Africa Outlook - Issue 73 by Outlook Publishing

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AFRICA

ISSUE 73

HILTON HOTELS 10 An interview with Hilton’s Jan van der Putten

IRVINE’S GROUP 52 Supplying Sub-Saharan Africa’s localised chicken industries

ATLAS TOWER 72 Building foundations for wireless connectivity in South Africa and beyond

PINDULO VDM 106 Integrating supply chain operations across the whole of South Africa

ALSO FEATURING: F E R O N I A | O R A N G E S I E R R A L E O N E | E C G E N G I N E E R I N G

BUSINESS TRAVEL GUIDES A complete guide to Africa’s leading business travel destinations

T H E

G A M B I A

hile The Gambia might be known as the smallest nation on the African mainland, it has equally developed a reputation as one of the continent’s most tourist-friendly

countries. An obvious draw is its promise of warm weather, yet The Gambia is so much more. Home to everything from quiet tropical beaches and colonial architecture to an abundance of flora

and fauna that is perfect for wildlife enthusiasts, it’s nothing less than a hidden gem along the West African shoreline. The landscape is largely comprised of forests and marshland that surround

the River Gambia, a 1,120-kilometrelong waterway that runs through the heart of the country and into Senegal and Guinea. Further, the City of Banjul, formerly known as Bathurst, is the country’s

AFRICA

northern capital and the most densely populated metropolitan area. However, it must be noted that it is only the country’s fourth largest city. With Brikama to the west and Bakau to the south and a thriving traditional,

cultural and ecotourism scene spanning across the eastern reaches of the country, there is something for everyone when it comes to exploring The Gambia.

THE GAMBIA

From golden sands and palm trees on tropical beaches to more than 500 species of bird, The Gambia is proof that good things come in small packages Writer: Jonathan Dyble | Project Manager: Jordan Levey

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22 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, Jordan Levey or Matt Cole-Wilkin to find out more. joe.palliser@outlookpublishing.com

+44 (0)1603 959 676

jordan.levey@outlookpublishing.com

+44 (0)1603 959 668

matt.cole-wilkin@outlookpublishing.com

+44 (0)1603 959 669

W E L C O M E EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTORS Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Joe Palliser (Business Travel) joe.palliser@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Jordan Levey (Business Travel) jordan.levey@outlookpublishing.com Matt Cole-Wilkin (Business Travel) matt.cole-wilkin@outlookpublishing.com PROJECT MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Sam Love sam.love@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Administrative Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com Digital & IT: Hamit Saka Helpdesk: James Le-May CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom. Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com

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AFRICA

Unlocking Potential Reviving a disused mine is no easy feat. An industry reliant on financial, mechanical and human resources in intensive quantities, it takes commitment and nous to run a successful, long-term mining operation. In Zambia, the Munali Nickel Mine represents such a story. The past 13 years have seen two closures, the first as a result of the global financial crash in 2009 and the second caused by ongoing operational and commercial challenges. However, 2014 heralded the start of a new era under Mabiza Resources, a subsidiary of Consolidated Nickel Mines (CNM) which forms this issue’s cover story. “CNM and its partner investors saw an opportunity to turn around the struggling brown field mine,” comments Matthew Banda, the company’s General Manager of the mine. “Prior to placing significant investment into the project, an extensive feasibility study was commissioned to look at how the operation could be turned around. “It was imperative to take the necessary precautions, identify what went wrong and reassess what would be done differently going forward regardless of fluctuating and low nickel prices.” Indeed, many advancements have been made since and the mine is now starting to realise its potential once more. And it is this notion of unlocking potential which forms a theme of several stories in this edition of Africa Outlook, starting with our Expert Eye contribution from IBM’s Babacar Kane which discusses ways to address gender inequality in the digital age. Speak Up Africa is another organisation looking to open up opportunities across the continent, not least through its efforts to improve access to vital healthcare services via a series of partnerships and associations with the likes of WaterAid, Comic Relief and influential sportspeople such as ex-footballer Didier Drogba. We spoke to Founder and Executive Director Yacine Djibo. In the hospitality sector, global hotel brand Hilton is providing employment and development opportunities across its increasing portfolio of properties - Jan van der Putten, VP of Operations for Africa and Indian Ocean, tells us more. Elsewhere our packed company features section showcases leading lights across a wide range of sectors, from agriculture and technology to construction and finance, while The Final Word reveals the thoughts of several of our contributing executives on the same question: What is the greatest challenge facing your industry? Tom Wadlow

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue...

6 8 F

NEWS

Around Africa in seven stories IBM’s Babacar Kane discusses gender equality in the digital age

A T

TRAVEL & TOURISM Heightening Hospitality

HUMANITARIANISM Advocate. Enable. Engage.

Speak Up Africa: A collaborationfirst civil society organisation

TOPICAL FOCUS

MOBILE BANKING Making Money Mobile African Infrastructure How mobile banking services continue to unlock financial inclusivity across Africa

BUSINESS TRAVEL

22 4

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SHOWCASING LEADING COMPANIES

MABIZA RESOURCES A Nous for Nickel

Tell us your story and we’ll tell the world

EXPERT EYE

An interview with Hilton’s Jan van der Putten

THE GAMBIA

A small yet humble nation of touristic promise

Capitalising on Zambia’s mining prize

A G R I C U L T U R E

IRVINE’S GROUP Empowering Entrepreneurs

Supplying Sub-Saharan Africa’s localised chicken industries

FERONIA Socioeconomic Salvation in the DRC Palm oil plantations made progressive

AFRICA T E C H N O L O G Y

146

ATLAS TOWER The Connectivity Catalyst

ASTROL PETROLEUM Fuelling Enterprise and Empowerment

Cutting through the competition in Kenya’s downstream petroleum market

Building foundations for wireless connectivity in South Africa and beyond

S U P P LY C H A I N

106 84

ORANGE SIERRA LEONE Connecting Communities Bringing new-era telecommunications to Sierra Leone

114

PINDULO VDM Multimodal Magnate

Integrating supply chain operations across the whole of South Africa

F O O D & D R I N K

152

UGANDA RAILWAYS CORPORATION Reviving Railways

Revitalising Uganda’s once forgotten transport network

ENERGY & UTILITIES

120

EGENCO Malawi Reenergised

158

Driving investment and development in electricity generation

UNITED MILLERS Feeding the Future

Catering to Kenya’s growing population through quality food production

AUTOTRADER SOUTH AFRICA Driving Digital South Africa’s most trusted motoring marketplace of 27 years

CONSTRUCTION

ECG ENGINEERING Consulting Across Continents

Delivering Australian engineering excellence at home and abroad

100

RMD KWIKFORM Supporting the New Generation

South Africa’s resilient, reliable and robust construction sector supplier

E V E N T

128

WATER UTILITIES CORPORATION Water Turned Welfare

Serving 2.5 million people across Botswana

134 140

LINKAGE ASSURANCE Awakening an Industry Offering first-class, modern, bespoke insurance products

MUKURU Diasporic Empowerment

The mobile money marvel of migration

F O C U S

162

4TH GLOBAL DAIRY CONGRESS AFRICA 2019

164

2ND HEALTHCARE & TECHNOLOGY AFRICA

166

SEAMLESS EAST AFRICA

168

PROPAK WEST AFRICA

Putting African dairy on the global investment map

Focusing on the future of medical services

Reinventing transactions at East Africa’s leading fintech conference

The foremost forum for the region’s packaging industry

THE FINAL WORD

170

What is the greatest challenge facing your industry?

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Around Africa in seven stories…

OIL & GAS

A G R I C U L T U R E

SA earmarks R3.9 billion to support national agriculture

Anadarko to construct $20 billion LNG export terminal US energy company Anadarko Petroleum Corp has given the go ahead for a $20 billion gas liquefaction and export terminal to be built in Mozambique. The facility, once complete, will be the continent’s largest single LNG project, highlighting the rise in demand for natural gas. “As the world increasingly seeks cleaner forms of energy, the Anadarko-led Area 1 Mozambique

FINANCE

Namibia eyes $1 billion in investments Namibia has announced a new two-day economic summit that is anticipated to attract approximately $1 billion in investments over the coming two years, according to the country’s Ministry of Information and Communications Technology.

LNG project is ideally located to meet growing demand, particularly in expanding Asian and European markets,” said Al Walker, the company CEO. Anardarko, however, has signed a deal to be taken over by Occidental Petroleum Corp, the latter having agreed to sell some of Anardarko’s assets including the Mozambique LNG project to Total SA, pending completion of the acquisition.

The conference, set to take place between July 31 and August 1 in Windhoek, the national capital, is geared towards reviving the Namibian economy in order to create job opportunities and bolster investment. “The summit will provide a platform to showcase growth and investment prospects in the local economy as well as present local and international investors with a portfolio of investment projects in several sectors,” the ministry said, according to CNBC.

South African President Cyril Ramaphosa has outlined the provision of R3.9 billion ($272.5 million) to the country’s agricultural sector that will be used to benefit local commercial farmers. “We are going to substantially expand the agriculture and agroprocessing sector by supporting key value chains and products, developing new markets and reducing our reliance on agricultural imports,” Ramaphosa said. “We must be a country that can feed itself and that harnesses the latest advances in smart agriculture.” The Land Bank has been allocated the funds, the financing coming after the industry saw a drop of 12,000 jobs during Q1 2019 alone.

More specific focuses will be centred around promoting Namibia as a tourist destination and removing bottlenecks that are curbing local economic growth.

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TELECOMMUNICATIONS

TRANSPORT

Kenya Airways to double fleet by 2024

Orange anticipates five percent MEA growth in 2019 Global telecommunications giant Orange has announced that it is expecting a five percent rise in profits and sales throughout Africa and the Middle East (MEA) this year, according to Reuters. It is the fastest growing region for the company, having generated $5.2 billion and $1.7 in revenues and core operating profits respectively throughout 2018. “The current pace is around five percent, and this is a pace we can keep on the long run, with a

ENERGY & UTILITIES

SA, Egypt and Ethiopia named Africa’s leaders in green energy Statistics from the International Renewable Energy Association (IRENA) have revealed South Africa to be the continent’s leader in renewable energy capacity, totalling 6,065 MW. Following SA is Egypt (4,813 MW), Ethiopia (4,351 MW), Morocco (3,262

profitability performance at the same level, or even above,” said Ramon Fernandez, the company’s Chief Financial Officer. The announcement comes after speculation that Orange is looking to grow its operational portfolio with expansion into Ethiopia, a move that is expected to come to fruition during 2020. MW) and Angola (2,763 MW) rounding out the top five. IRENA recently revealed that while the continent is currently home to around 1.2 billion people, around 600,000 individuals in Sub-Saharan Africa lack access to electricity. Addressing this has been outlined as one of the United Nations’ Sustainable Development Goals, with the expanded implementation of renewable energies outlined as crucial in the fight against climate change.

Kenya Airways has unveiled strategic plans to double the size of its fleet over the course of the next five years in the aim of combatting competition from its regional rivals. The 48.9 percent government-owned national airliner had 41 planes at the end of last year, mainly comprising a mixture of narrow body Boeing aircraft. This is far less than the 100 planes currently operated by major rival Ethiopian. “We intend to double the size of the fleet over the next five years if we can find the right financial structure to do this,” said company Chairman Michael Joseph. The firm is also opening new routes in an attempt to expand and return to profitability. F I N A N C E

Virgin Money South Africa to bolster fintech app According to CNBC, Virgin Money’s South Africa business is set to launch a zero monthly fee bank account and cheap cross-border payments technologies on its fintech app in the aim of broadening its offerings. With approximately 500,000 customers between its personal loans and credit cards businesses currently using the platform, the latest string of updates are anticipated to bring more traction when they’re delivered in Q4 2019. According to the CEO, the longterm plan is to launch such services and others across a broad number of emerging markets, helping to improve financial inclusion amongst all people. Further, the firm is hoping to have two million customers using its platforms within the next 18 months.

