing costs and administration while optimising fleet efficiencies.

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“Our global distribution segment consists of 28 wholly-owned and 10 joint venture distributors that service and distribute the full range of our products and services to end-users,” the Company continues. “Our whollyowned distributors are located in key markets, including North America, Australia, Europe, China, Africa Russia, Japan, Brazil, Singapore and Central America, while our joint venture distributors are located across South America, the Middle East, India, Thailand and Singapore. “The Africa Middle East region is primarily a distribution business formed from the recent 2017 merger of the Africa and Middle East regions and represents a significant growth opportunity for Cummins and is the focus of multi-year investments. Sales revenue here is expected to reach US$1bn in the next three years with planned CAGR of more than 10 percent.”

Power and resources

Since its inception, CSCO has strongly emphasised the need to improve the overall customer experience by improving service levels using worldclass standardised processes as part of a more all-encompassing, lean continuous improvement strategy. Ultimately enacted through a dedicated Global Logistics Improvement Group (GLIG) team, these lean methodologies display clear overlaps from Cummins’ successful engineering operations through an enhanced reliance on robust Six Sigma improvements (including the use of Voice of Customer and KJ studies), value stream mapping, value stream transformation, and strategic A3 improvements. Tangibly, Mackell has seen this approach result in a number of successful rollouts, project successes and partnership establishments across Africa. “Firstly, more customers are being

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Corporate social responsibility “Corporate Responsibility is one of Cummins’ six core values. Far more than just philanthropy, corporate responsibility means not only making responsible business decisions, but affirmatively reaching out to help our communities and engage our workforce in addressing community needs.

served directly from local RDCs, bringing the power and resources of Cummins to the continent,” he says. “There has also been more regular shipments to customers to improve overall product availability and reduce the bull-whip effect; expanded localised kitting capabilities;

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QSK50 Tier 2 Red 3qtr Fuel

an updated material planning system; improved inter-connections across systems to reduce errors and improve information flow; and for 2019, we will see an upgrade of our Red Prairie warehouse management system as part of its global rollout.” Additionally, a network study is already being carried out to decide whether a third RDC will be introduced in the region, compounded by an already decided-upon Ghanaian transition which will see the Company move into a new state-of-the art leased facility. Mackell adds: “Capital investmentwise, we will also see a relocation of our South African distributor to a new greenfield facility comprising a more modern warehouse; a relocation of our Nigerian distributor to an equally contemporary brownfields facility; the establishment of a new distributor in Morocco with a new warehouse; and - on the tech side - the design of each aforementioned, new warehouse via

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Cummins has a long history of corporate responsibility, based on the framework of linking the impact on our stakeholders to responsible business decisions

the utilisation of FlexSim warehouse design and optimisation software.” “Cummins has a long history of corporate responsibility, based on the framework of linking the impact on our stakeholders to responsible business decisions. Our employees have invested talent, passion and resources into trying to solve problems in our communities and society since the Company’s inception in 1919. “Our corporate responsibility activities in Africa are governed by a Corporate Responsibility Council consisting of eight members.”

Supply chain integration

Capital expenditures aren’t solely enacted in an attempt to expand and become more advanced though; rather they are done so in line with the very latest industry and customer trends that Cummins is better equipped than most to identify given its copious experience across multiple industries. Further examples in more recent

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The Company strives for greater end-toend integration

times have also encouraged CSCO to move many of its applications to the cloud while minimising customisations in order to provide smoother upgrade paths. Mackell adds: “We’ve also aligned supply chain systems to enable outcomes and processes that our customers require - i.e., improved responsiveness and a better information flow. “We continue to strive for greater end-to-end supply chain integration. This is both internally across our business and with our suppliers.” ‘Integration’ is an apt term when analysing many facets that make Cummins the successful, multinational business it is today. From a human resource perspective, especially in Africa, the Company has made a concerted effort to embed itself as an intrinsically local entity; an ideology which can only be achieved through the hiring of local artisans, before providing them with the

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Training and retention is key... The use of our e-learning based supply chain academy therefore helps to develop technical skills, while we concentrate on social enrichment through a focus on aspects like gender diversity to increase the number of women with careers in supply chain

requisite training to ultimately build a sustainable talent pool on the continent. To this end, each Regional Distribution Centre in Ghana and South Africa is staffed by individuals emanating from each respective country, even despite the end services being much more global in their nature. “Training and retention is key, especially in markets where these skills are not readily available,” Mackell emphasises. “The use of our e-learning based supply chain academy therefore helps to develop technical skills, while we concentrate on social enrichment through a focus on aspects like gender diversity to increase the number of women with careers in supply chain. “Consequently, this ethos helps us to better collaborate with our customers and partners on a more personable level; to then expand both their and our business profitability through providing supply chain value-added services at competitive costs.”

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L O G I S T I C S

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M E D I C A L

H O L D I N G S

( J M H )

Progressive Healthcare Joint Medical Holdings has created a space in South African healthcare to allow top-class care for all, expanding its portfolio to meet the country’s increasing needs Writer: Phoebe Calver | Project Manager: Callam Waller s recently as 30 years ago, there was a desperate need for non-white patients to be admitted into the private hospitals. South Africa needed to provide the essential requirements of specialist doctors to admit and treat people through means of intravenous therapy and in order to diagnose complicated conditions. At the time there were no opportunities for non-white patients to be admitted into the ‘white group hospitals’, and subsequently Joint Medical Holdings established a small 26-bed hospital with an important service to the community. “Our philosophy was centrally to continuously reinvest earnings to improve the hospital,” explains the Company Chief Executive Officer, Dr Ramesh Bhoola. “As a result of this our hospital continued to grow, taking us from the initial 26 rooms to a 700-bedroom facility, now complete with modern theatres and modern hitech medical facilities.” When the hospital started more than three decades ago, Bhoola confirms that there were no specialist doctors within the organisation: “We had no neurologist, no cardiologist or gastroentrologist and as these specialities

began to build over the years this required us to introduce and adapt to more sophisticated technology, that each super-specialist would require. “It was pivotal to both our growth and service to patients that we could keep up with these changes, providing high-tech machinery that would attract and retain specialist doctors.”

Improvement implementation

Moving forward to the present day and the organisation has increased its influence in the market in terms of the services available within the hospital, recently installing a cardiac catheterisation lab in which it has performed many successful coronary bypass surgical procedures. “We have also acquired a facility in Richards Bay with a True Beam oncology machine,” continues Bhoola. “This will provide us with superior radiation beams that allow us to treat cancer with more accuracy. This has been one of our main focus areas in the recent past. We hope to expand our facilities with urology services in the northern KwaZulu-Natal area which appears to be a real area of growth at present.” Recently, with thanks to a strong balance sheet, the Company was able to buy out Life Group who had previously had a 49 percent share in JMH.

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( J M H )

JACKPERSAD & PARTNERS INC

ackpersad & Partners Inc (JPI) – local pioneers in radiology and diagnostic imaging - has grown significantly and earned an unrivalled reputation for being at the forefront of its sector. The practice is made up of a team of specialist diagnostic radiologists providing advanced radiological imaging services and serving the radiological needs of the greater eThekwini and Msunduzi areas. Operating from 15 locations, it is one of the largest independent radiology groups in the province. The venues are equipped with advanced radiology imaging technology to handle all aspects of radiology and nuclear medicine. The state-of-the-art equipment and professionally trained staff can be compared to the best in the world. Jackpersad and Partners Inc is proud to be associated with the JMH Group.

Bhoola continues: “More recently we sold 51 percent of our shareholdings to the Abraaj Group - an international entity - after their group saw great potential in terms of equity within the Company. “This has enabled us to have a little more freedom financially when it comes to the areas of expansion we are entering. We think Abraaj will allow us to provide a low-cost model of healthcare.” This will be especially helpful with the severity of TB and HIV, alongside a rapid increase in the

metabolic syndrome with diabetes, hypertension, ischaemic heart disease, hyperlipidaemia and hyperuricemia. Bhoola adds: “We have the highest levels of obesity in the world and this is something that we quickly need to tackle.”