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Gender Equality in the Digital Age Digital technology offers the chance to advance equality of opportunity across Africa, with multinationals like IBM offering free education to would-be tech entrepreneurs Written by: Babacar Kane, General Manager, IBM Senegal & West African States Hub

he fourth industrial revolution, or the digital age, has seen an unprecedented acceleration of innovation and technology advancements. More importantly, it offers the potential of true equality no matter what gender, physical ability, creed or race. I say potentially as, for equality, there are still some very key dependencies. One – everyone will need to have affordable access to high speed internet. Two – everyone will need to have access to quality digital education. This digital age offers the young population of Africa a new, exciting future, and whilst governments, telcos and donor organisations are embarking on delivering affordable access, IBM has developed and launched an exciting platform offering education, empowering innovation and enabling success. As stated before, the digital age is truly impartial and allows the whole population to gain skills, tackle challenges, deliver services and start new enterprises. Historically the workplace was restrictive and suffered from both overt and subconscious prejudice, especially for the women of Africa. Today we are seeing a truly global services industry and young entrepreneurs launching new enterprises covering virtually all industries. This is the opportunity, especially for the youth and businesses

ensure that as many people as possible have easy access to the platform and the benefits it can bring. Based in Dakar, In Senegal the Virtual University Senegal, Babacar embraced the platform, in Tunisia Kane has more the platform is being used to support than 19 years of the countrywide drive for innovation, experience in the while the first African school to adopt field of IT. the platform is in Morocco. In total Kane worked for HP in France there are more than 250 different before heading back to Senegal to collaborations across Africa. join Oracle as Regional Director of Across all of these collaborations the Commercial Applications covering approach is to empower the individual the West and Central Africa area. to make positive change, whether In 2014 he moved to IBM. solving a community challenge, Kane is married with three gaining the skills needed to get a job children, loves books on history or unleashing innovation to start a and martial arts and also enjoys new enterprise. The digital age has the travelling, meeting people from real potential to allow all Africans to different cultures and, above succeed. all, talking to them about the The IBM Digital – Nation Africa is a development of the beautiful free self-paced learning and innovation continent of Africa. platform, empowering African youth with digital skills and tools, to help improve their day to day life and of Africa. As we have witnessed in the allowing them access to a wider range music industry, the digital revolution of opportunities. is changing how people engage, and The platform is designed for African the most successful are embracing this citizens, students, entrepreneurs, change. Success is no longer controlled and communities, providing both knowledge and tools to innovate, by the few but available to all. To help ensure that the African design, develop and launch their own youth, and through them African digital solutions, leveraging the power businesses, catch this express train, of AI. IBM has launched its free to use Digital As a cloud-based structured learning, enablement and achievement – Nation Africa platform, powered by IBM Cloud and engaging its AI engine recognition platform, users will learn Watson. Across Africa IBM is working about emerging technologies such as with many different entities to help cloud, artificial intelligence, internet

ABOUT THE EXPERT

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of things, blockchain, data science and analytics, and security. Moreover, the user will have free access to IBM Cloud and AI platform where they can build their solutions online. For example, the Explorer Journey provides users with a series of short videos that are quick to learn, introducing the key emerging technologies and including examples of how the technology is being used. For those who wish to discover more, there are additional resources both within IBM Digital – Nation Africa and other IBM web sites. The Innovator Journey allows users to create their own digital solution. It starts with inspiring them by showcasing many examples of innovative digital solutions, followed by providing an introduction to the design thinking methodology, and more importantly providing access to the IBM Cloud Lite account where the users can build their own solution.

The digital age is truly impartial and allows the whole population to gain skills, tackle challenges, deliver services and start new enterprises’ The New Collar Journey is designed to offer users the ability to gain key digital skills which are in high demand in the workplace such as web application development, cloud, AI and blockchain development. Unique to the platform is the use of IBM Watson, that helps create the users’ skill profile, and connects them to a broad

range of online recruitment sites in Africa. This provides users with a list of currently available jobs in one place and filters them relevant to their skills. The courses consist of multimedia content and many include hands-on labs, enabling users to experience the technology. Whether they are new to the digital world, or a startup entrepreneur, student, recent graduate or a professional, IBM Digital – Nation Africa has something for everyone. I write this in anticipation of being part of the Digital Woman’s Day (JFD, for Journée de la Femme Digitale), on the theme of ‘Women: World Changers’ which will takes place in June in Dakar, Senegal. A first on the African continent for this event founded in 2013 by Delphine REMY-BOUTANG, it places the spotlight on and helps network the women working to revolutionise the world through digital technology every year.

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H I L T O N

Heightening

Hospitality Jan van der Putten

As international hoteliers continue to grow their portfolios across Africa, we spoke to Hiltonâ&#x20AC;&#x2122;s VP of Operations for Africa and Indian Ocean for his insight into an ever-evolving market Writer: Tom Wadlow

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T R A V E L

I started a part time role in a restaurant, enjoyed it and went onto hotel school. I held a number of positions in different hotels around the world including the Netherlands, Malta, and Belgium and from there I became the General Manager of the Hilton in Addis Ababa, which was an incredible opportunity and experience for me. “I then went to Asia for seven years and came back to Europe before I had the opportunity to come to South Africa in 2012, and the rest is history, as they say.” Jan van der Putten is a seasoned, globetrotting hotelier.

T O U R I S M

Holding the role of VP of Operations for Africa and Indian Ocean at Hilton for more than seven years and counting, he is better placed than most to comment on the trends shaping the continent’s hospitality sector. “We are seeing this current period as something of a golden age of travel globally, and that includes Africa. “More and more people are gaining the financial means to be able to travel and we see younger generations valuing the ability to travel, experience new places and discover new cultures very highly, so the industry is on a solid footing at the moment.” The diversity on the continent and

abundant opportunities to build a successful growing business lured van der Putten back to Africa, the move representing the next chapter in what has been a continuous journey of learning. The journey to this point has also been a rapid one, not least when it comes to the growing influence of Hilton and other multinational hoteliers. According to the 2018 edition of W Hospitality Group’s Hotel Chain Development Pipelines in Africa report, last year saw a 14 percent increase in activity, the study collating data from 41 international and regional hotel operators.

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H I L T O N

This equates to a pipeline of more than 76,000 rooms in 418 hotels, significantly higher than when the study first started in 2009, which recorded planned activity amounting to 29,600 rooms in 144 hotels. Hilton is playing a sizable role in driving this upward curve. “We are proud of our historical presence in Africa which goes back over 60 years,” says van der Putten. “We currently have 44 hotels open across Africa and with 56 in Lobby at the Hilton Garden Inn, Gaborone our development pipeline, we will have 100 hotels on the continent in see how what we call the ‘Hilton approximately five years. Effect’ has had a notable economic “We have long considered ourselves impact on these cities, and that is as pioneers of travel and tourism on something we are very proud of the continent, often playing the role of and are looking to replicate moving the first international brand to locate forward by continuing to break into in certain cities and helping develop new markets.” them as destinations. Indeed, Hilton was the first “If you look at places such as Cairo, international hotel brand in the newly Nairobi, Addis Ababa and Abuja you created Nigerian capital of Abuja more

Hilton Garden Inn Gaborone, Botswana

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than 30 years ago. The company produced infrastructure, created sewage and electric systems, built factories, paved roads and recruited team members from around the world to quickly teach locals – many of whom had never set foot in a hotel – to deliver five-star service to nearly 1,000 government officials. Van der Putten outlines Hilton’s desire to grow several of its brands across the continent, Garden Inn being a particular focus. “Hilton Garden Inn fits in the midscale sector of the market,” he adds. “If you look at the global portfolio of Hilton, the vast majority of our hotels are under more affordable, midscale brands like Hilton Garden Inn and over the long term we see this being the case in Africa as the demographics of travellers into the market evolves.” There are currently four Garden Inn

T R A V E L

T O U R I S M

A BIGGER PURPOSE CSR is another vital component of Hilton’s work across Africa. “We also have an incredibly strong commitment to the environment and sustainability issues through our Travel with Purpose programme,” explains van der Putten. “Last year we announced our commitment to cutting our environmental footprint in half and doubling our social impact investment. “Across Africa that has seen us launch a programme that we call Hilton’s Big Five with an initial investment of $1 million to drive sustainable travel and tourism in Africa.” To achieve this the company will focus on five key areas: Youth opportunity: Investing in training and apprenticeship programmes to build a strong talent pipeline and tackle identified challenges for youth, including underemployment. Water stewardship: The expansion of existing partnerships and the creation of new alliances to help Hilton achieve its goal to reduce its water consumption by 50 percent and activate 20 context-based water projects in at-risk communities by 2030. Anti-human trafficking: The provision of training and auditing to mitigate against human trafficking, alongside engagement with local NGOs to address the social challenges in local communities. Local sourcing: The creation of partnerships to build local entrepreneurs’ capacity to deliver high quality and authentic goods and services and integrate them into Hilton’s supply chain. Protecting wildlife: The promotion of responsible wildlife-based tourism, in line with the WTTC Buenos Aires Declaration on Travel & Tourism and Illegal Wildlife Trade.

hotels (around 800 rooms) in Africa, including sites in Morocco, Kenya, Zambia and Botswana, with plans for another 14 hotels and nearly 2,400 rooms. Much of this expansion is being led by a dedicated development team based in South Africa headed up by Mike Collini, Hilton’s Vice President of Development for Sub-Saharan Africa. And the fact the company is able to enact such plans is testament to its brand appeal in the region. Van der Putten explains: “All of our brands aim to incorporate strong elements of African culture and hospitality into their hotels. We want visitors to have an experience which reflects the destination where they are staying. “One of the ways we are doing this is through training and development programmes to help more native talent make it to the top management of our hotels and reducing the reliance on expats. We have seen some recent success stories in this regard with our GM appointments at the recent openings in Lagos and Mbabane.” It is this opportunity for local people to build careers in the industry that leaves the hospitality veteran confident about the wider sector’s impact on Africa in years to come. Speaking highly of the region’s tourism prospects, van der Putten concludes: “The tourism and hospitality industry is a real growth story – Africa is going to be the new opportunity for international visitors and internal travellers. “This means there are many great programmes in place to develop youth and offer meaningful learning and employment opportunities. Tourism is a key socioeconomic contributor and will be a driver for growth in the near future.”

Lobby at the CURI Lagos Airport

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S P E A K

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A F R I C A

Advocate. Enable. Engage. A collaboration-first civil society organisation, Speak Up Africa in itself is evidence of the need for collective action in combatting some of Africa’s most troublesome challenges

true potential,” states Yacine Djibo. “This in mind, I founded Speak Up Africa in 2011 with one aim – to discover Writer: Jonathan Dyble and implement cclaimed as the blueprint Initially adopted effective, to achieving a better, more by its 193 member sustainable sustainable world, the United states, many other solutions to the Nations’ 2030 Sustainable non-governmental most challenging Development Goals (SDGs) have organisations (NGOs), problems facing the achieved substantial international non-profits and civil society region’s people.” traction. organisations (CSOs) have A homegrown African And rightly so. Advocating collective followed suit. Speak Up Africa (SUA) is solution with its finger on the pulse action against global challenges, one such body, having largely formed of critical issues such as malaria, from poverty, inequality and peace the basis of and motivations behind its neglected tropical diseases, sanitation to climate change, environmental humanitarian work around the SDG’s and immunisation, SUA has been degradation and health, the UN’s central pillars. championing positive change across flagship development strategy seeks “The African continent is faced with the continent as a policy and advocacy to leave nobody behind in creating an many problems that curb development action tank. all-inclusive roadmap for a brighter and stop our people from overcoming And in the eyes of its Founder and future. poverty, ill health and achieving their Executive Director, Djibo, the best

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H U M A N I T A R I A N I S M

“TOGETHER, WE CAN BOLSTER INCLUSIVE, GENDER SENSITIVE POLICIES AND IMPROVE GOVERNANCE AT BOTH NATIONAL AND REGIONAL LEVELS. TOGETHER, WE CAN ACHIEVE A GREATER AFRICA” YACINE DJIBO

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S P E A K

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CHAMPIONING ACTION Speak Up Africa works with a number of pre-eminent brandchampions and partners across a diverse assortment of fields that help to uphold its values and mission. Some of the most celebrated of these include, but are not limited to: • Dr Awa Marie Coll-Seck, Minister of State, Senegal • John Agyekum Kufuor, Former President of Ghana and Special Envoy for the Global Network for Neglected Tropical Diseases • Jakaya Kikwete, former President of the Republic of Tanzania • Didier Drogba (pictured right), retired international football player • Lionel Messi, international football player • Ian Mahinmi, professional basketball player • Seye Ogunlewe, track and field sprinter • Bill & Melinda Gates Foundation • Comic Relief • The World Health Organization • WaterAid “We are very grateful that we work with a myriad of distinguished, passionate thought leaders to deliver distinctive solutions tailored to our African context,” Djibo states. “Having the clout of these names helps us engage several different audiences across the world. “To achieve success, collaboration is key, and by harnessing the power, influence and knowledge of other organisations and figureheads, we will be able to engage more people for our cause.”

course of action in meeting these ends is through cooperation, collaboration and coordination. “Collective action increases attention and investment in the sectors that need it most,” she states. “It is crucial that we listen and share on all fronts so that everyone can take ownership in the achievement of the SDGs and hold governments accountable to their commitments. Similarly, decision makers need to be made aware of the challenges and potential solutions so that they can prioritise.”