Managing skill

Finding the best possible medical and healthcare management skills within the market has proven to be increasingly difficult, both are a scarce commodity within South Africa and

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then from a retention perspective as well. “During the many years we have been operating in the industry, a lack of skills has been one of the biggest challenges that we have encountered,” explains Bhoola. “We are currently searching for a cardiologist to join our team on a full-time basis, and similarly there are other disciplines that we need to fill as the shortage of skills at present is making it difficult to provide required specialities in our hospital.” It is important to note that in South African hospitals they are not able to employ doctors, nor are they able to own x-ray and lab facilities. “It is our hope that these legislations will change in the near future,” the CEO continues. “If they were to change the legislations it would allow both hospitals and doctors to own pathology and radiology departments, which would subsequently dramatically reduce the cost of healthcare in South Africa.”

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J O I N T

M E D I C A L

H O L D I N G S

( J M H )

Isipingo Hospital

Ascot Park Hospital

Local support

As part of its Company ethos, Joint Medical Holdings continues to realise a commitment to supporting local suppliers and people who have BEE accreditation. “Alongside supporting our local suppliers, we have also been involved in a variety of local corporate social responsibility activities,” describes Bhoola. “Perhaps one of the most prominent activities we have taken part in is with the Into the Light Foundation, with which we have carried out more than 2,000 cases of cataract surgeries. “Moving forward we hope to continue on with this work while also tackling the aligning Government waiting lists issue that halts so many surgical operations being done timeously.” JMH identified that many of the patients on the aforementioned

Durdoc Hospital

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waiting lists are on hold for up to three years before having access to surgeries. “We were able to offer patients surgery at no cost to them, made possible by the work we are doing with Into the Light,” continues the CEO. In a similar project to its work with Into the Light, for the past 20 years JMH has provided a diabetic clinic that now sees between 30 and 40 diabetic patients a week free of charge. We also provide cost-effective dialysis for patients requiring haemodialysis. “More recently we have started our own birthing team that is successfully ensuring safe and cost-effective deliveries and caesarean sections,” concludes Bhoola. “Alongside that enterprise we have the Smiling Heart Clinic in which we provide highly comprehensive care for our patients with cardiac disease, with cost effective holter monitoring, echo cardiograms and coronary angiograms.” “At present we are working on an initiative called Integrated Care, something that we believe will be integral to our core patient care service moving forward; this focuses especially on those that cannot afford medical aid and are often sent out to provincial hospitals. “We are happy to have reduced the rates for these patients so that they can access the hospital, doctors, radiologists, pathologists and anaesthetists and it is an aspect that we believe will be a pivotal aspect of our service in the future.”

WHO WE ARE: • Operating Since 1959 • Food, Cleaning & Hygiene Support Services • 30 000 Employees Locally 2018: Empowered Status Level 1

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Communication

IS KEY Hormuud Telecom’s commitment to continuous improvement is every bit as socially-driven as it is income-driven as the Company stays true to its mission of connecting Somalia Writer: Matthew Staff | Project Manager: Kane Weller stablished in 2002, Hormuud Telecom’s rise over little more than 15 years has been remarkable; evolving ahead of the global industry curve to provide Somalia with the most contemporary and socially enriching array of telecommunications services possible. Comprising as many as 7,000 shareholders, another 8,000 business partners, and 7,000 staff members, it is the scale that Hormuud has managed to grow to that first grabs your attention when speaking with the Company’s Head of International Relations and Compliance, Abdala Mohamud. But as he emphasises, it is the way this scale is directed and harnessed that has made the Company the success it is today. “We work across South and Central Somalia and through a balance of organic and acquisitional growth, as well as key partnerships established with the likes of Golis in the south and Telesom in the north, we have been able to achieve full penetration across the country,” he states. “Customers have access to all three of our offerings as a result, giving them unrivalled opportunities and the full, turnkey

range of modern telecommunications solutions across Somalia. “Internally, this size and partnership network not only helps escalate our own technological knowhow, but also our market share, making us the biggest in the region and the most innovative player in the industry.” Such aforementioned, state-ofthe-art services embrace everything you would expect of a BT in the UK or a Safaricom closer to home; with a concerted focus on valueadd propositions that go beyond traditional voice and data services and take people into realms of banking, mobile money, internet optimisation and international roaming. “You can see our influence on the country chronologically when looking at the respective impacts of our service introductions over the years,” Mohamud says. “This started with the landlines when the telecoms industry was challenging in the country, before moving into mobile in the early 2000s. We then expanded our mobile network and subscriber base over the years while opening up our shareholder system, which saw people from all over the world realise our potential and become shareholders and partners.”

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TEKNOPOWER

ince its founding in 2013, Teknopower has become the leading provider of quality diesel power generation products and solutions in Somalia, with an operational presence in the country. Our experienced record of delivering innovative, large-scale and value-added solutions to our clients in Somalia stand as a testimony to our successful journey. We aim to be the Company that customers come to when their businesses face turbulence believing that they will find a mind to innovate, a hand to build and a strong Company to rely on. Our distinguishing feature is our dedication to customer service and satisfaction. Our professional staff stand behind the products and solutions they sell and firmly commit to serve our customers to the best of their abilities.

Hormuud takes part in Dubai Infobip event

Fast forward to the present day and Hormuud now has a portfolio consisting of everything that any big global provider would be able to boast; edging the Company nearer to its initial vision of “fulfilling every need pertaining to the communication of Somali people”.

Unique and advanced

What Hormuud has been able to do most effectively in bringing Somalia into line with the world’s most advanced telecommunication solutions is leapfrog a host of traditional, outdated offerings in favour of introducing the most modern and prevalent services possible. Not only does this facilitate heightened efficiency and cost-cuttings but it generates an obvious market advantage too. Ultimately, it also paves the way for numerous IT-driven valueadded products to also emanate from the wider remit, as is evidenced by its mobile money service, EVC+ which now

Products and services • GSM mobile services • Internet services (Mifi 4G, Adsl, W-dsl, hotspot, enterprise internet) • Fixed-line services • International roaming • EVC+ mobile money • Short SMS test service • Top-up services (E-vouchers, scratch cards) • Bulk payment • SIM card (basic and premium)

Our packages and solutions are utilised by many industries including telecommunications, construction, non-profit, utility and emergency services that require fast and efficient generator solutions for either planned or unplanned deployment anywhere in Somalia. We provide our customers with generator sets, power control systems, lubricants, coolants, filtration products, spare parts, warranties and after-sales services, and product support training. Teknopower is the sole authorised dealer and distributor of genuine Cummins diesel power generations products and solutions. We are also the Somalia country partner for Valvoline lubricants and SKF bearings, units and housings.

• Postpaid service enjoys 90 percent market penetration. And behind each and every groundbreaking unveiling is an internal infrastructure that is quickly and surely boosting relevant tech skills up to necessary standards.

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T +252-855254 +252-932884 +252-5932883 E info@teknopower.so

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THE LEADER OF

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LIQUID TELECOM

iquid Telecom came to Kenya in 2013, when it acquired Kenya Data Network. Today, it is the single largest ISP in the country, with a network across 40 counties, from Kakamega to Mombasa, Kajiado to Garissa, and offering the country’s top technical expertise. The scope of the project during the initial interactions between Liquid Telecom and Hormuud was to build fibre from Garissa town through Daadab, Liboi to Dhobley in Somalia for purposes of providing capacity to Hormuud. Following engagement and negotiations, a contract was entered and signed on 13 August, 2013 for an initial term of seven years with a capacity uptake of 600 mbps (1*STM-4) dropped at Dhobley Somalia. This came at a non-recurring cost of $16,000 and a monthly recurring cost of $68,200.