Zero Malaria Starts with Me

Working at local, national and international level to increase salience, Speak Up Africa continues to impart knowledge, share tools and develop

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programmes, inspiring and/or motivating numerous fruitful efforts. Based in Senegal, the majority of these have come to fruition across Francophone Africa where SUA has adhered to its ‘Advocate. Enable. Engage.’ slogan. And while the organisation’s remit is extensive, spanning everything from education to gender equality to nutrition, Djibo is quick to call upon its role in the Zero Malaria Starts with Me campaign as a particularly influential and impactful initiative. “This entailed supporting the Ministry of Health and the National Malaria Control Program (NMCP) in Senegal on World Malaria Day in 2014,” she affirms. “We helped to train eight community champions in the peri-urban area of Pikine,

H U M A N I T A R I A N I S M

financed by Wari, and between 2016 and 2017 these champions raised awareness amongst almost 9,000 people, through 3,840 home visits and 27 community awareness events. “In the four years following its launch, 140 declarations and commitments were signed by national and international opinion leaders, including 50 parliamentarians and 53 mayors in Senegal. Furthermore, private sector engagement saw 14 companies pledge their support to the NMCP during two roundtables.” Arguably the most notable outcome, however, was the 30 percent fall in malaria cases in Senegal between 201516, a fall that was reinforced by SUA and its partners. “We cannot take all the credit for this,” Djibo admits, “but the increased engagement of political leaders and communities in Senegal over this period certainly contributed to the impressive gains made against the disease.” These gains have not been unique to Senegal either. Off the back of these national successes, the African Union Commission and RBM Partnership to End Malaria extended the campaign across the entire continent using the same three core pillars – generating political commitment, mobilising private sector engagement and, crucially, increasing community engagement. “It has been a very rewarding process to see this rolled out,” Djibo adds. “Just this April, for example, Ghana and

Sierra Leone marked World Malaria Day by announcing plans to launch national Zero Malaria Starts with Me campaigns as part of their efforts to step up the fight against the disease. “With the help of a recent grant from Comic Relief and GlaxoSmithKline, we look forward to working with both countries as they expand their programmes.”

Maintaining momentum

Malaria will not single-handedly form the basis of SUA’s ambitions moving forward, however. While the organisation will work to boost these strides, ensuring that damaging tropical diseases remain high on the African political agenda, it is also seeking to extend efforts for a sea of other causes.

Djibo reveals: “Another key focus will be the provision of safely managed sanitation services and clean water in more countries across the continent. Working directly alongside municipal bodies, we’re hoping to address national sanitation challenges in tandem with the institutions that are directly responsible for developing and implementing resolutions. “We will also be campaigning for routine immunisation programmes for children to be rolled out in more countries throughout Francophone Africa. This will require an ongoing dialogue between all sectors to form the foundations of an efficient immunisation strategy, equitable access to life saving vaccines, increased coverage and strong health systems.” As such, SUA can expect a busy yet rewarding year ahead, set to be characterised by the continuation and acceleration of progress – optimism that Djibo points to in her concluding statements. “Representing and amplifying African voices across the continent to ensure change is critical, and so we hope to increase the involvement of civil society organisations (CSOs) in the upcoming years,” she says. “CSO groups can lead and organise social action, advocate on priority issues and deliver services to the population. “Together, we can bolster inclusive, gender sensitive policies and improve governance at both national and regional levels. Together, we can achieve a greater Africa.”

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A B S A

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Making Money

Mobile

Regarded as the key to unlocking financial inclusivity across Africa, mobile money uptake continues to grow steadily as the continent’s ‘sleeping giants’ begin to emerge Writer: Tom Wadlow

hatever the statistic, the rise of mobile money appears to be an unrelenting one. Through 2018, more than $1.3 billion a day was processed by the industry, while transaction values increased by 17 percent on the previous year. This equates to some 866 million individual mobile-based accounts, 143

million more than was recorded by the GSMA at the end of 2017, a jump of 20 percent. Central to this rise has been the development of what the association calls an enhanced customer experience. A massive rise in smartphone adoption in emerging markets has unlocked access to a wider customer base and enabled

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providers to offer a range of financial products through easy to use apps. This trend is no more evident than in Sub-Saharan Africa. Home to more than 45 percent of the world’s mobile money users, the region last year saw a 13.6 percent growth in account holders, now numbering over 395 million. Transaction volumes jumped 11.8

“Around 30 percent of people on the continent have access to bank accounts or traditional financial services. About 70 percent of African adults have access to a mobile phone, so a simple answer to extending the reach of banking is to target mobile. “However, we must do this in a costeffective manner and the service has to be transparent, like how cash has always been seen as trustworthy.”

“We see it as expanding reach to more people and want to be at the centre of those transactions being processed.” These thoughts are manifested in GSMA’s findings. Another crucial observation in its 2018 State of the Industry Report on Mobile Money, it cites the importance of interoperability in not only growing the utility of mobile-based financial services, but also scaling such use cases. Building the ecosystem For example, GSMA found a key A prominent corporate and investment driver to be bulk disbursements and bank, Absa CIB has quickly discovered bill payments, a sign that mobile the benefits to be reaped from money providers are becoming cooperating with other organisations strategic partners for enterprises. in what Makoko describes as a newly “Partnerships with fintechs, as well emerging ecosystem of financial as telecoms companies, microfinance services. institutions and other corporates are “Cooperation with fintechs is not a critical,” adds Makoko. “We are seeing threat by any means,” he continues. all of these organisations joining up

MAKOKO’S MISSION

percent to 1.7 billion, while the combined value of these transactions increased by 15.3 percent to $26.8 billion. “To some extent, we are seeing traditional banking infrastructure being leapfrogged by digital and mobile services,” comments Thabo Makoko, Global Head of Transactional Services at Absa CIB.

“I was always interested in the complexity of money and how it works,” Makoko recalls, describing his journey into finance. “I grew up in the townships where access to traditional banking was very different compared to commercial areas or the suburbs. People in the townships spend a lot of time doing banking but not with banks – money is physically moved around and what many see as normal financial services were simply concepts. I therefore quickly became interested in larger banks and what they were doing. “Today I live in a completely different world, but this is still a point of interest for me. I have always been eager to find out how banks can better connect with rural areas and townships. People use their own methods, create small companies and are very entrepreneurial, and this drives me to think about how I can be an asset to them.” Makoko’s remit at Absa CIB centres around three major responsibilities – cash management, trade services and working capital – solutions which help his clients to either sell products, distribute aid or buy commodities.

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A B S A

C I B

and using the likes of mobile to offer an integrated service which draws on the expertise of each component part.” Absa CIB’s work with FMCG clients neatly underlines this point. “Typically, a brewer’s truck leaves the warehouse full of beer and will deliver to lots of different clients like bars, shops and hotels, often small to medium enterprises who then sell onto their own customers,” Makoko continues. “The truck will stop at your bar and ask how much of what you need, and if it isn’t in stock then you will have to wait until the next delivery round. This results in lost sales and, because payments are often taken in cash, the truck can also become a target for robbery. “What this particular client of ours is doing is creating a service where you can sit in your bar and tell them exactly what you need – the delivery will arrive and on receipt a transaction will automatically take place. The company wants to add to this with things like loyalty programmes and credit schemes to help their customers upscale affordably, and we are helping to build this capacity.”

In Ghana, Absa CIB is collaborating with a fintech which has developed a point of sale platform for retailers. A system which allows customers to pay for goods via mobile money (and other means), it further enables consumers to carry out other banking transactions such as money transfers and cash deposits, effectively turning a network of retail outlets into virtual banks.

Sleeping giants

Joined up action such as this will only serve to strengthen the decade-strong momentum being gathered by Africa’s mobile money sector. Indeed, GSMA identifies several sleeping giants that could be woken in the next few years, namely the continent’s three most populous countries – Egypt, Nigeria and Ethiopia

“What this particular client of ours is doing is creating a service where you can sit in your bar and tell them exactly what you need – the delivery will arrive and on receipt a transaction will automatically take place”

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– which it believes can add over 110 million mobile money accounts by 2024. So far, these nations have been limited by varying factors, including restrictive regulations, monopolised telco setups, lack of connectivity, low financial literacy and wavering consumer trust. However, change appears to be afoot. New reforms in Nigeria and Egypt have been implemented, moves which may harness the potential of mobile money, while Ethiopia has adopted what GSMA calls an ambitious financial inclusion strategy which has attracted the interest of several types of organisations, large and small.

For Makoko, another shift will occur in the nature of transactions being carried out by mobile money users. “At the moment, 90 percent of transactions are cash in cash out, meaning people are not leaving money in the mobile payment ecosystem,” he explains. “I think our ability to displace cash and build trust in mobile will see this begin to change – this will encourage a greater uptake of things like savings products and merchant services shown by the example of our project in Ghana.” This view is backed up by the statistics, GSMA recording that these types of digital payments grew at more than twice the rate of cash in cash out transactions in 2018. The trends certainly look promising, and while challenges such as taxation pressures remain for mobile money providers in Sub-Saharan Africa, the mood is generally one of optimism thanks to the growth of the financial services ecosystem witnessed. The State of the Industry report recognises this, calling for wider societal involvement if mobile money is to be fully exploited. Its conclusion succinctly states: “It is also about deepening engagement with individuals and businesses through a smooth endto-end experience that ultimately encourages greater uptake and use of mobile financial services, moving us closer toward the end goal of universal financial inclusion.”

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T H E

G A M B I A

hile The Gambia might be known as the smallest nation on the African mainland, it has equally developed a reputation as one of the continentâ&#x20AC;&#x2122;s most tourist-friendly

countries. An obvious draw is its promise of warm weather, yet The Gambia is so much more. Home to everything from quiet tropical beaches and colonial architecture to an abundance of flora

and fauna that is perfect for wildlife enthusiasts, itâ&#x20AC;&#x2122;s nothing less than a hidden gem along the West African shoreline. The landscape is largely comprised of forests and marshland that surround

THE GAMBIA

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the River Gambia, a 1,120-kilometrelong waterway that runs through the heart of the country and into Senegal and Guinea. Further, the City of Banjul, formerly known as Bathurst, is the countryâ&#x20AC;&#x2122;s

AFRICA

northern capital and the most densely populated metropolitan area. However, it must be noted that it is only the countryâ&#x20AC;&#x2122;s fourth largest city. With Brikama to the west and Bakau to the south and a thriving traditional,

cultural and ecotourism scene spanning across the eastern reaches of the country, there is something for everyone when it comes to exploring The Gambia.

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T H E

G A M B I A

The Business End CO CO ONED BY SENEGAL, The Gambia’s economic epicentre can be found on its western seafront, the country home to a 60-kilometre stretch of Atlantic coastline. As such, re-export trade constitutes a large part of the nation’s economic activity, while rain-dependent agricultural activities are also a significant contributor and employ approximately 75 percent of the country’s entire labour force. In more recent times, however, tourism has equally come to account for increasingly large proportions of GDP, owed to the three strands it is able to provide: traditional sun seeking holidays, culture trips and

nature-centric excursions. In fact, the number of international arrivals rose to 225,000 last year, surpassing the 171,000 tourism-related visitors recorded in 2017, helping to set the World Bank’s latest forecast that expects the country’s economy to grow by 5.4 percent this year and maintain similar growth through 2020. This in mind, while economic development is still required, both in the way of diversification and infrastructure developments if the country is to make real progress, there has certainly been an air of optimism surrounding the country in recent times.

City of Banjul, formerly known as Bathurst, is the country’s northern capital

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FACTS & FIGURES

Languages: Area: Population (2016): GDP (2017): Currency: Time zone: Dialling code: Internet TLD: Climate: Highest recorded temperature:

English 11,295 km² 2.1 million $1 billion Gambian dalasi GMT +220 .gm Sub-tropical 45°C

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T H E

G A M B I A

Gambia Hotel Association ONE ORGANISATION THAT has been paramount to the furthering of Gambia’s tourism ambitions is the Gambia Hotel Association (GHA). Initially set up in 1973 with a modest membership of just three hotels, the organisation has expanded rapidly to encompass over 40 hotels today, comprised of two-star to five-star hotels. Speaking with Bunama Njie, the association’s current General Manager, we discussed the forecast for the country’s tourism industry, looking at some of the most exciting prospects that are set to transform both the MICE scene and the wider leisure segment. Africa Outlook (AfO): Can you firstly talk me through the origins of the Gambia Hotel Association, how it came about, and its initial vision? Bunama Njie (BN): Since its inception in the 70s, the core function of the GHA has been to serve as an advocacy body for its members, facilitate networking and collaborate with the tourism sector and other tourism stakeholders including the Ministry of Tourism and culture and other various agencies.

Given the exceptional growth of tourism, the role and functions of the GHA include influencing policy in critical areas of hospitality development; proactive marketing and promotion of members products through joint marketing with other stakeholders such as the Gambia Tourism Board; capacity building programmes for members to keep abreast of new trends and encourage high standards of service delivery; and enhance partnership and networking amongst the growing membership and other organisations, share best practices, experiences and more. AfO: How would you say Gambia has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal? BN: Owed to a change in government in 2017, we have rejoined the Commonwealth and cemented our dented relations with the EU where roughly 60 percent of our tourists come from. We’ve also enhanced relations from other international communities such as the UK and USA, while tireless marketing efforts from the Ministry

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of Tourism and Culture, the Gambia Tourism Board, the Gambia Hotels Association, the travel and Tourism of the Gambia and the Association of Small Scale enterprise in responsible Tourism has paid dividends. AfO: Why, in your opinion, should someone visit Gambia? BN: When it comes to choosing the best destination to enjoy your leisure in Africa, Gambia tops the list in terms of memorable places to enjoy and get the best African experience. You won’t experience any jet lag from the six-hour flight to most destinations that often feature gorgeous long sandy beaches, glorious winter sun and the vibrant, exotic culture and legendry hospitality of the local people. This is not to mention the abundance of exquisite and trendy resorts, the related complimentary facilities and a great ecosystem epitomised by the majestic Gambia River. Alongside this, you can expect the best local and international cuisines and different daily activities such as river cruising, fishing events, adventure and village tours, cultural orientation, and sporting activities.

AFRICA

AfO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend? BN: There are many restaurants to eat from but topping all the clusters is the Senegambia Strip where there are more than 20 restaurants. I would specifically recommend the Senegambia Beach Hotel Domorr Dula international restaurant and African Buffet daily, Reo’s, Three Chicks, Al Rauche Lebanese restaurant, Scala restaurant, El Sol, Gustov Italian BN: The Gambia is fast developing restaurant, African Queen International as a business hub, as we are now very and African, Darboes Gambian Dishes, much focused on the MICE business. Tao Asian and many more! More conference facilities are being built, three new hotels have been AfO: What are the best ways of opened this year alone with over a getting around the country? capacity of 500 new beds, and another BN: There are organised and five new hotels are under construction, tailored tours offered by the Tourism expected to be operational in and Travel Association (TTAG) of the 2020/2021 and provide an additional Gambia, or organised tourist guides 1,000 beds. if you’re looking for a more personal and local touch. Alternatively, you AfO: Are there any plans or can hop in a taxi and explore what projects in the pipeline that you Gambia has to offer, such as Makasutu wish to highlight? Cultural Forest, Renowned ROOTS, BN: Gambia will host the 2021 Kunta Kinteh Island, wildlife and bird Organisation of Islamic Cooperation watching. (OIC) conference, and currently a new international conference centre is AfO: How do you see Gambia being built in the famous Senegambia developing as a business travel Area in readiness for the forthcoming hub over the next year to two years? event. Further, there is also a new 400-

room hotel, VIP lounge at the Banjul International Airport, a 22-kilometre express way and a 50-kilometre feeder road under construction. We’re also investing in a water and electricity supply project, estimated to cost $222.5 million. AfO: Are you optimistic about the future of the tourism industry in Gambia? BN: We’re very optimistic. The Gambia is one of the most sought-after tourism destinations in the sub-region, as are its exquisite hotels and resorts that overshadow the popularity of others in this part of Africa. Similarly, there is a rapid increase in investments to renovate and construct ultramorden hotels and resorts across the country, something that will serve to further this reputation.

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T H E

G A M B I A

Out & About WHEN TRAVELLING AROUND Gambia’s coastal regions, typical beach-related activities such relaxation and water sports are expectantly popular. Home to a coastline that is rarely overcrowded and features golden sands, numerous palm trees and reliable weather forecasts, it’s no surprise that the country has been described as a beach lover’s paradise. Some of the most highly recommended locations include Kotu Beach, Brufut and Kololi, each providing idyllic, serene settings. Meanwhile, national parks and nature reserves are a particular highlight as you head further inland, showcasing the 500-plus species

of bird that inhabit the country, alongside monkeys, crocodiles, hippos and a number of other exotic animals. Intrepid travellers often work their way along the River Gambia, partaking in a number of excursions, while budding birders generally head for the Bao Bolon Wetland Reserve. When considering local cuisine, street food is often unbeatable and readily provides a cheap and often cheerful authentic experience. Must try dishes include chicken yassa, m’bahal rice and a number of afra dishes that place a local twist on barbecuing. It must be noted, however, that vegetarians and vegans may struggle to get by with local cooking.

Hundreds gather on one of Gambia’s famous beaches

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" The Gambia- Today's Gateway into Africa"

Commercial Office Buildings High Quality Infrastructure Network Airport Business Hotel Light Goods Manufacturing High Quality constant energy supply

Redistribution Hubs On-site Integrated Leisure Center Multiple Retail Centres High-Speed Telecommunication Internet Services Eco Friendly Buildings

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T H E

G A M B I A

Outlook Recommends “The Gambia may be the smallest country on the continent, but its captivating array of attractions belies its tiny size” – Lonely Planet

HOSPITALITY

TOURS

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Gambia National Museum White Horse Residence Ocean Bay Hotel & Resort 30

Gambia Tours Arch Tours

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Tanje Village Museum Stone Circles Site Museum

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We provide many services for both the local community and tourists traveling from all over the world. Among these are Hotel Reservations, Airport Transfers, Flights to Europe and a wide selection of excursions around the Gambia and Senegal, which allow you to enjoy the culture, food and the general atmosphere of this wonderful country. Bijilo, Off the bertil Harding Highway, P.O.Box 217, Banjul, The Gambia, West Africa +220 4462601 / 2 | info@gambiatours.gm | www.gambiatours.gm GambiaToursLimited

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T H E

G A M B I A

Transport Links BANJUL INTERNATIONAL AIRPORT, also known as Yundum International, is the country’s only international airport. Located approximately 15 kilometres south from the northern coast, a short taxi or bus journey is required to get to the city centre, costing around D300-400, or roughly $8. Domestic flights aren’t an option within Gambia itself, so a combination of taxis, buses and/or car hire are

recommended for getting around. The country’s Gambia Transport Service Company (GTSC) bus service, inaugurated in 2013, continues to launch new routes and expand its reach and has transformed the country’s public transport network. Navigating The Gambia does pose some challenges, however, owed to poorly maintained roads, a lack of streetlamps and more. The country has 4,000 kilometres of road, but just

750 kilometres of these are paved, for example. This in mind, four-wheel drive vehicles are generally recommended where possible. Otherwise, for short distances, bicycles can be the best way of getting around. These are often available to hire at hotels and resorts and can be a cheap and convenient way of exploring on a day-to-day basis.

Banjul International Airport

IMAGE BY KARTE: NORDNORDWEST, LIZENZ: CREATIVE COMMONS BY-SA-3.0 DE, CC BY-SA 3.0 DE

Typical West African bushtaxi waiting for passengers

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Landmark Attractions Fort Bullen

“It was built by the British in 1826 to thwart the efforts of some European slave traders. In the early 1970s it was declared a National Monument, and in 2003, along with the Six-Gun Battery in Banjul, was inscribed as a UNESCO World Heritage Site” – Access Gambia

Makasutu Culture Forest

“Like a snapshot of The Gambia, Makasutu Culture Forest bundles the country’s array of landscapes into a dazzling 1,000-hectare package. The setting is stunning, comprising palm groves, wetlands, mangroves and savannah plains, all inhabited by plenty of animals, including baboons, monitor lizards and hundreds of bird species” – Lonely Planet

Arch 22

Wassu Stone Circles

“The site consists of four large groups of stone circles that represent an extraordinary concentration of over 1,000 monuments in a band 100 kilometres wide along some 350 kilometres of the River Gambia. It reflects a prosperous, highly organised and lasting society” – UNESCO

PHOTO BY ATAMARI, CC BY-SA 3.0

“The Arch 22 is an impressive monument and one of the tallest structures in the country at about 114 feet. The off-white coloured gateway arch which spans Independence Drive was built to commemorate the July 22 coup of 1994” – Afro Tourism

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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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eti

ISSUE 73

MABIZA

RESOURCES

LTD

A Nous for

Nickel Owed to extensive feasibility studies and continual investment, Mabiza Resources Ltd is edging ever closer to capitalising on the prize that is the Munali Nickel Mine Writer: Jonathan Dyble | Project Manager: Donovan Smith

PINDULO VDMchain operations 00

HILTON HOTELS Hilton’s An interview with Jan van der Putten

ALSO

00 IRVINE’S GROUP Africa’s localised Supplying Sub-Saharan chicken industries

00 for wireless Building foundations Africa and beyond connectivity in South

ATLAS TOWER

Integrating supply South Africa across the whole of

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AFRICA Zambia for a long time has been talking about diversification away from copper mining. It’s what we should be doing as a mineral rich country; the mines here have been in operation since the early 1900s and are now reaching exhaustion. “It’s time to take a risk and plunge into something different, something more exciting.” A career in mining wasn’t the original plan for Matthew Banda, the voice behind the opening statement. Having been accepted by the University of Zambia to study engineering, chance had it that his roommate had opted for the same path and subject area but was honing his niche specifically for the mining sector. With 24-seven access to his roommate’s books, Banda quickly developed a keen interest in mining engineering, laying the foundations for an illustrious, prolonged career. “That was 26 years ago now, and I can safely say that I have no regrets in selecting this vocation as my career of choice,” he affirms. “The journey has not been easy, but I have more than enjoyed the vast majority of it.” The latter half of this quarter century has seen Banda remain stationed 80 kilometres south of the Zambian capital of Lusaka, initially having joined Albidion Zambia Limited (AZL) in 2007 as a senior engineer during the development of Munali Nickel Mine. “I was part of the initial technical team to commence the green field development of the Munali Nickel Mine,” he reveals, “and I’ve been here ever since.” The past 13 years have not been plain sailing, however. The site suffered two closures under AZL, the first as a result of the global financial crash in 2009 and the second caused by the then ongoing operational and commercial challenges.

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Opportu ng nity

M A B I Z A R E S O U R C E S LT D

Capitalising on Zambia’s mining prize

ERING G ENGINE EONE | EC SIERRA L | ORANGE ERONIA FEATURING: F

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

www.africaoutlookmag.com/get-involved

M A B I Z A

R E S O U R C E S

LT D

A Nous for

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M A B I Z A

R E S O U R C E S

In fact, fortunes only changed in 2014 when Mabiza Resources Limited, a subsidiary of Consolidate Nickel Mines (CNM), commenced operations in Zambia, taking up possession of the mine assets via an agreement with AZL and recruiting its employees, employees that included Banda himself. “CNM and its partner investors saw an opportunity to turn around the struggling brown field mine,” Banda, now the company’s General Manager of the mine, explains. “Prior to placing significant investment into the project, an extensive feasibility study was commissioned to look at how the operation could be turned around. “It was imperative to take the

L T D

necessary precautions, identify what went wrong and reassess what would be done differently going forward regardless of fluctuating and low nickel prices.” Having unearthed positive results during this undertaking, Mabiza invested significantly and has begun to bring the mine back to life ever since.

The prospects and potential

So, what did this feasibility study uncover? The simple answer, according to Mabiza, Banda and co, is the commercial potential of the project. The research revealed that the Munali mine is expected to produce around

LEADERSHIP FOCUS MATTHEW BANDA Matthew Banda is a mining engineer with over 20 years of experience in the trade, particularly underground hard rock mining. He joined the management team of the Munali Nickel Mine 12 years ago as a Senior Mining Engineer and worked in various capacities during the development of Munali before being appointed as Executive Director. Now standing as the General Manager, he also simultaneously served four years as the Vice President of the Zambian Chamber of Mines (elected in 2014-2018) and is the current Chairman of the Board of Trustees of the Mugoto Foundation Trust.

IMA ENGINEERING Cutting-edge technology for African mining Ima Engineering (IMA) technology and mining solutions help in avoiding ore losses and in reducing waste rock dilution, thus increasing minerals plant head grade. “IMA stands for Innovative Mineral Analyzers and here is a company that does exactly what its name says. IMA is a technology front-runner in mining on-line analysis. For mining companies who want to occupy the critical space between metal prices and extraction costs, material analysis can well be what decides viability. You can’t improve if you can’t measure. IMA gives you the critical information often missing in mining; the value of the ore!” IMA’s products and services can make the difference between profitability and loss for an operation seeking to improve information used by management – and imparted to investors. IMA solutions help mines to increase their efficiency and profits with sustainable and ecological state-of-theart technology. Just now we are partnering Mabiza in the ramp-up of the mine (spring 2019) with latest analysis and process control solutions with the advanced DMS plant solution. The new DMS plant with IMA FCA system will boost the plant profit on a new level and puts Munali right at the technology forefront. IMA, formerly a part of the Finnish listed Outokumpu group, celebrates 25 years in the international mining business. IMA is one of the leading suppliers of novel sorting and preconcentration solutions using the latest sensor and ITC technology. We also make solutions for small scale mining or satellite mines.

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Increasing production efficiency in the mining industry IMA Engineering Ltd has more than 25 years of experience in developing, in manufacturing and global deliveries of products and services for sampling and analysis of elements and minerals from mining and exploration. We are now bringing our technology and expertise to the African continent, especially to Zambia. In a nutshell, we help mines to increase their efficiency, profitability and profits with sustainable and ecological state-of-art technology.