Hormuud Foundation Director recieves an award at the SABA event

Mohamud explains: “Most of our staff have been growing with the Company over the years. As our capacity increases, our workforce increases, and as the workforce increases the amount of training we provide does too. “Added to this is the fact that most of our vendors and international suppliers offer aftersales services and training as well, so between our staff and partners, the customers are getting the most knowledgeable advice and education possible.” Numerous employees are sent to Nairobi to expose individuals to new technological innovations and experiences to further this ethos, and this is complemented internally via Hormuud’s ever-improving HR initiatives. “Consistently, over the past 10 years, we’ve won ‘the best company to work for’ award in Somalia,” Mohamud enthuses. “Despite us getting bigger, we’ve become even more personable from an employment and enrichment perspective.

Following a successful partnership over the years and increased capacity requirements for Hormuud Telecom, capacity uptake from Liquid Telecom was increased to one GB at the same monthly recurring cost of $68,200.

Ahmed Yusuf, Chairman

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“Then there is our unique and advanced remuneration approach based on three pillars: of course, there’s each person’s basic salary; but then there is also a yearly bonus; and most importantly a monthly incentive directly attached to the monthly income of the overall Company.” Employee loyalty is an inevitable outcome from such an approach, and this same long-term fostering of relationships can be seen across the business’s supply chain too. In this respect, business partners are driven in the most part by Hormuud’s product offering; many of them using the telecom services themselves.

Responsible and progressive

The final strand of the Company’s personable approach to doing business can be seen in areas not directly related to business results at all. Since

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Building Africa’s digital future

Liquid Kenya Africas Cloud is Liquid HP Master LT & MS TM Africa Outlook.indd 1 inception, Hormuud has marketed itself as a socially enriching entity, but far more than just talking about its responsibilities, the Company proves such a philosophy through its actions. www.htf.so hosts Hormuud Telecom Foundation, a subsidiary solely focused on social upliftment across areas of healthcare and education especially (perfectly epitomised through its role in the only school for the blind in Somalia Nairobi Office and the HTF Fire Brigade team). Team Closer to home, a sustainable, long-term influence on the country’s economic prospects, as well as Mohamud says. “This is our level of Hormuud’s own business credentials, gradience and our penetration into can be seen via the Hormuud Telecom Somali people’s lives. University; a breeding ground for “Alongside our 7,000 shareholders budding professionals to develop their and rising, we have 7,000 staff members skills, and for the Company itself to send at your service, and a further 7,000its own employees for further training. 8,000 business partners; altogether “Taking all of this into account, and culminating in around 20,000 people especially our role in improving core around our network driving to make social facilitators across Somalia like people’s lives better. This is what sets us education or health or banking, it apart – it’s not just the scale, but the way brings to mind one key differentiator,” this scale is being directed in the most

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responsible and progressive way.” Progression is very much the key word for Hormuud moving forward, both domestically and internationally. Regarding the former, the Company is on hand to help ingratiate the new wave of technological evolution into the country on a more formal, Governmentdriven basis; while in the meantime the business will look towards replicating its Somalian success across the wider East African region.

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INVEST

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Musika Development Initiatives is continuing to establish its commercial relationship between the agribusinesses and the smallholder farmers in Zambia after eight successful years in the industry, and is working towards expanding its market development services in the future to aid local business Writer: Phoebe Calver Project Manager: Joshua Mann usika Development Initiatives Zambia Limited - trading as Musika - was established and incorporated as a local Zambian owned not-for-profit, limited company by guarantee. The Company is owned by six Zambian agriculture-related institutions and commenced its operations on 20 July, 2010 initially as Profit Agriculture Market Development Zambia Limited to stimulate and support private sector investment in the Agricultural Market. However, on 15 October, 2010 the name changed to Musika Zambia to align it with its mandate as a market development organisation. Musika means â&#x20AC;&#x2DC;a Marketâ&#x20AC;&#x2122; in the local language and was formed as a follow on to continue with the successful market development interventions achieved under the PROFIT-USAID Zambia private Sector development programme, which operated in Zambia for more than seven years by the USA Based NGO called CLUSA-NCBA. Musika started work in November, 2011, after receiving Funding from

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ETG INPUTS ZAMBIA LIMITED

TG Inputs Zambia Limited is a renowned fertiliser and agro chemicals company which is part of the ETG Inputs Holding Co. Ltd headquartered in Dubai, United Arab Emirates. The Company deals in three brands; Kynoch, Falcon and Zambian Fertilizers. Under the Zambian Fertilizer brand, which is produced in the Lusaka South Multi-Facility Economic Zone, all fertilisers are blended to ensure that they are crop and soil specific, and lime and organic matter enriched. Our distribution is most widespread and largest in Zambia. Our Zambian operations cover more than 45 depots/ outlets in all 10 provinces across the country. T +260 974 772 838 E info.zam@etgworld.com

www.etgworld.com Sida through the Embassy of Sweden in Lusaka, and were joined in 2012 by the UK Government’s DFID as Core Support Funding partners. “Prior to the formation of Musika, as indicated above, majority of the staff had worked together for seven years in the development world to facilitate private development,” explains Reuben Banda, Managing Director of Musika. “Through using the value chain approach in engaging the Agribusiness industry, we were able to create market linkages, and it was from that background that we managed to come together towards the end of the programme to create a local private company limited by Guarantee that has evolved over time to what it is now; a thought leader in the Zambian agricultural sector.” “Now we are able to build ‘value added’ relationships between corporate and smallholder sectors in line with our Objective of the development of a supportive market environment that

provides opportunities for the rural poor to graduate out of poverty using the market systems approach. The smallscale farmers are engaging with the private sector with growth oriented and all-inclusive information-based business Models that have the ability to reach out to a large number of farmers.” “We wanted to focus on both creating a supportive and enabling business environment in which this could seamlessly happen, and that is what we have built our solid reputation upon during the past six years.” In its present-day form, Musika facilitates the development of these commercially-grounded business relationships that are beneficial to both the private sector and smallholder farmers in Zambia. The private sector and smallholder farmers commercial relationship provides a platform for the agribusiness firms to not only sell their products and services, but also provide value addition-embedded services and

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STEWARDS GLOBE LIMITED

ounded in 2007, Stewards Globe Limited, whose brand name is AFRISEED, is one of the leading diversified seed companies that produces and markets legume, oil and cereal seed varieties that are locally and regionally adaptable to the everchanging climatic conditions. The Company distributes the seed countrywide reaching more than 70,000 smallholder farmers in Zambia in 2017. Our partnership with Musika created new business linkages with Dominion Commodities Ltd to extend our product and technology reach into the smallholder out grower schemes thereby leverage and share infrastructure, investments, and expertise as well as social and human capital to reduce costs, lower risks, and expand client services. T +260 211 847 735 | +260 095847 735 E info@stewardsglobe.com

www.stewardsglobe.com

A Global Link Between Farmers and Consumers

@etgworld.com www.etgw 772 838 E: info.zam orld.com 4 7 9 0 6 2 + T:

s an Be e y o iz fS a d o rid M e e b d s Hy fie V & able ti t r ce OP ge ith ut • & Ve w rs ndn ice R me u ar Gro m • f g u • n h idi as rg ov Pe So Pr ow s • • C ean •B

Stewards Globe Limited/Afriseed Plot No. 19288, TBZ Premises, Mungwi Road P.O. Box 37771, Lusaka, Zambia Tel: +260 211 847 735 | +260 095847 735 info@stewardsglobe.com www.stewardsglobe.com

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stakeholders, placing emphasis on the private sector companies that are completely committed to working closely with those in rural and less affluent areas across Zambia. The Company is wholly dedicated to investing in the provision of a service that builds value added relationships between corporate and smallholder sectors in Zambia, and for Agribusiness to provide not only market opportunities to smallholder farmers but also the knowledge and confidence to enable them maximise those opportunities. The company also supports innovative marketbased solutions to some of Zambia’s environmental challenges and strives to ensure women are key participants in and beneficiaries of improved agricultural markets. Over the past few years, while Musika’s interest has been focused on improving the entire agricultural market system, our work has been within the four key market private sector-led extension services, technology transfer, trainings, access to the market and finance. Additionally, this helps to build the confidence of the smallholder farmers to invest in their own production to increase productivity per unit area and their production base through the adoption of productivity-enhancing technologies in this increasingly complex market, alongside utilising long-term incentives for the future of their farming business. “We proudly provide our clients with high-quality and commercially focused technical and Financial advice that we have honed over the years to catalyse private sector investment in the smallholder market,” continues Banda. “Our business model involves the provision of technical support to build the capacity of the private sector; ultimately this will develop an information-based business model. “We work closely with our

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Investing into the agricultural sector

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Before we started dipping here our animals were dying from corridor disease and blackleg but with the coming of Silverlands and Musika these diseases have greatly reduced. Mr Chakasaala, Chairman of Njabalombe dip station

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T: +44 (0)20 7331 4320 | E: info@silverstreetcapital.com www.silverstreetcapital.com

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components namely, input market, output, service market and finance market. Musika has a national coverage with regional offices in Kasama servicing Muchinga, Northern and Luapula Provinces, Chipata Eastern Province, Mongu Western Province, Kabwe covering Central, Copperbelt, Lusaka and North Western Provinces, Choma Southern Province, and with its Headquarters in the capital city Lusaka.

Sustainable progression

Musika continues to work in order to fundamentally change the way in which the markets operate and engage with marginalised groups, something that has been achieved through the Making Markets Work for the Poor (M4P) approach. “From where we stand we are committed to see a more functional Agriculture Market that benefits all the key stakeholders, including sustaining structural and economical changes taking place in the Zambian agriculture Sector,” adds Banda. “With this in mind we aim to target clients in the agriculture market to ensure that our clients are in the perfect position for success.” “Musika has a fully transparent and functional corporate governance structure comprising promoters and shareholders by guarantee drawn from Zambian agricultural related industry, Board of Directors and management and staff.” The aforementioned institutions include Zambia National Farmers Union (ZNFU), Grain Traders Association of Zambia (GTAZ), Golden Valley Agricultural Research Trust (GART), Indaba Agricultural Policy Research Institute (IAPRI), Zambia Seed Traders Association (ZASTA) and the Bankers Association of Zambia (BAZ). “Our actions in part are monitored by our six key Zambian agriculturerelated institutions and a Board of Directors that enables us to operate as a non-profit entity.” “Our operations are managed by a

local team that have worked tirelessly to achieve an accomplished record in agricultural market developments,” explains Banda. “We have an experienced Board of Directors that have emerged from the Zambian agricultural and business world that are supporting our operations, with prominent support from the Swedish Embassy in Lusaka.”

Market facilitation

At present Musika is in the process of integrating a new strategy based on its revised operational strategy for the

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period of 2018 to 2021, replacing the 2012 to 2017 strategy which focused on input, output, service and finance markets. Banda continues: “At Musika we have to deliver excellent service to our clients and to do that there is need to have highly professional and dedicated staff in place, all of which possess a unique set of skills to facilitate industry-based solutions in the Agriculture Sector. To achieve this, we have to invest significant time and resources in staff development both internally and externally over time.”

As the Company is still relatively young, its business model is experiencing significant growth and evolution with every passing year, thus teaching its staff to understand the unique market requirements. Musika is currently working with over 76 Agribusinesses and with over 2,500 intermediaries and impacting over 430,000 small scale farmers that are accessing improved markets across the country.

Service development

With thanks to the funding and support of the Swedish Embassy

in Lusaka - as well as its other contributors - the Company has been able to make an extensive dent in the market for the better, having a positive impact on the agriculture industry as a whole. “Our main perspective has and always will be based on the aim of developing services that are built on a cost-sharing basis with private sector organisations that lower risks to any project,” concludes Banda. “We support our partners in the establishment of their business models and provide them with the

technical and financial assistance to lessen the initial risks of making initial investments in new geographies, new business models or new technologies. “Moving forward we hope to continue on in this manner of success, seeing the full functionality of these relationships within the agriculture sector in Zambia and further afield. From a regional perspective we will continue developing our business unit to act as a stable entity that operates with both donor funding, while also achieving the generation of our own income.”

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Seamless

REALITY CATERING FOR

Quality

The Tamarind Group’s ever-growing portfolio of restaurants and leisure outlets is ensuring a concerted yet unpretentious rise to the top of Kenya’s hospitality industry Writer: Matthew Staff | Project Manager: Joshua Mann

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or more than 45 years, the Tamarind Group has established itself as one of Kenya’s - and indeed Africa’s - foremost innovators in the catering and hospitality sector; the former’s successes paving the way for the latter to boost an already market-leading portfolio. Founded in Mombasa, the Company owns and manages some of the most successful restaurants and leisure operations on the continent, driven from a founding mission of the late Christopher Seex and Martin Dunford to provide a quality level of service; a harmonious, progressive breeding ground for budding employees; and a world-class food and leisure offering in line with local demand. Alongside its professional hospitality management arm, Tamarind Management Ltd, the overall Group has gone on to serve more than 400,000 guests each year in Kenya, making it a business of choice for customers, employers, clients and partners. In its nascent stage, the Tamarind name first began to make waves virtue of one of the country’s first ever restaurant franchise agreements in the form of the now famous, The Carnivore, South Africa. Opening up in Nairobi, this ever-popular eatery has since been followed by a host of restaurant and hospitality outlets including Tamarind Nairobi, Tamarind Mombasa, Tamambo Karen Blixen, Tamarind Dhows, Tamarind Village Mombasa, Roast By Carnivore, and Tamarind Tree Hotel. The Company states: “Kenya is a growing economy and in recent years there have been massive investments in the region in terms of infrastructure, commercial real estate, consumer goods etc… This has made Nairobi an economic hub where multinational organisations are currently setting up regional hubs to capture the growing middle-class market’s increasing spending power.”

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DORMANS

ormans became Kenya’s first coffee roaster in 1950 and continues to strengthen the East African community by producing, roasting and distributing Africa’s most exceptional coffees. The Company’s mission is to strengthen communities through every cup of exceptional coffee, with an ultimate vision to be recognised as Africa’s premium coffee experience. The Company embraces its responsibility to represent the region with integrity, innovation and excellence. The people involved in the production and distribution of its coffee are not just part of the process, they are a wonderful community, right in its own back yard.

Expansion is planned for the growing middleclass market

www.dormanscoffee.com

To this end, Tamarind Group has initiated a five-seven-year strategic plan to harness the country’s potential. Chief Executive Officer, Jonathan Seex lists: “The first of three goals is to improve and increase our market share from existing restaurant business, with a plan to develop a 3,600 square metre exposition and events centre at the Carnivore Nairobi to attract more corporate clients. “We also want to expand into the growing middle-class market in Kenya through our new casual dining concept, Roast By Carnivore and our recently acquired brand, Kengeles. “Finally, we will look to increase our presence in the hotel management space under our hotel brand, Tamarind Tree Hotel and Tamarind Tree Suites.”

Quality rather than quantity

Regarding the latter in particular, a key strategic emphasis has been placed on Tamarind Management Ltd expanding and diversifying its portfolio of hotels

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and serviced hotel apartments. “This will be done through either acquisition of hotel assets or through management contracts,” the Company says. “The Company has invested heavily in a four-star 160-room hotel located adjacent to The Carnivore restaurant which opened in November, 2017. The Company will manage the hotel under a management contract and licence agreement under its hospitality brand, Tamarind Tree Hotel while retaining a major percent stake in the asset. “In addition, the Company has partnered with a local developer who is currently building 106 fully-serviced and furnished hotel apartments near the UN side of Nairobi under the brand, Tamarind Tree Suites. The expected opening of this development is planned for late 2019.” Continuous improvement as a notion encapsulates Tamarind’s evolution over the past 40-plus years, but this certainly isn’t to say that the

Rich, Dark with a Full Body.

dormanscoffee @dormans_coffee @dormanscoffee

Okra Green Grocers Okra Green Grocers PO Box 54497-00200 Nairobi Kenya humphreysusa@gmail.com T: 00254 703 344 111

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Group has focused on expansion at all costs. Rather, the emphasis has always been on quality-driven development, ensuring that every decision is considered; as epitomised by its current five-seven-year strategic plan. “The Tamarind Group has always put the quality of its products first,” Seex continues. “We have perhaps not grown as fast as other organisations but that is because we want to ensure excellent quality rather than quantity. “We then compound this through our second continuous improvement strategy which is to care for our team.