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M A B I Z A

R E S O U R C E S

L T D

E & D ENGINEERING LTD

& D Engineering Limited is a wholly owned Zambian company and has been in operation since January 17, 2001 under section 26 of the Companies Act of 1994. It continues to grow, specialising in all aspects of construction, general engineering, fabrication and machining, steel structural works, installation and maintenance, supply of mining equipment, anchor bolts, spares and services. We are a steadily expanding heavy fabrication and engineering giant, capable of providing turnkey solutions to suit your project’s needs. E & D Engineering Limited is committed to customer service along with our ability to undertake projects from any size and zero harm policy. We are delighted to be part of the team that has seen through the ongoing growth and success since the restarting of mining operations at Munali Nickel Mine.

Aerial view of part of the Munali Nickel Mine

4,500 tonnes per annum of 10-12 percent in concentrate nickel over a seven to 10-year life of mine, minerals that are ideal for both local Southern African and international smelters. In addition, the facility had already been fully developed, remained dewatered and houses an operational crush, mill, float plant with a capacity of 900,000 tonnes per annum. The surrounding infrastructure equally followed this trend, with sealed road access, power from the Kafue dam hydroelectric system and a rail siding 20 kilometres from the site with connections to Durban, South Africa and other regions all benefitting the mine. Looking at the bigger picture, nickel is also being hailed as a mineral of the future. Having long been widely used in batteries, its ability to deliver high energy density and major storage capacities at low costs have seen it being broadly touted as one of the

key ingredients in electric vehicles, solar panels and other progressive technologies. “The operation that has been set up is highly mechanised and is one of a kind in Zambia,” Banda adds. “Further, electric vehicles are here to stay and changes in battery technology makes it even more exciting to venture into nickel production.” The past four years in particular have been momentous for the mine, Mabiza Resources having placed its own progressive, modernised stamp on the site, making significant changes to the modus operandi such as a shift away from some conventional mining methods and practices. Banda continues: “This included the introduction of a variation of the avoca mining method, where backfilling the extracted stopes was proposed as opposed to open stopping mining. This has allowed for better cost control, safety, efficiency of operation,

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E & D Engineering will continually invest in ongoing education, training and machinery to maintain and enhance our standing and our employees’ ability to deliver quality products and services. We aim to offer a customised, hands-on approach to provide solutions that exceed client expectations.

Plot No. 3671 CHIBULUMA ROAD HEAVY INDUSTIAL AREA KITWE, ZAMBIA T +260 212 228 980 M +260 76366639/40/41 M +260 966 194236 E info@eanddengineeringltd.org E sales@eanddengineeringltd.org E eanddenginltd@gmail.com

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CREATE | ENHANCE | SUSTAIN.

At E & D Engineering Ltd,we specialize in General Engineering, Heavy Fabrication and Machining, Civil works, Electrical and Instrumentation, Plumbing works, Plant installations, on site Buildings, Mechanical works, Underground Support and more. We are committed to delivery of quality products and services and provide solutions that exceeds customer expectations.

Plot No. 3671 CHIBULUMA ROAD HEAVY INDUSTIAL AREA KITWE, ZAMBIA Tel: +260 212 228 980 Mobile: +260 76366639/40/41|+260 966 194236 Email: info@eanddengineeringltd.org Email: sales@eanddengineeringltd.org Email: eanddenginltd@gmail.com www.eanddengineeringltd.org

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sustainable mine development and full exploitation and extraction of the resources. Meanwhile, the government and surrounding community have consistently offered their support and backing to the revitalisation of the project, an element that has encouraged investors to partake and propelled the mine forwards.

Intervention, investment, innovation

The redevelopment of the Munali Nickel Mine has kept pace as a result, and although Banda is quick to admit that the project has suffered some teething problems, overall there has been progress and the future looks bright. “It’s at different stages from department to department,” he explains. “Some are ramping up production activities while others have stabilised and are now identifying opportunity for optimisation. What I

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can reveal, however, is that we’re on track to have all operations across all business functions stabilised within a few months.” Optimisation is not the only area that has captured the Mabiza team at the moment, however. The company has equally invested in new processes including the dense media separation plant at the front end of the concentrator facility and a new PGM stream for the production of a separate PGM concentrate. “In total we’ve spent in excess of $50 million on new machinery, technology and refurbishments thanks to the investments that we have received,” reveals Banda, further eluding to the implementation of Zambia’s dense media separation (DMS) plant as a flagship facility. “This introduction of the DMS on the processing side was a game changer. The DMS plant essentially improves feed grade from one percent to two

TRANS MECHANICAL MINING LIMITED

rans Mechanical Mining Limited is a 100 percent Zambian-owned company and is a Copperbelt Province-based specialist multidisciplined industrial contracting, construction and services company. We serve the mining, petroleum, engineering and infrastructure construction sectors. Trans Mechanical Mining’s experience has been earned in key industrial construction disciplines. As such, we specialise in: • Building construction • Tanks, pipe and structural steel – fabrication and erection • Mechanical and electrical installations • Mining equipment maintenance, including component repairs • Supply of both mechanical and electrical spares for mining operations Our core talent lies in our ability to safely deliver quality projects on time every time. When contracting we take with us our strong values: expeditious construction delivery; safe work practices; construction quality assurance; and maintenance and loyalty to our customers, employees and suppliers. Safety on the job is also cardinal in our operations. Experience has taught us that these are critical contributors to first class service provision. Trans Mechanical Mining always seeks the most cost and time effective services. This may involve partnering with other companies to enhance our service delivery. At Trans Mechanical Mining we are different because: 1. As a multi-disciplined contractor we minimise interface problems. 2. As an owner-managed company we are directly involved with our clients, and are on site as and when required to ensure maximum delivery of our services. 3. We provide quality services on time every time it is required. T 260 212 610 100 E transmesyl@gmail.com

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percent by the mechanical separation of waste rock before feeding it to the mills for further processing by taking advantage of differences in densities between the waste rock and ore. “This technology is largely used in gold processing or in mineral types that have significant density differences in comparison to the host rock. In our case, it will serve to discard a significant amount of waste which would have required a large quantity of reagents to process the nickel, thereby helping in reducing our processing cost.” Technological investments like the DMS plant have been a running theme throughout Mabiza’s recent activities at the Munali Nickel Mine, the company also having made forward-thinking process changes to the underground mining method and invested into a platinum group metal (PGM) concentrate circuit. “As a result,” Banda continues, “we are now able to produce two

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saleable products in nickel concentrate and PGM concentrate, which was previously not the case. “We’ve worked to reduce our cost of production to the extent that we should be able to operate at low nickel prices without compromising efficiency and productivity, and have made our employees accountable with the introduction of key performance indicators at every level being visible electronically to management. “A fully-fledged procurement and supply department have also been introduced to this end, ensuring we get the best value for money. There are a lot of new interventions – these examples are pointers to just some of the key initiatives.”

An eye to the future

To say that Mabiza Resources is content with the progress that it has made to date, however, would be false.

Munali Mine management team

WEST INDIGO SOLUTIONS

est Indigo Solutions LLC, headquartered in Houston Texas, USA, is a leading provider of engineering procurement and commissioning solutions to North America and Southern Africa. With over 10 years’ experience in serving the needs of domestic and international mining, construction and oil and gas clients, we have developed a strategic presence in our chosen markets to provide complete supply chain solutions to our customers around the world. Our procurement hubs in Houston and London allow us to competitively source wide baskets of original equipment manufacturer products, enabling us to meet the requirements of our diverse clientele in an efficient and timely manner. Our office located in Zambia caters to the specific needs of clients located throughout the Southern African region. Our product offerings include MRO supply but are not limited to the following: • Pumps • Mechanical parts / trackless spares • Electrical equipment and accessories • Instrumentation and automation • Industrial hoses, fittings and couplings • Filters • Wire ropes and lifting accessories • Crane parts • Wheels and OTR tyres • Valves, gates and gauges • Pipes and fittings • Generators and transformers • Welding machines • Heat exchangers, pressure vessels and boilers • Drilling equipment • Flanges and stud bolts • Bearings • IT equipment • Structural steel • Seals, gaskets and insulators • Motors and engines • Capital equipment: mining and construction vehicles West Indigo Solutions is proud and honoured to be featured in this issue alongside one of our most prized clients and key strategic partner in mining, Mabiza Resources Limited.

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West Indigo Solutions, LLC, 9950 Westpark Drive, Suite 205, Houston, Texas 77063, United States of America sales@westindigo.com | www.westindigo.com

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While a significant number of updates have been made via the aforementioned investments, Banda recognises that further strides need to be taken to ensure that the operation becomes fully optimised, efficient and successful. “The Munali site is the only nickel mine in Zambia which is taking an innovative and progressive approach

ZAMBIA – A MINING NATION Zambia has traditionally been home to a prosperous mining industry, the country renowned as Africa’s largest producer of copper and cobalt at one time in history. During the past two decades, mining has continued to play an important economic role, owed to tremendous investment and growth driven by large-scale projects. Looking at the immediate future, mining output is expected to increase by between four and five percent during 2019, a factor that is driving the country’s estimated 4.2 percent and 4.3 percent GDP growth in 2019 and 2020 respectively. One key headwind for the country, however, is the falling price of copper. According to the African Development Bank, lower demand from China saw the price of the mineral drop 18 percent during 2018. As such, diversification, such as that from Mabiza Resources and the Munali Nickel Mine, could be crucial for the country’s economic sustainability moving forward, provided relevant legislation to deliberately promote investment is not only put in place but nurtured to realise the benefits.

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to its operations,” he states. “Many of the people who have visited us of late have said we’re in line with international standards, but there is still room for improvement in many aspects.” Right now, the overriding goal is to make the nickel mine profitable. However, once this has been achieved, ambitions are already in place to take the site to the next step. Banda continues: “Continued exploration is certainly on the cards for the future – we believe we can increase the life of mine from seven years to 10 or even 15 years with initial exploration, and further ventures could add even more reserves. Further to this, Mabiza Resources is hoping to bolster the mine’s on-site processing capabilities, investments that would allow the production of nickel metal and/or nickel sulphate as the final product as opposed to nickel concentrate. “We also plan to construct a solar plant on site to compliment electric power from the national grid,” adds Banda, “but this will be further down the line.”

Socioeconomic stalwart

The company’s expenditures, while largely geared towards capitalising on this prosperous commercial potential, are not limited to the mine itself, however. The company spends great amounts of time and money on aiding the surrounding communities alongside its on-site development through an ever-growing list of social investment programmes. “Yes, we are very much active when it comes to CSR,” Banda responds when questioned about the company’s practices. “Our model on this front is focused on three thematic areas – education, health and agriculture. “We see these as the key to having a major, positive impact on communities.”

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CUSTOMIZED CLEARING & FORWARDING LIMITED

ustomized Clearing & Forwarding Limited is committed to honoring our agreements with our clients on time at all levels and to remain professional at all times. With offices at all major Zambian borders, we offer our customers end to end logistics. Whether you are shipping by air, ocean, multi-modal or even doing cross border business, we have all the solutions under one roof. We have developed a powerful contractor base which is an empowerment initiative and benefit to your organisation giving you more time to focus on your core business.

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The former of the three focus areas has seen Mabiza construct a 650-pupil capacity school that currently provides both primary and secondary education services, fitted with modern learning aids in the form of tablets that hold the entire primary school curriculum in seven different local languages. On the healthcare front, the company has also helped to almost eradicate malaria in the local area. Banda reveals: “We are involved in indoor residual spraying for malaria covering a radius of 20 kilometres from the mine where we work together with the Mazabuka District Malaria Task Force to protect over 150,000 people annually, and have built a clinic

Mabiza built a 650-capacity school for primary and secondary learners

The malaria clinic tends to 600 outpatients every month

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Our model on this front [CSR] is focused on three thematic areas – education, health and agriculture. We see these as the key to having a major, positive impact on communities”

that tends to an average of over 600 outpatients every month. “Our agricultural efforts meanwhile are geared towards assisting farmers in adopting conservation methods and linking them with markets for their produce.” Arguably one of the company’s most substantial social stimulation efforts, however, stems from its work with the Musangu Foundation – a UK social enterprise initiative created to provide new solutions to industry development, social and environmental issues in mining communities. “The foundation has been working with mining houses and other

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‘Mabiza is not only set to have a profound impact on the local community by removing its heavy economic reliance upon agriculture, but equally through the creation of opportunities and improvement of living standards’

stakeholders to develop livelihood restoration programmes and allow mining areas to be resilient beyond their finite mine life,” Banda explains. “At national level, it has created Impact Capital Africa, a platform that identifies and prepares small and medium enterprises before linking them to impactful investors.” Active on all fronts, these schemes demonstrate that Mabiza is not only set to have a profound impact on the local community by removing its heavy economic reliance upon agriculture, but equally through the creation of opportunities and improvement of living standards through these wider methods. “These are mere highlights of what we do in regard to CSR,” adds Banda.