We place human beings before profits and guide and coach them to become internal ambassadors; they themselves then guiding new generations into the organisation.” Fostering a collaborative and productive internal structure contributes to an innovative and constantly evolving customer-facing approach. Tamarind strives to remain relevant through the introduction of not just new brands and outlets, but new concepts within these facilities; to ensure that the business is keeping ahead of the industry curve.

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“We recently created the “Dawa Lounge” brand and concept capitalising on the cocktail, “dawa” that was founded at The Carnivore 38 years ago; and that is today the country’s national drink,” Seex offers as a prime example. “Dawa means medicine or magic portion in Kiswahili and we have sold millions of this through our restaurants since its inception.”

Natural smile

Tamarind’s aforementioned focus on employee satisfaction may seem like

a given but has been integral to the success of the overall business model over the years. In an industry where customer satisfaction is paramount, the conveyance of a personable, informed and content service is a must, and can only be achieved if the workers are happy and fulfilled too. Seex says: “We have and continue to invest heavily into developing our training and internal culture strategy for the Group as it is key for the growth of the organisation. We have monthly team rewards sessions for all units where we acknowledge our stars and reward them accordingly. “We also have a ‘manager in development’ programme where we bring in young management talent and put them through a 12-month training programme where they get exposure to all our departments. They are then tested in each area and following successful testing they are promoted to management.” Over the past 10 years, hundreds of cooks have been trained through the Company’s culinary internship programme where 20 interns at a time are put through an 18-month culinary training programme. Many still remain within the business to this day. “Ultimately, we look to hire the natural smile in a person because, unlike technical aspects, this can’t be taught.” Inevitably, being a proud, 100 percent Kenyan company, Tamarind has very few expats across its staff compliment; resulting in a workforce that is proud of the business’s domestic achievements. The Company is looking to leverage this approach across its supply chain management strategy too, moving forward, as it looks to create a loyal and likeminded network of partners around itself. The final strand of this localisation ethos revolves around corporate social responsibility as evidenced through Tamarind’s ‘Woodlands Trust’ - an initiative that has seen thousands of

trees planted since the turn of the century - and ‘The Bracelet of Hope’; the proceeds of which go towards sponsoring young women emanating from Nairobi slums with limited prospects, and who get trained for work positions at the Company. “One of our differentiators is the ability to develop relationships, whether this is from a social responsibility perspective, or with our guests and stakeholders,” Seex concludes. “We never say we are great or excellent; we prove it through our product and actions! if you have to say you are great or excellent it means your product is not good enough to prove it. Be unpretentious, undersell and overdeliver. “With this philosophy in the coming years we will have tripled or quadrupled our earnings, we will manage four-five hotel properties, we will have 15 more Roast and Kengeles units, and we will be the main choice for conferencing, events and expos in Kenya.”

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Precision Seamless

PLANNING REALITY SC Group is excelling in the creation of futuristic developments in East Africa, continuously fulfilling client objectives and goals in an innovative and measured manner Writer: Phoebe Calver | Project Manager: Tom Cullum

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he SC Group has perfected its method of managing real estate projects with thanks to the foundations of its extensive industry experience, as well as numerous top-class resources. It’s widely-respected team has access to a wealth of sector knowledge, having worked on projects of all sizes and complexities in a plethora of locations across East and Central Africa. “During our time within the industry we have built solid working relationships with architects, engineers, quantity surveyors, contractors, suppliers, legal experts and financiers,” explains Samir Chandaria, Director at SC Group. “As a result of these relationships, all our projects to date have been subject to a continuous endeavour to combine talent, quality and values.” The Company began with a central objective to deliver high-quality projects that would provide real estate solutions across project scope, project quality, time and budget. This has manifested itself over time through the provision of solutions that aid real estate investors in meeting their objectives. “Our origins date back to 2012, at which point I founded a purely project management consulting firm,” continues Samir. “This went on to expand into the management of commercial and residential real estate development, and since then we have worked on projects that include the design and building of several commercial and residential properties.” Some of the projects mentioned comprise The Oval, measuring approximately 300,000 sq ft, as well as four projects due for completion this year which include a mixed-use development, office development, residential development and office interiors.

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AST AFRICA INFRASTRUCTURE SERVICES LTD is a Limited Company established with an intention of providing solutions for the renewable energy industry, electrical installations, security systems and IT services. Building an enviable reputation over the years, the Company’s success is attributed to its happy clients and Companies like SC Group, with whom we have successfully completed numerous projects. We deal with a variety of clientele ranging from individual to corporate, which gives us the confidence and capability to meet our clients’ demands within our stated policy of consistently providing high quality services.

The Company carries out feasibility studies for each project

T +254 722756005 | +254 717027328 E info@eaisl.com | ketan@eaisl.com

www.eaisl.com

Identifying developments

The provision of the Company’s wide and diverse range of services now spans across project management and consultancy services, feasibility studies on real estate developments, letting and selling of real estate, identifying greenfield sites for real estate developments in Nairobi and the Coastal Province of Kenya. “Once we have identified a new project, the feasibility studies are conducted to decide if the end-product will be appropriate for a particular location based on the target market and budget available,” adds Samir. “As previously mentioned, perhaps the most iconic project in our company’s history has been The Oval building, a stunning work of art positioned to stand out as a unique piece in Nairobi’s architectural landscape. “In all its glory, the complex offers six floors full of outstanding office space, as well as two retail floors and three varying parking facilities.”

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Another of the Company’s prominent projects has been the creation of The Promenade, recognised as a truly topclass development. The Promenade set new bench-marks in the standards seen within Kenya, with thanks to its proposed LEED certification and environmentally conscious designs that guarantee excellence in comfort for occupiers and visitors alike. “The development is made up of seven storeys of superior design, with a supporting ground floor retail area

that is designed to become Westland’s most sought-after address,” explains Samir. “We anticipate that the project will be completed this year. “Silverstone Apartments is also due for completion this year and is located on the main Argwings, Kodhek road with a concept based on the creation of contemporary living with modern finishes and amenities. The beautiful and striking structure is comprised of 145 lavish one and two-bedroom apartments.”

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Distinctive style

Looking to the future in terms of Company developments SC Group is working on its Platinum Links project, set in the picturesque landscape of Nyali. Samir states: “The structure will include distinctive two and threebedroom apartments located in two 10-storey towers. The structure combines features of Swahili and Arabic architecture that are blended with modern features.” Alongside its work in Nyali, the Company is currently planning a mixed-

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use development on Lower Kabete Road, a residential development in Parklands Nairobi, a 100-bed private medical facility in the Westlands Area, luxurious four and five-bedroom apartments in the Kyuna area of Nairobi, alongside numerous other apartment and mixed-use developments.

Precision processes

In order to continuously achieve such precision within its work on a consistent basis, SC Group’s construction process works in a definite order.

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Samir affirms: “Our stages of development run in the order of planning and definition, design, construction and procurement, construction management, estate agency, handover of project and property management.” The initial planning and definition stage is conducted in order to identify the need of a new project, carrying out feasibility studies in order to assign the appropriate project for the right location. “We then work closely with our design team, ensuring the preparation of final

Minal Chandaria- Director

Samir Chandaria- Director

Shivani Chandaria- Associate Project Manager

Mbogo Kariuki- Assistant Project Manager

Hasmukh Dodia- Senior Architect

Meet Raja-Development Consultant

Anand Ranpara- QS

Arvind Ghedia- Financial Controller

Alex Mwangi- Junior Architect

working drawings and specifications for the total construction programme,” Samir describes. “More often than not the design and procurement and construction stage will overlap, due to the fact that as soon as the former stage is complete, the latter is able to begin imminently.” Procurement and construction within the SC Group involves the assistance of carefully selecting a prime contractor, a decision that is made based on competitive bidding and negotiation. “Following on from the bidding and negotiation comes the construction

Mary Mwangi- Lawyer

management phase, in which time we implement the carefully created designs onto the site with the aid of contractors and consultants,” adds Samir. “We will then work closely with our internal estate agency department in order to target the right market that will facilitate both selling and letting services. “It is at this point, after successfully overseeing the full implementation of a project, we lastly ensure that it has satisfied the intended purpose.” Over the years SC Group has created a reputation that ensures excellence at every stage of a project,

subsequently enabling the success of client investments with thanks to the Property Management department which takes care of all technical and administrative issues. “Moving forward we hope to continue on with the creation of futuristic developments within the East African region,” concludes Samir. “We would like to thank our dedicated clients, associates, contractors and suppliers for their support in helping us to achieve our intended objective within the real estate market to date.” www.scgroup.co.ke

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A R C H I T E C T U R A L

FA C A D E S

Total Solutions in FaĂ§ade Engineering The Alubond name is synonymous with architectural expertise on an intercontinental basis, and this reputation continues to be capitalised on in West Africa via the Groupâ&#x20AC;&#x2122;s Global Architectural Facades division Project Manager: Kane Weller

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ormed to provide quality products and total façade engineering solutions, Alubond Global Architectural Facades (GFA) is leveraging one of the strongest networks in the global industry in order to fulfil its mission in West Africa. Via an ever-broadening array of façade-based products and services, the Mulk Holdings International subsidiary, operating out of Accra in Ghana, has ingratiated itself into the local fabric of West African architectural prominence, while simultaneously facilitating the wider evolution of its parent group. “Alubond Global Architectural Façades is one of the 17 group companies of Mulk Holdings International, a multinational conglomerate with business interests in various fields like manufacturing of building materials and energy saving products, solar technology, healthcare and real estate. With a global network of more than 80 countries, the Company in based in Sharjah Hamriyah Freezone and Ajman Freezone with a branch in Al Jurf Ajman,” the Company details. “Eurocon Building Industries produces Alubond U.S.A which is the world’s largest brand of aluminium composite panels with a capacity of more than seven million square metres in UAE. “The Company is ISO certified and also the winner of the prestigious MRM Business Excellence Award, Dubai for the Best Foreign Factory in 2008. The Company was also awarded Ajman’s 2009 Best Exporter of the Year and Sharjah Economic Excellence Award for the large manufacturing sector in 2010.” As a global leader across a variety of cladding application exteriors, interiors and corporate identity applications, Alubond U.S.A’s experience and expertise has inevitably contributed towards its sister company, Aubnond GAF’s success in Africa since 2013; the two combining to bring optimum

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construction solutions to a vast portion of the world. The Company affirms: “Alubond U.S.A has, over the years, emerged as the world’ s largest metal composite brand with additional production bases in Europe, Middle East, and India. The

Mission “Our Company has been providing innovative facade solutions in West Africa since 2013. Utilising our in-house engineering expertise we are able to create value for our customers and provide services throughout the project lifecycle from the development of concepts to manufacturing and installation. Our global engineering expertise coupled with our internal collaboration model, enables us to deliver complex solutions efficiently and effectively.”

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F A C A D E S

new production bases in Sri Lanka and Saudi Arabia increased the installed capacity of metal composite panels to more than 20 million square metres and coil coating capacity to more than 20,000 tonnes per annum. “Alubond Global Architectural Façades offers a total solution concept which is designed to offer a complete turnkey package of supply and installation of aluminium composite panels using an open-joint, silicon-free ventilated substructure system with a full system warranty of 10 years.”

Innovative solutions

With the support of Alubond U.S.A Group’s companies, infrastructure and expertise, Alubond GAF is able to offer a complete selection of solutions to all façade engineering challenges; compounded by additional works in areas of aluminium and glass which witnesses the highest standard of products and services and gives clients access to total architectural solutions and materials.

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The first choice of façade, glazing and cladding solutions

At Red Point, we thrive on our impressive track record of consistent and successful delivery of projects, in time with required quality and within budget to the client. We are passionate about staying abreast with the latest technological developments in the industry. We constantly collaborate with specialists at every stage of the project value chain to bring our customers the most up-to-date solutions for their requirements. Al Nuqta Al Hamra Aluminium and Glazing Contracting LLC, popularly referred as ‘Red Point’ is recognized as a leading supplier of façade and glazing solutions in the

UAE, Oman and India. In addition to façade solutions, we also design, fabricate and install doors and windows, louvered structures, canopies and conservatories, skylights, shop-fronts, entrances, automatic opening systems, and metal and stone wall cladding systems. With a strong presence throughout our area of operations, we are capable to efficiently and effectively serve the needs of our customers. With our profound engineering capabilities, we offer an array of bespoke solutions for aluminium and glazing structure work.

OUR SERVICES CURTAIN WALL We specialize in fabrication of all types of curtain wall facades. Our standard as well as bespoke curtain wall systems range from conventional system to semi and fully unitized systems.

CLADDING SOLUTIONS We specialize in metal composite wall claddings including ACP, SS, Zinc, and wood composite panels. We also execute stonecladding facades.

STRUCTURAL GLAZING We design fabricate and install rain-screens, climate façade solution and glazed skylights. We cover the full spectrum of twosided and four-sided structurally glazed systems.

GLASS AND GLAZING We offer services to design, fabricate and install precise glazing requirements of any complexity. In active collaboration with our global supply partners, we offer up-front technical expertise in the realm of photometric data, thermal performance, shading calculations, solar impact computation and bespoke aesthetic solutions that include ceramic fritted, sand blasted and thermally insulated glass formations.

OPENINGS AND PARTITIONS We execute doors, windows, partitions, canopies, conservatories and louvered structures.

P.O.Box 4302 Sharjah United Arab Emirates

Tel: 123-456-7890 Fax: 123-456-7890

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B5 PLUS LTD

5 Plus Ltd was started more than a decade ago by its founder and Chairman, Mr Mukesh Thakwani, gradually emerging to be a cynosure for African steel owing to its highquality steel and finished products. As a supplier, the Company gives priority to the onus of ensuring quality as well as the security of supply and its integrated supply chain helps the Company maintain a high standard of product quality and service delivery. This in turn reduces the potential need for rework, increases reliability of service and saves its customers valuable time and money.

The Company is renowned for excellent service across the industry

“We offer the full range of system and custom-designed windows and curtain walling, incorporating full thermal breaks, drainage and the ‘rain screen’ principle of pressure equalisation. Finishing of aluminium is available in anodising and polyester powder coating,” the Company notes in reference to one of its core products – aluminium stick curtain walls (both conventionally and structurally glazed). “Then, with our sliding and casement windows and doors, we can manufacture in many different styles and designs, and can combine top hung, side hung and fixed light configurations.” The Company’s renowned aluminium composite panels utilise the expertise of Alubond U.S.A whose expertise in the area has reached as many as 90 different countries. Across handrails and glass balustrades though, West Africa’s provider is showing the way: “We specialise in the manufacture,

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T +233 244 331 635 | +233 244 342600

www.b5plus.com

supply and distribution of stainless steel products; specifically, railings, balustrades and staircases, as well as the accessories of these products. “We are Africa’s strongest, quickest, safest, easiest and most affordable supplier [in this sector].” The same market-leading status has been established in the skylight domain too, epitomising the Company’s commitment to advanced technologies, modern industry trends, and operational excellence.

Where Quality costs Less

HEAD OFFICE Kpone Barrier, Aflao Rd, Opp Kingdom Transport, Kpone - Tema Tel: (+233) 244 331 635 | (+233) 244 342600 (+233) 244 333 511 | (+233) 544 313 204

www.b5plus.com The Company continues: “Alubond West Africa (AWA) has provided quality and innovative daylighting solutions for more than 50 years. From an initial manufacturer of domed skylights, AWA has grown into Africa’s largest supplier and installer of 5-star energy rated skylights, custom skylights and glazing systems etc. “Alubond West Africa can [also] supply glass and fittings packages for toughened door assemblies, sliding doors, facades and shopfronts, spider wall systems, point fixings or stainlesssteel stand-offs, balustrading, pool gates, fences and shower screen enclosures.”