Striking gold

Employment is another area where Mabiza is championing the region’s socioeconomic strives, with 99 percent

of the company’s staff being Zambian nationals. “It’s something that we’re proud of,” Banda states. “Experts only come in to assist in areas that we have identified skills shortages, but otherwise we’re focused on providing local people with abundant opportunities in this sector.” These opportunities, unsurprisingly, have been snapped up. At the restart of operations, the company attracted both swathes of local and international talent, owed to the firm benchmarking its offerings against global industry standards to ensure that they are competitive. “It’s a goal of ours at Mabiza to be renowned as an employer of choice, responding to the needs and aspirations of our employees,” Banda affirms. “To facilitate ease and flexibility of work, we have deliberately engaged technically competent personnel at artisan level to work as operators.”

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Mabiza has helped to rejuvenate local communities

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With this capable, sizable team at the helm that is expected to expand to 400 full time workers at full capacity, the GM remains confident that Mabiza will execute its ambitions effectively moving forward. “Phase one will lead to the production of nickel concentrate and PGM concentrate; phase two will either involve the production of nickel metal on site through electrowinning or beneficiating the material to sulphate depending on the market; and phase three will see expanded exploration works,” Banda reveals. This won’t be without its challenges, however. The Zambian mining industry has continued to struggle with stable mining legislation after a series of frequent, sporadic changes made it difficult for investors to plan for future projects. “This is ultimately beyond our control,” admits Banda, “but we hope

Web: www.conveyoree.com

The Munali Nickel Mine at sunset

the government will heed to our plight that we have highlighted at every opportunity. Stability will provide more confidence, and confidence will allow investment to flow.” Expressing these concerns both directly to the government and through the Zambia Chamber of Mines, Banda remains both hopeful and

Address: Shop No 1 Protea Hotel Kabundi Road, Chingola

Telephone: +260 212 310562

optimistic that the horizon remains prosperous with the Munali Nickel Mine in capable hands. He concludes: “Having gone down twice, the mine has been given one more lease of life that must not be squandered. We have embarked on an exciting journey for the local community, the country and the investors. “As stakeholders we are confident that we shall achieve a good outcome, but we need to be in a position of applying our various talents in unison in order to win as only the best is good enough.”

Mabiza Resources Ltd Tel: +260 213 235 191 gm@mabiza.co.zm www.mabiza.co.zm

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Empowering Entrepreneurs Irvine’s Group continues to facilitate the growth of local chicken industries across several Sub-Saharan African countries thanks to its support of local growers through a one-stop shop supplier service

Writer: Tom Wadlow | Project Manager: Lewis Bush oultry – an economical, healthy protein source and second only to pork in terms of consumption around the

world. A staple part of a huge variety of cuisine, from fast-food and roast dinners to curries and barbeques, chicken in particular is famed for its versatility and relative affordability versus other types of meat. In Sub-Saharan Africa, there are enormous opportunities to improve nutrition levels in a big way by increasing per capita consumption, an observation made starkly clear when comparing available statistics from around the African continent. Take Nigeria, for example. It is the most populated country in Africa yet consumes less than two kilos of chicken per capita every year. Compare this to continental counterparts such as Mali (23.9 kilos) and South Africa (38.7 kilos), and the growth potential is obvious. Nigeria is typical of many countries in the Sub-Saharan region, and for companies such as Irvine’s Group, there is tremendous scope to further support local chicken industries and

Small scale farmer selling maize to Irvine’s in Zimbabwe

thus boost nutrition levels for millions of citizens. “Chicken consumption in SubSaharan Africa is still low, and if you move the needle slightly in countries such as Tanzania, you can very quickly double the size of the industry,” explains Patrick Murphy, the company’s Chief Sales Officer. “Even if you upped per capita consumption from 1.5 kilos to three kilos, it would make a massive

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difference for both consumers and everyone involved in the poultry industry. As people become wealthier, they generally consume more protein in their diets, and chicken is a fantastic source of protein.” Murphy, who is formally educated in the agricultural sphere, was inspired to join Irvine’s for a variety of reasons, not least because it is a family-led, growing business making a real difference to people’s lives in multiple countries. “Relationships are very important, and this is what we pride ourselves on,” Murphy adds. Indeed, the business has been forming relationships all over SubSaharan Africa ever since it was founded in 1950 in Zimbabwe. Irvine’s has expanded under three generations well outside of its original homeland, with significant physical presence in the likes of Mozambique, Botswana and Tanzania, with networks of breeders, partners and customers across much of the wider SSA region. This combines to create a formidable portfolio which includes chicks, nutritional and health solutions, poultry equipment, processed meat, table eggs and parent stock.

AFRICA

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example of Irvine’s impact on local entrepreneurialism, referring to the small-scale sector as the company’s bread and butter. “Being our oldest market, we have a lot of learnings from here that have helped us adapt, grow and improve as we move into other markets,” he continues. “We have a client near to us in Zimbabwe who represents our perfect story that we want to get out there.

IRVINE’S GROUP IN AFRICA Serving clients of all sizes across Sub-Saharan Africa, Irvine’s Group operates through several specialised and dedicated divisions based in Zimbabwe, Mozambique, Botswana, Tanzania and South Africa.

Irvine’s Zimbabwe: Original home of the company and still its largest base, the Zimbabwe business focuses on hatching day old chicks, layer egg production, feed processing and meat processing. The unit has grown from a single room in a home to producing around one million Cobb day-old chicks a week, processing 300,000 birds per week and producing four million table eggs per week.

Irvine’s Group comprises six separate divisions

Supporting small-scale

This extensive footprint is underpinned by a purpose, vision and set of values that revolves around trust, honesty and empowerment of local businesses on a regionwide scale. “We want to do as much as we can to support local industries,” says Murphy. “It is not helpful to talk about Sub-Saharan Africa as a whole, singular market without acknowledging that every country is different and has its own ways of doing business. “For example, Botswana and Mozambique have very different DNAs in terms of how their poultry industries are developed and the social and political challenges they face. “This is where we thrive. We have the ability to bring a solution to the small-scale farmer thanks to our knowledge of the markets, range of products and supply chain network through our Irvine’s Africa division.” Murphy cites Zimbabwe as a prime

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Irvine’s Mozambique: The second country the group moved into,

Mozambique represents a prolific hatching operation. Irvine’s Mozambique has invested in a high-tech hatchery that currently produces 240,000 chickens per week and supplies over 1,500 tonnes of feed per month.

Irvine’s Botswana: Has grown into a large breeder farm and hatchery producing over 300,000 Cobb 500 chicks for local growers. A new feed production unit is currently being set up by Irvine’s Botswana.

Irvine’s Tanzania: The newest addition to Irvine’s Group portfolio,

comprising a breeder and hatchery operation producing 220,000 chicks per week and supplying feed to local growers.

Irvine’s Africa: The specialist procurement and distribution unit of

Irvine’s Group, helping clients large and small to manage their supply chain operations through custom-made solutions. Focused on the supply of the following range of products: livestock and poultry nutrition, animal health and hygiene, equipment, packaging and custom procurement. This business specialises in logistics and all Irvine’s products can be acquired and shipped through this business.

Cobb Africa: Irvine’s is the oldest distributor of Cobb chickens in the

world, and through the Cobb Africa brand is the key supplier of parent stock for Sub-Saharan Africa (selling around 2,000,000 parent stock chickens a year). Parent stock are supplied from both within Africa and Europe, giving the business an important element of flexibility.

Producing safe feed with Sal CURB® and TOXFIN™ Safe feed is essential to be able to produce safe food for human consumption. Contaminated feed and food may cause serious illnesses or even death of the animals or humans that consume it. Pathogenic bacteria, such as Salmonella and E. coli, may be transferred to animals via feed and thus feed mill and feed hygiene is a critical step in securing the feed safety chain. Although certain heating processes, such as pelleting and hygienisation, will kill bacteria, recontamination may occur during conveyance, transport and storage of feed. Preventative steps and actions are thus needed to prevent feed recontamination and ensure feed safety. Physical cleaning and treatment of production areas, storage areas and trucks (including feed compartments) plays a critical role in preventing recontamination of feed. This process involves the application of activated, dry antimicrobial products, such as Sal CURB® CD Dry using the Kemin Powder Duster system, to critical control points throughout the production lines to reduce the levels of bacteria present to acceptable levels. The use of a focused schedule and monitoring, tailored to each production systems unique product flow and risks, can ensure successful management of these risks. To ensure sustained feed safety, from production until feeding, in-feed antimicrobial additives, such as Sal CURB® S Dry or Liquid, can be added during mixing to facilitate the management of these risks.

Kemin’s range of proven anti-microbial feed additives can be safely added to both raw materials and feed to provide effective microbial risk management, as well as ensuring nutrient and quality preservation. Fungi and moulds are ubiquitous and therefore the formation of mycotoxins can occur in all agricultural commodities, under appropriate field or storage conditions, throughout the animal feed supply chain. Highly contaminated raw materials and feed can result in severe health and performance losses due to mycotoxicosis and even low-level mycotoxin ingestion over time can cause an array of metabolic disorders, resulting in reduced animal productivity and performance. Long periods of exposure to mycotoxins increase the risk of possible negative effects in animals, due to prolonged liver detoxification processes, microbial population changes and reduced immune function. Mycotoxin binders can be used to reduce or neutralise the potential negative effects of mycotoxins in your animal herds or flocks, allowing their natural performance to be achieved. TOXFIN™ is a unique, nondigestible mycotoxin binder designed for broad spectrum mycotoxin binding, with targeted binding to ensure high binding and retention capacity throughout the digestive tract. It contains active adsorbents, which effectively bind the most significant mycotoxins in African climates, namely Aflatoxins and Ochratoxins. Our range of products, programmes and services, combined with years of experience offer tailored solutions to meet any of your feed safety needs.

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She is a single mother who started growing roughly a hundred chickens a week around five to 10 years ago. “Now, with the input of Irvine’s, she is growing a thousand chickens a week and has educated her children to help her run the business. It is a story we are proud of and shows what we can do for local entrepreneurs – we are not just selling a product; we are selling a business opportunity.” Indeed, this is one of many cases where the company has enabled smaller businesses in the industry to upscale and develop sustainably, and it is this smaller-scale subsector which Murphy believes will fuel much of the growth to come. “The chicken sector in many of the countries we are in is much more informal than the likes of Europe and even our neighbour South Africa,” he says. “Many people are still buying their chickens from live markets, and the

reason for this is that cold chains are not fully developed yet, while retail and QSR industries are still developing. Smallscale farmers feed into this informal market, and we want to join them on their growth journeys as the sector matures and their volumes increase.” Irvine’s impact is already demonstrable and backed up by numbers. For example, every year it trains approximately 8,200 small-scale farmers and serves more than 60,000 as customers. This translates into a network of breeder and small-scale growers generating some $355 million in revenue from around 65 million chickens. More important is the fact that $141 million of this income is profit which goes back into local communities, testament to the efficient operating processes and business knowhow which Irvine’s has helped to impart on its customers.

PLASSON

armers need world-class agricultural equipment, technological innovation and expertise to remain successful in a growing and challenging industry and this is where Plasson SA comes in. Plasson SA works with all leading poultry integrators to the industry, whether for broiler production, breeders or commercial layers. Our wide range of feeding, drinking and ventilation equipment can be installed into and can work with any of the house designs and building types available. At Plasson SA, we are passionate about agriculture, passionate about our clients and committed to helping you build a thriving business that will stand the test of time. T +27 11 708 3094 E craig@plasson.co.za

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Addressing challenges

One of the greatest obstacles Irvine’s helps its clients address centres around logistics. For Murphy, this represents one of the most significant challenges facing the poultry industry, especially with companies who require smaller volumes of chicks, nutritional and health products, packaging and other equipment. All of these needs can be supplied by the group through the aforementioned Irvine’s Africa subsidiary. A customised equipment and procurement operation, it operates a large warehouse in Johannesburg, from which it can distribute across the region in a timely manner thanks to the volumes it has in stock. “Irvine’s Africa’s philosophy is a pretty simple one,” says Murphy. “It is a volumes-driven business, and ties in all of our buying power and passes the savings onto our clients.” The division draws on a multimodal

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network of road, sea and air transport, able to move any of the products made by the Irvine’s Group family of businesses and partners. Crucially, the service is flexible and customisable, meaning smaller farmers can order precisely what they need at a cost that will suit their budgets. Knowledge is another challenge identified by Murphy, not least when it comes to recruiting for Irvine’s itself. He says: “If you look at markets like the US or South Africa, these are huge chicken markets with technical expertise readily available. Our markets are developing and finding people with poultry skills can be difficult. “We try and overcome this by employing people with a strong willingness to learn and combine this with technical training from both within the group and our partners such as Cobb, who send over experts to help us. “We’re also not afraid to bring in other external expertise. For example, we drafted in an expert from Brazil to get

our project in Tanzania off the ground, and very much want to transfer his knowledge to local people in the poultry business. Brazil has some very practical and extremely bright people when it comes to animal husbandry.” With expertise such a valued commodity in the Sub-Saharan African poultry and agribusiness field, it is vital for companies such as Irvine’s Group to continue imparting their knowledge onto local entrepreneurs. This can be achieved in many ways. For instance, Irvine’s in-house consultant nutritionists help to develop an uncompromising approach to quality and an intimate understanding of market trends, while its team of husbandry experts offer a hands-on approach to engaging with customers and teaching the secrets of successful poultry rearing. All of this is backed up by activities at in-house and collaborating laboratories, work which ensures standards remain as high as possible across the board.

“We must also ensure our own processes meet global standards,” adds Murphy. “The chicken industry is a very technical one. For example, breeder operations are meticulously designed and our hatcheries are fully environmentally-controlled and able to produce quality chicks in a costeffective way. “Global best practice is something we pride ourselves on, no matter what market we are entering.”

IRVINE’S BY NUMBERS Having started out as a humble family business in 1950, Irvine’s Group has grown enormously to become a key supplier to the industry across the region, all the while staying true to its family roots. Here are some key numbers accumulated from all of its divisions:

1,750,000 – average number of day-old chicks produced per week

4,000,000 – average number of table eggs produced per week

16,400 tonnes – amount of

finished feed produced per month

250,000 – amount of chickens processed per week for consumption

2,200 – total number of

employees across Irvine’s Group

>$32 million – capital

expenditure over the past three years

$26 million – amount spent

on maize per year (118,000 tonnes)

$28.025 million – amount spent on soya per year (62,800 tonnes)

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IT IS LIKE HAVING YOUR OWN FACTORY Quality standards, food safety and traceability are of prime importance to us!

At SA Premix we take your needs seriously. We believe that our clients are enntled to only the best products, therefore we ensure superior quality. Our Vision is to be your preferred supplier of vitamins and minerals for your business, by giving you peace of mind that only suitable and traceable ingredients have been used in your product. We are members of AFMA, FAMI-QS as well as DNV.

Telephone: +27 11 922 1870

New horizons

This ongoing investment into its own capabilities will prove vital as Irvine’s moves into its next phase of development. In Botswana, an exciting chapter is emerging in the form of a new feed mill. A facility which will add to the breeder and hatchery capacity already present here, it will contribute to the company’s nutritional portfolio which includes proteins, soya-based commodities, feed additives and infeed medication. Murphy adds: “This typically makes up around 60 to 70 percent of a grower’s cost base, so ensuring a quality, affordable supply is crucial to their success. We can provide that relationship.” This expansion aside, the immediate priority for Murphy moving forwards is to consolidate Irvine’s Group’s market position across the territories it serves. “Having recently moved into

Tanzania it is important we bed down in this market and strengthen our presence,” he says. “We are still a family-owned and family-run business, and I think it’s one of our strengths as it gives us the agility to act quickly on new opportunities when they arise. “The company is becoming a lot bigger and this inevitably means we need more corporate structure, but the family DNA is still strong. Craig Irvine represents the third generation of the enterprise and I continue to work very closely with him.” The balance between growth and agility, coupled with ongoing nuances and challenges faced in individual market countries, presents an interesting dynamic for Murphy and the Irvine’s team. Indeed, for the Chief Sales Officer, the ever-changing nature of the industry is why he remains as motivated to succeed at the company today as he did when joining more

www.sapremix.co.za

than 10 years ago. He concludes: “First and foremost I’m an Afro-optimist. “It is a fantastic place to be. Yes, Africa has its ups and downs, but you cannot ignore the potential of the people here and the tremendous resources the continent has to thrive. It is not going to be plain sailing, but this is why I love the job. “We have got to become more self-sufficient from a food production perspective, and the poultry industry is going to be fundamentally important to this shift. We are on an upward curve.”

Irvine’s Group Tel: +2711 465 9497 info@irvines.co.za www.irvineschicken.com

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F E R O N I A

Socioeconomic Salvation in the DRC Dismantling the negative stigma surrounding palm oil, Feronia is demonstrating how plantations can be the economic and social lifeblood of communities when they are run in the right way Writer: Jonathan Dyble | Project Manager: Matt Cole-Wilkin

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When we acquired Plantations et Huileries du Congo Sa (PHC) in 2009, its future was in jeopardy having fallen into a state of severe disrepair after decades of disruption and a lack of care. “Without substantial investment the business would have collapsed, with thousands of workers losing their jobs, tens of millions of dollars of wages not paid into the local economies and none of the social services which exist today would have survived.

AFRICA

“The business’s key revenue generating asset, its trees, were beyond the end of their productive life; the mills which turn fruit from the trees into the oil were mostly nonfunctional; none of the facilities we inherited had been maintained in 20 years and the surrounding roads had largely ceased to be passable.” Tasked with replanting three million trees, replacing numerous mills, repairing hospitals, schools, roads, utilities infrastructure, and attracting the investment necessary to do so, the

past decade has been a challenging one for Feronia to say the least. The opening statements come from Xavier de Carniere, CEO and Executive Director of the company that claimed responsibility for revitalising PHC’s Lokutu, Yaligimba and Boteka palm oil plantations in the Democratic Republic of Congo. He continues: “We were constrained on all fronts, be it financially or the difficult operating environment. The workforce, for example, who had stuck by the business despite an

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F E R O N I A

uncertain future, had been significantly neglected. “We made a commitment to retain the entire workforce, despite initially being grossly overstaffed. We honoured all previous commitments from Unilever plc including retirement payments and unpaid wage claims, even including those relating to the war years.” And yet, in the face of these hardships, the need for a monumental overhaul and boundless modernisation requirements at the palm oil plantations, Feronia and indeed de Carniere are beginning to bear the fruits of these labours, having created a business to be proud of.

Those employed on the plantations have seen their wages almost quadruple in the last 10 years, while production levels have risen from 3,000 tonnes of palm oil in 2010 to 40,000 tonnes in 2018, with the expectation that production will continue to grow at 30 percent annually for a little while longer. “The trees are now in the ground, fertiliser has been applied, and we are just starting to see the payback of our efforts which we believe will be exponential in the near future,” de Carniere states. “We’re anticipating Feronia to soon become an overnight success, owed to the hard work of the past decade.”

WHY PALM OIL? Feronia’s plantations produce crude palm oil (CPO) and palm kernel oil (PKO). Both of these products are used in Congolese cooking processes and are rich in vitamin E, vitamin A and natural tocotrienols. In addition, they are also used in the manufacture of many soaps and cosmetics, making them versatile, highly demanded products that harbour the potential to provide a multitude of benefits for emerging economies such as the DRC. “Unlike its direct competitors of soy and rapeseed, which fuel the genetically modified, herbicides and pesticides trades, palm oil, when proper standards are applied, is a hugely efficient, clean, near zero carbon footprint crop, and immensely labour intensive,” de Carniere reveals. Equally, Feronia’s business model is centred around taking on derelict or rundown plantations, then renovating to become sustainable businesses for the benefit of local communities without contributing to global crises such as deforestation. “It grows primarily in developing countries, where jobs and investment are dearly needed,” the CEO adds. “A lot of the bad press about palm oil serves specific economic interests, but in reality, palm oil is probably one of the best ways of sharing wealth with those who need it most.”

VECOTRADE S.A. Vecotrade S.A. – Luxembourgian company with worldwide business relations We have 30 years of professional experience in three major industrial sectors: • Woodworking industry – from the log to the finished industrial product • Recycling industry – treatment technology for solid waste valorisation • Biomass handling and feeding – highly qualified long life technology for industrial power generation based on biomass We’re proud of our flexible, qualified team who can provide solutions for you company’s needs. We work with suppliers from different European countries, partners which are dedicating to supporting us in providing our customers with leading services.

J BUMI SAWIT ENGINEERING

Bumi Sawit Engineering is more than just a supplier and technical service provider for boilers, palm oil mills and steam plants. We stand for end-to-end accountability; from the point of purchase through to the commissioning, servicing and supply, ensuring that the completion of any project is accompanied by 100 percent client satisfaction. Backed by committed professionals, we ensure demands from project sites are fulfilled without delays. We know customers want their goods and services yesterday. We will be more than happy to be of assistance to you whether it is nuts and bolts or an industrial steam boiler. Jagadish Viyapuri CEO, J Bumi Sawit Engineering Sdn Bhd, Malaysia E sales@bumisawit.com

www.bumisawit.com

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Consultancy until start-up and beyond for the following: Biomass power plants Recycling industry Woodworking industry We deliver the solution for your project. European technology based on African needs. High availability at approachable investment costs.

VECOTRADE S.A. L-9990 WEISWAMPACH - Luxemburg Web: www.vecotrade.com Mail: rk@vecotrade.com Phone: +352/26.91.26.37

J Bumi Sawit Engineering Sdn Bhd (Malaysia) PT Bumi Sawit Teknik (Indonesia) We provide the following services: 1. 2. 3. 4. 5.

Design, Supply, Install and Commission Steam Boilers. Supply of Steam Turbines, Water Treatment Plant After Sales Service and Spare Parts for Steam Boilers and Turbines. Supply of Equipment, Machineries, Valves, Consumables and Spare Parts for Palm Oil Mill and Steam Plants. Thermal Insulation Works

Address: 35, Jalan Perindustrian 4/KU8, Kawasan Perindustrian Meru Selatan, 41050, Klang, Selangor, Malaysia Tel: +60333960753 Fax: +60333960853 E-mail: sales@bumisawit.com www.bumisawit.com

Engineering Solution Provider For Palm Oil Mills and General Steam Plants.

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F E R O N I A

CELEBRATING COMMUNITIES

Feronia partakes in a number of corporate social responsibility practices. These include, but are not limited to: Family planning partnership with Mary Stopes International The duo launched a partnership geared towards supporting women and girls across Feronia’s plantations and raising awareness of family planning. Safe drinking water Feronia has installed 72 water boreholes and water sources across its three sites for use by its employees and local communities. A further 38 water boreholes are planned for the next three years. Healthcare Feronia’s employees and their families receive free healthcare, and members of the local communities have access to the company’s medical facilities at hugely subsidised rates.

Upholding the overlooked

Joining the project five years ago, the inspiration for de Carniere to get involved was simple. “I saw an opportunity to help write a success story in a country which desperately needs local employment,” he states. Helpfully, this vision was shared by a number of development finance investors (DFIs) and other lenders who have backed Feronia, the company working closely with them and the government to ensure that best practices and sustainability became its central pillars, committed to ensuring that the business was being rebuilt in the right way. As such, Feronia has become a exemplary societal and economic figurehead in the DRC, paying several million dollars each year in various taxes and on average 11 million dollars annually in remuneration costs to 4,000-plus employees and 8,000-plus external contractors, despite having

Construction of social infrastructure Feronia has so far constructed six new schools and three new health centres with much more social infrastructure planned over the next few years. Community development projects Working with local NGOs and community development committees, the company is funding community-based projects and enterprises to improve food security and income generation for local people. These include fish farms, brick making businesses and assorted arable farming projects.

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RESULTA EXPORTERS Growing Africa’s agri-food sector with world-class process engineering equipment The future of Africa’s food manufacturing sector is looking bright due to rising disposable incomes and an expanding population. However, to remain competitive like Feronia, companies need better food processing facilities and infrastructure, says Eric Juncker, MD of South African process engineering firm Resulta Exporters. Over the past years, Africa’s food and agri-processing sector has become a key economic contributor, with the industry’s value expected to rise to $1 trillion by 2030, the Africa Agriculture Status Report shows. Juncker, who has been working with agri-food companies including palm oil producer Feronia for three decades, isn’t surprised. “From edible oils, dairy and juice to flour producers: Africa’s agri-food sector is growing by the day, in both volume and value,” he says. There are, however, challenges. African food processors don’t always meet global quality standards due to ageing infrastructure. “This prevents them from exporting and growing,” Juncker explains. “The EU, for instance, is very strict regarding how goods are manufactured.” Africa’s agri-food community is acknowledging this. Resulta Exporters, as a result, has become an increasingly popular equipment partner.

Employment opportunities

“From mega-firms like Feronia, for who we supplied a state-of-the-art 30-tonnes per hour mill in the DRC, to smaller businesses: ventures from across Africa want us to help them enhance their processing operations with cost-efficient European quality equipment, supplied at shorter lead times,” Juncker says. Another advantage is that Resulta focuses on Africa and is based in Africa. Juncker: “This means we truly understand Africa.”