Services, Global reach, directed locally

On the services front, skylights and aluminium glazing once again dominates the day-to-day remit of Alubond in West Africa, but it has been a concerted ambition of the Company to diversify as much as possible, while

also introducing a host of value-add services to bridge the gap between provider and customer even more. To this end, the Company has focused heavily on its approach to supply and installation from a practical standpoint but also on tech optimisation and the more personable elements of business such as sales and contract development. The Company explains: “Our hi-tech and sophisticated infrastructure is another strength that has helped us in shaping our business strategies wisely and more efficiently. “We have been able to establish a network with our clients through our ethical business policies and customercentred approach. It has helped us in offering a product of each client’s desire.” Once again, having a partner list with the reputation of AluK Group, Guardian InGlass, American Building Technologies, Dorma, Würth Group and Alubond U.S.A goes a long way in

affirming such customer satisfaction, and can be evidenced through the portfolio that Alubond GAF now possesses in West Africa. Domestically in Ghana, high-profile completed projects include Atlantic Tower, Suncity Investments Ltd, TEMA Development Corporation, The Rhombus, Earlbeam, Ridge Hospital, Sales Exchange Centre, A-Lang, Iris Boutique Apartment, Dr. Gogo, Sal Consult, Mantrac, Air Force and Polo View. Meanwhile, the Company is also beginning to realise its wider regional potential via initial examples for ADB Bank and Farah Poly Clinique in Côte d’Ivoire; alluding to a promising future still to come. “Your trust is our foundation to build,” the Company concludes, and “Alubond Global Architectural Facades will continue to design, fabricate and install state-of-the-art facades throughout the West African region.”

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GREAT LAKES AFRICA ENERGY

Sustainable

Energyfor A

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Janus Continental Group subsidiary, Great Lakes Africa Energy has successfully embedded itself into the continent’s evolution by addressing one of sub Saharan Africa’s most critical challenges Writer: Matthew Staff

anus Continental Group’s influence on Africa’s energy sector has evolved from a remit and geographic perspective over the years; largely virtue of its innovative, UK based subsidiary, GL Africa Energy (GLAE). With a mission to invest into energy solutions in the Great Lakes and Southern Africa, the aptly named ‘Great Lakes Africa Energy’ was established in 2013 and has since grown and diversified to generate energy via locally available resources in Zambia, Kenya, Uganda and Mozambique; and with many more projects on the horizon. “The Company was established with the aim of becoming a leading developer and operator of power projects,” affirms GLAE Director, Michael Kearns. “GL Africa Energy specialises in building state-of-the-art powerplants and providing viable power solutions to the challenge of power transmission in the region. We partner with world-renowned companies to get the most efficient technology that provides affordable power solutions locally.” The challenges that Kearns alludes to are vast, with much of the Great Lakes and Southern Africa enduring significant shortages of power; amounting to as many as 600 million people living without electricity (70 percent of the sub-Saharan African population). As a result, respective national governments have invited independent power providers to assist with the shortfall. “As an energy solution company, GL Africa Energy is offering total energy solutions by investing in energy generation and management projects,” Kearns adds. “The Company has a strategy to generate about 1,000MW of power by 2020. To achieve this, GL Africa Energy is expanding its portfolio of projects in such fields as gas-powered energy, solar, wind, biomass, hydro, and heavy fuel oil.”

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Green energy initiatives

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En route to achieving such ambitions, GLAE already owns and operates a 105MW powerplant in Zambia’s copper belt town of Ndola, driven by a power purchase agreement shared with the Zambia Electricity Supply Corporation, and the produce of which being fed directly into the country’s national grid. A similar 250MW tender was awarded to GLAE in Mozambique in early 2017, and the Company is also currently constructing East Africa’s biggest solar power plant in Kabulasoke, Uganda. “GL Africa Energy is in the process of securing additional power purchase agreements in Africa and beyond, and is currently screening opportunities in Mozambique, Zimbabwe, Malawi, Kenya, Uganda and the Democratic Republic of Congo among other countries,” Kearns adds. Emphasising its pioneering influence in East Africa especially was GLAE’s first completed project in the region; the installation of the 450KW solar powerplant at The Hub Karen in Kenya. “GLAE began installation of the solar panels in the third quarter of 2017 and the Company has lined up more green energy projects in the region as it makes its way to becoming the total

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energy solutions provider of choice for the Great Lakes and Southern Africa,” a statement explained. “The solar plant at The Hub Karen, is a fundamental milestone for us as we continue to step up our efforts in sustainable development through our commitment to green energy initiatives,” added GLAE Corporate Affairs Director, Nafisa Mohammed. The solar plant will generate 660,000KW of power each year; enough to provide for the daily needs of the mall, while also helping the building cut CO2 emissions by 525.18 tonnes. All told, so far, GLAE has impacted an estimated population of seven million people with total reduced CO2 emissions of approximately 173,025 tonnes.

World-class energy solutions

Janus and GLAE is demonstrating an unwavering commitment and ambition through the projects it has completed and earmarked so far, continuously exploring different markets and opportunities in order to achieve its ultimate targets. Powering Africa remains the primary goal, and following successful steps being taken in East and Central Africa, the same drive is being replicated now to the west of the continent.

“We are now venturing into markets of Western Africa driven by the UN vision 2030 of achieving affordable, reliable and sustainable energy for all,” Kearns says. “The Group is always on the look for renewable energy projects as well as conventional energy, including upstream, midstream and downstream opportunities. “GLAE is in contact with cuttingedge leaders and companies, worldwide, who are supporting

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solar energy, power generation and petroleum.” Internally, GLAE ensures it remains ahead of the industry curve and aligned with these cutting-edge operators and visions via ongoing capital investments. Consequently, the subsidiary can boast a large fleet of construction equipment and machinery which are updated and adapted with each new unveiled project; all the while keeping in mind

U T I L I T I E S

local nuances and requirements that encouraged the Company to enter the region to begin with. Kearns concludes: “We are an African company, with homegrown staff, bringing world-class energy solutions to our country and region. GLAE’s success is based on its dedicated people, entrepreneurial spirit and commitment to the highest corporate standards. “We believe that our investment

in people and communities serves as a catalyst in unlocking the great potential of Africa, and beyond our commercial activities, we are developing human skills and investing in projects and initiatives that offer equal opportunities to our communities. “In the future this will help us to continue pursuing power projects in Africa in the renewables and clean energy space.”

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FINNOVATION AFRICA: KENYA 2018

E V E N T

F O C U S

As innovative and transformative as the dynamic FinTech market it serves

EVENT DETAILS WHEN: 31 May WHERE: Radisson Blu, Nairobi, Kenya WEBSITE: www.finnovationworld.com/kenya

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FINNOVATION AFRICA: KENYA 2018 is a very different kind of event; a complete reboot, for a very different kind of industry. Deconstructed and shorn of all the usual, tired formats of the traditional convention and built from the ground up, it is as a genuinely new event that is as ground-breaking in its focus as it is in its format and aspiring to be as innovative and transformative as the dynamic FinTech market it serves. Combining a highly innovative and interactive event format with world-class speakers and more than 300 carefully selected participants, Finnovation Africa: Kenya 2018, to be held at the Radisson Blu

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Nairobi on 31 May, 2018, will tackle the most pressing questions for the progress of FinTech and the positive transformation of banking in Africa, providing a platform for all stakeholders to engage in creating the future of financial services on the continent; from established banking powerhouses to FinTech startups. Twitter: @finnovationlive Hashtag: #FinnovationAfrica

Cryptocurrency Partner

Support Impact Partner

Associate Sponsor

THE WOLVES’ DEN Supported By

Keynote Speakers

Paul Muthaura CEO Capital Markets Authority Kenya

Dave Van Niekerk Founder and E�ecu��e C�air�an MyBucks

Jeremy Awori Managing Director Barclays Bank of Kenya Ltd

Research Partner

Aaron Fu Managing Director MEST

Declan Magero Founding Partner Afrinet Capital

Impact Media Partner

Technology Partner Online Broadcast Partner

Ethico Live Limited is a UK registered company with its corporate headquarters at 110 Queen Street, Glasgow G1 3BX, UK. Focused on the digital transformation of financial services and the role that FinTech is playing in driving positive and profitable change in areas such as Payments Innovation, Blockchain, Mobile Money, Finclusion and Ethical Finance/Islamic Banking, we serve our clients in the global financial markets with high-profile international conferences - with a special focus on the exciting high-growth markets of Africa.

Created & Convened by:

FINNOVATION AFRICA: SOUTH AFRICA 2018

E V E N T

F O C U S

Progressing FinTech and the positive transformation of banking in Africa

EVENT DETAILS WHEN: 6 June WHERE: Radisson Blu Gautrain, Johannesburg, South Africa WEBSITE: www.finnovationworld.com/ southafrica

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FINNOVATION AFRICA: SOUTH Africa 2018 is a very different kind of event: a complete reboot, for a very different kind of industry. Deconstructed and shorn of all the usual, tired formats of the traditional convention and built from the ground up, it is as a genuinely new event that is as ground-breaking in its focus as it is in its format and aspiring to be as innovative and transformative as the dynamic FinTech market it serves. Combining a highly innovative and interactive event format with world-class speakers and more than 300 carefully selected participants, Finnovation Africa: South Africa 2018, to be held at the Radisson Blu

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Gautrain, Johannesburg on 6 June, 2018, will tackle the most pressing questions for the progress of FinTech and the positive transformation of banking in Africa, providing a platform for all stakeholders to engage in creating the future of financial services on the continent; from established banking powerhouses to FinTech startups. Twitter: @finnovationlive Hashtag: #FinnovationAfrica

FinTech in South Africa

Accelerating the Digital Transformation of Banking &Financial Services Confirmed Keynote Speakers

David Gyori

CEO Banking Reports Founding Member �orld FinTech Associa�on

Chris Principe

CEO Chain2Trade, Inc. Publisher FinFuture & Financial IT

Leading Finnovators and Disruptors

Paul Mitchell

Nvalaye Kourouma

Fintech and Blockchain Lead PwC South Africa

�hie� �i�ital and �nno�a�on ��ce�� Barclays Africa Group Limited

Support Impact Partner

Cryptocurrency Partner

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THE WOLVES’ DEN Supported By

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Impact Media Partner

Research Partner

Technology Partner Online Broadcast Partner

Created & Convened by:

MANUFACTURING INDABA

E V E N T

F O C U S

Exploring the future of African manufacturing

EVENT DETAILS WHEN: 19-20 June WHERE: Sandton Convention Centre, Johannesburg, South Africa WEBSITE: http://manufacturingindaba.co.za/

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THE ANNUAL MANUFACTURING Indaba will be hosted from 19-20 June, 2018 at the Sandton Convention Centre, Johannesburg, South Africa. All nations require and rightly aspire to efficient industrial bases to meet changing needs in a globalised world. South Africa has developed an established and diversified manufacturing base that has shown its resilience and potential to compete in the global economy. Collaboration and investments by both the public and private sectors in manufacturing is essential for regional and continental growth. The aim of the annual Manufacturing Indaba, and its provincial roadshows,

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is to bring together manufacturing business owners, industry leaders, government officials, capital providers and professional experts to explore opportunities and grow their manufacturing operations. The Manufacturing Indaba is the leading manufacturing event in sub-Saharan Africa. The 2018 twoday event will focus on the future of manufacturing in Africa and has proved its value in catalysing business connections and helping manufacturers to innovate and grow their potential. It comprises both a conference and an exhibition. For more info on this event, please visit: www.manufacturingindaba.co.za

manufacturing indaba 19 – 20 JUNE 2018 SANDTON CONVENTION CENTRE, JOHANNESBURG

Our exciting format has the same professional finish and proven track record of previous years but we’re offering more value than ever before.

WHAT’S CHANGED? Manufacturing Indaba 2018 has a new home – the centrally located Sandton Convention Centre.

WHAT’S NEW? Launch of our aligned and increasingly relevant Industry 4.0 / Internet of Things Conference.

WHAT’S BIGGER? With a bigger venue than ever before, we’re able to introduce our Small Business Indaba Exhibition to help small manufacturers grow!

WHAT’S OUR FOCUS? Intra-African trade: our Country Pavilions will connect South African manufacturers with new markets across the continent.

With more potential for new business and high visibility for 2018, early booking for Manufacturing Indaba is essential!

Exhibition bookings open

MOZAMREAL PROPERTY FORUM

E V E N T

F O C U S

Mozambiqueâ&#x20AC;&#x2122;s leading real estate conference EVENT DETAILS WHEN: 20 June WHERE: Radisson Blu Hotel & Residence, Maputo, Mozambique WEBSITE: www.mozamreal.com

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THE MOZAMREAL PROPERTY Forum is a conference centred on the Mozambican real estate sector. This unique one-day forum provides a singular opportunity and platform for top private and public-sector stakeholders to network, debate and discuss opportunities and challenges within the local property sector. A strategic conference in API Eventsâ&#x20AC;&#x2122; continent-wide portfolio, the event will also attract international investors and companies prospecting for opportunities, partners, suppliers and service providers in this attractive market.

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MOZAMBIQUE’S LEADING REAL ESTATE CONFERENCE 20 JUNE 2018, RADISSON BLU HOTEL & RESIDENCE, MAPUTO LEAD SPONSOR

GOLD SPONSORS

PLATINUM MEDIA PARTNER

INDUSTRY SPONSORS

ADVERTISING SPONSORS

LOCAL PARTNER CLUBE DE NEGÓCIOS FRANCE - MOÇAMBIQUE

2018 THEME: REVIVING MOZAMBIQUE’S PROPERTY MARKET

www.mozamreal.com

5TH MINING ON TOP: AFRICA SUMMIT

E V E N T

F O C U S

Europe, as a partner for African mining EVENT DETAILS WHEN: 3-4 July WHERE: Mövenpick Hotels & Resorts, Geneva, Switzerland WEBSITE:

MOTA (5TH MINING On Top Africa) is the most definitive African mining conference for Europe, uniting Ministers from Africa’s most established and emerging mining economies with global mining executives, investors and service providers to meet, share ideas, connect and encourage greater partnerships and stakeholder engagement. For more information visit: MOTA website #MOTASUMMIT

www.ametrade.org/miningontopafrica

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supported By

organised By

‘EuropE as a partnEr for african Mining’

mining on top: africa summit

3-4 July 2018 mövenpick Hotels & resorts geneva, switzerland

www.ametrade.org/miningontopafrica

#motasummit

Business Travel Guides

A complete guide to Africa’s leading business travel destinations

G A M B I A

GAMBIA Africa’s smallest nation is also one of its most content and attractive, and the rest of the world is beginning to take notice Writer: Matthew Staff | Project Manager: Joe Palliser

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AFRICA

Ocean that holds most of the potential for the country moving forward. Occupying the navigable length of the Gambia River valley and its surrounding hills, in total Gambia only enjoys 80 kilometres of coastline, but it’s the array of resorts, trade routes, business opportunities and paradise views that are packed into this stretch that have contributed most significantly to the country’s recent rise to global prominence. Inevitably, the majority of tourists visit Western Gambia - the Atlantic facing region - and Upriver Gambia - the rest of the highly vegetated country - for the weather and temperatures between November and May (dry season) but as recognition grows, so too does the diversity of Gambia’s appeal, and the business travel sector is thriving as a result.

FACTS & FIGURES

Languages: Capital city: Area: Population (2013): GDP (2015): Currency: Time zone: Dialling code: Internet TLD: Climate:

English Banjul 10,689 kilometres 1.8 million $3.5 billion Dalasi (GMD) UTC+0 (GMT) +220 .gm Tropical

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22 See page

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.

joe.palliser@outlookpublishing.com

+44 (0)1603 959 676

ryan.gray@outlookpublishing.com

+44 (0)1603 959 672