Industry serving local communities

For more information visit:

www.resulta.co.za

Africa’s preferred supplier of engineering equipment and processing machinery • Resulta Exporters is an international project engineering company that supplies state-of-the-art process equipment, spare parts, and components to agri-food and beverages producers across Africa. • Based in South Africa, we serve companies in all African countries, from Tunisia and Ethiopia to Côte d’Ivoire and DRC. • Our engineering team has 30 years of Africa experience. • We speak English, French, Portuguese, German, Italian, Flemish and Afrikaans. • Visit our website for our product range.

info@resulta.co.za | +27218801094 | www.resulta.co.za

been a loss-making enterprise since its inception in 2009. “We also partner with local and international NGOs to help provide alternative sources of revenue to local people,” de Carniere adds. “This includes helping develop fish farms, cocoa plantations, rice projects and other meaningful enterprises. The ultimate aim is to use our presence to benefit both our employees and wider populations through these initiatives and our own work, all of which will help alleviate poverty in one of the poorest countries in the world.” Sustainability is a reoccurring theme in many of the company’s social upliftment practices, opting for a more innovative, lasting approach alongside its traditional social investment programmes. De Carniere explains: “We favour a co-development approach in order to give communities ownership and responsibility, moving away from any sense of paternalism which was historically the approach in many

plantation businesses. “We estimate that 150,000 people live on or directly around our three PHC estates, with little alternative source of formal employment than us. It is therefore essential that we are a catalyst for development by helping stimulate projects creating opportunities so that everyone can benefit. That includes bringing modern and internationally recognised approaches to governance to a part of the world which has been largely overlooked in this regard, until now.”

An enterprise of opportunity

Equally, the true extent of the longterm commercial opportunities that were presented to Feronia prior to its acquisitions of PHC were easy to see, despite the time, money and work that it has taken to get the renewed business to a point of profitability. Not only is the DRC the largest Francophone country in Africa, it has a young, growing population currently

comprised of 85 million inhabitants and is home to 80 million hectares of arable land. The World Bank has even highlighted it as a country that has the potential to become one of the richest nations on the continent and a key driver of pan-African growth. This in mind, as a major producer of crude palm oil, part of the staple and traditional diet of the Congolese, Feronia will undoubtedly come to play a major role in reducing the country’s reliance on imports and enhance food security and quality. “Operating in a country with a rising population, and being the incumbent and dominant producer of a primary, staple cooking ingredient in a landlocked area that is the size of Western Europe, we find ourselves with an almost captive customer base which is expected to reach 200 million people by 2050,” states de Carniere. “This makes us, by far, the palm oil business in Africa with the highest growth potential.”

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F E R O N I A

Wise to these vast prospects that are gradually coming to fruition, Feronia continues to actively invest in its sites, evident in the firm’s current endeavours that include the rebuilding of its Lokumete Mill from scratch. Once operational, it will be the most modern and technologically advanced palm oil mill across the entirety of Africa. “It is a massive investment in a very remote place,” de Carniere reveals. “But we take great pride in our ability to deliver such a technological miracle

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Our employees are of course the backbone of the company, but our partners and suppliers are the blood and the muscles – they are critical in helping us achieve our targets”

in the middle of nowhere, and it is only made possible thanks to our alchemistmagician partners and suppliers, and a lot of hard work. “Our employees are of course the backbone of the company, but our partners and suppliers are the blood and the muscles – they are critical in helping us achieve our targets. We are quite fortunate to have a number of partners and suppliers who have worked with my team and myself in the past, who trust us and have demonstrated incredible levels of competence and patience as

Feronia specialises in reviving palm oil plantation setups into commercially and socially viable businesses

“[This] is only made possible thanks to our alchemistmagician partners and suppliers, and a lot of hard work”

“There are numerous derelict plantations in the DRC, awaiting to be rehabilitated, without having to cut down forests or impact the environment”

we have progressed. We owe them a lot of thanks.”

Changing the state of play

With the support of its partners, investors and the communities combined, Feronia is making the final few stops on the road to profitability, a goal that has been in the works from day one. “Palm oil production is mostly a fixed cost business, so volume drives sales,” says de Carniere. “And we are now at a level which will mechanically

make us profitable.” This is not Feronia’s single priority for the coming year, however. The organisation is additionally striving to consolidate its position and reinforce its license to operate by furthering its win-win relationships with the DRC’s communities. Thirdly, de Carniere reveals that its sights are also set on expanding the business through downstream integration and lateral acquisitions, all while maintaining its principles of zero deforestation and responsible and

sustainable practices. “There are numerous derelict plantations in the DRC, awaiting to be rehabilitated, without having to cut down forests or impact the environment, which can help reduce the country’s reliance on imports and boost the local employment and economy,” he reiterates. “Once we have proven our showcase with PHC, funding will no longer be an issue, and this will be the next step.” These three ambitions sit against a backdrop of optimism, owed to the substantial commercial opportunity awaiting Feronia over the coming years and the role that the company will undoubtedly play in bolstering national food security. It is this that the Chief Executive points to in his concluding statements. “The vegetable fat consumption per capita in DRC is probably the lowest in Africa, at just four kilograms per person per annum,” he states. “The African average is three times that, hence it is virtually impossible to reduce it further without causing an unprecedented national humanitarian crisis of malnutrition. “Consumption per capita can either remain where it is or increase, the latter being our goal. Combine this with the pending population growth of the coming decades, and you can certainly see the upside potential. “Palm oil is probably one of the best ways of transferring wealth to where it is most direly needed – it can create a better, more balanced world, where people in developing countries have a future. My team and myself are proud to help build that future.”

Feronia info@feronia.com www.feronia.com

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AT L A S

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The Connectivity

Catalyst Since entering the South African market in 2013, Atlas Tower has been driving wireless connectivity across the country, the firm looking to expand its reach both here and beyond Writer: Tom Wadlow Project Manager: Vivek Valmiki

obile phones represent a lifeline for many consumers across Africa. Far beyond simply a communication device, they are often the primary channel to get online and a critical tool to access various life-enhancing services such as finance, education, health and utilities. Research from trade association GSMA repeatedly underlines these assertions. In 2017, it recorded 444 million unique mobile subscribers in Sub-Saharan Africa, a penetration rate of 44 percent, up from just 25 percent at the start of 2010. This is forecast to reach 52 percent, or 634 million subscriptions, by 2025, growing at a solid annual rate of 4.6 percent.

Perhaps even more illuminating is the prediction that data usage across the region will grow sevenfold between now and 2024, driven by a young consumer base which is triggering a profound shift in mobile engagement patterns. These trends translate into an enticing prospect for wireless infrastructure specialists such as Atlas Tower. Originally founded in the US by current CEO Nathan Foster in 2007, he identified the opportunity Africa presented and the role his company could play in catalysing economic development for the betterment of its citizens. “Africa’s significant population, intense mobile subscription growth and data penetration rates are a key driver in our business,” he explains.

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AFRICA

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Developing and maintaining long term relationships on a sustainable and competitive basis Epiglo Pty Ltd is a highly dynamic company which is involved in the civil and telecommunication construction environment. We are highly experienced in the management, construction and completion of various disciplines in the telecommunication environment, including turnkey cellular site builds, electrical installations, tower rigging, civil installation work and piling. OUR MISSION To design telecommunication base stations to the highest quality and specifications. In order for us to achieve our vision, we focus our attention and efforts on designing, constructing and installing turnkey equipment. OUR VISION

OUR ACCREDITATION Proud Company All our work is done in accordance with National Construction-, Occupational Health and Safety Act Regulations and we are proud to say that our Heath Safety is of the highest standard in our industry. Epiglo Pty Ltd has an implemented quality management system (QMS) that ensures continuous quality improvements. We are currently busy with our NOSA accreditation and should be certified soon. We are also committed to protecting our environment and have an approved Safety, Health, Environmental and Quality Policy. Epiglo Pty Ltd is a verified level BBBEE Level 1 Contributor and its vision is to empower, educate and uplift its people. EXPERTS IN OUR FIELD Highly Experienced Group

To become the industry leaders in the construction of turnkey Telecommunication Towers, well respected by our peers, and a preferred service provider to our clients.

We are highly experienced in the management, construction and completion of various disciplines in the telecommunication environment, including turnkey cellular site builds, electrical installations, tower rigging, civil installation work and piling.

CORE VALUES

OUR PROCESS

· Scrupulous work ethics · Persistently providing outstanding quality and reliable services; · Good communication · Accountability · Respect, courtesy and fair management · Training

See How We Handle Business

WHAT MAKES US SPECIAL Our Staff From Epiglo (Pty) Ltd inception the company was staffed with highly experienced and capable personnel, well versed in the turnkey construction of infrastructure for remote telecommunication base stations.

Planning is an important part of construction as these activities help our civil teams complete the project in time and ensures that everyone is aware of what needs to be done. Mast Foundation Excavation process is the process whereby the soil is removed from a designated area where the base will be constructed Support structure The reinforcement is the main support structure in the base of the tower designed by the engineer along with the concrete. Electrical We take Responsibility for the Electrical Installation and connection from the site AC Distribution Board to the Supply Authority AC Distribution Board and the issuing of electrical certification of compliance (COC). Fencing Supply and installation of the fences or the building of brick walls surrounding the sites.

Nomathemba Mkethwa 68 Rigger Road MSI Business Park , Block E, Kempton Park T 011 394 2956,2957,2958 C 0603208388 F 011 394 2397 E info@epiglo.co.za E nomam96@gmail.com Fanie Lotz T 011 394 2958 C 082 550 0864 E fanie@epiglo.co.za

A T L A S

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G R O U P

The mobile penetration rate in Sub-Saharan Africa is forecast to reach 52 percent, or 634 million subscriptions, by 2025

“With more than a billion people in Sub-Saharan Africa, penetration rates still relatively low, and with a youthful population eager to adopt wireless connectivity, Africa provided the correct fundamentals. “Generally speaking, Africa is skipping some steps in the traditional first world telecom and connectivity calendar – landline communication has never played as important a role in African households as it has in European and American ones. Wireless communication has therefore sprinted to the forefront and is as vital in Harare as it is in Manchester.” Moving into international markets may not have appeared the most natural step for Atlas Tower on first glance. The company had created a niche business with assets primarily located in affluent, difficult to build US communities, but its underlying trait of generating top-of-the-range asset

value is what convinced Foster it would succeed elsewhere. “In 2013, we began exploring African markets,” he continues. “While our competitors in the US were looking south, we believed southeast had more options. “My wife and I had spent a lot of time in Africa, so the fundamental business risks that keep many of our countrymen off the continent seemed less formidable to us.”

Building wireless foundations

Foster and his team have never looked back. Today the company owns more than 1,000 macro towers around the world, with most of its portfolio residing in South Africa. These wireless infrastructure sites serve all mobile network operators (large and small, licensed and unlicensed), with clients including Vodacom, MTN, Telkom, Airtel, Orange, CellC, Rain, Liquid, and several

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smaller operators and wifi providers. Flexibility and accountability are important hallmarks of Atlas Tower’s services, its towers built with the option to extend and adjust according to individual client requirements. Tower site development are managed via an expansive network of offices, its 60 regional employees based in offices in Cape Town, Pretoria, Durban, Nairobi, Garborone, Umthata, Port Elizabeth and Bloemfontein. This approach, combined with deep knowledge of town planning and regulatory process, is a key differentiator for Foster. “We are company born from town planning and land development, not from corporate finance, like most,” he says. “This means we focus on fast development of modern infrastructure, not the buying and monetising of older, more antiquated towers sites.

piglo Pty Ltd was started in 2009 by entrepreneurial businesswoman Nomathemba Mkethwa to make a difference to the people of South Africa in the telecommunications industry, and was in 2009 registered with the Department of Trade and Industry. Epiglo Pty Ltd is a black owned company with a BBBEE Level 1 status, and celebrated its 10-year anniversary in July 2019, its reputation built on commitment, integrity, honest and hard work, executed with professionalism at all times. We are highly experienced in the management, construction and completion of various disciplines in the telecommunications environment including turnkey cellular site builds, electrical installations, tower rigging, civil installation work and piling, which enables human interaction and connection via seamless digital communication. The company has dedicated and talented individuals who are passionate about their work to ensure that each of our efforts leads to the success of our vision – our corporate culture is actively embraced by every team member. We have a diverse set of knowledge, skills and competencies and firmly believe in education and the development of our people. It is through collaboration, team effort and the attachment to our vision that inspires us to deliver great results. Epiglo Pty Ltd offers our employees the opportunity to be empowered through direct leadership access, an atmosphere of collaboration and cooperation,

mentoring, consulting and exchanging ideas, access to information and learning from each other to enhance skills and knowledge. All our work is done in accordance with the national construction and Occupational Health and Safety Act regulations, and we are proud to say that our health and safety is of the highest standard in our industry. To this end we are managed and audited by Bitline International, an accredited organisation. Further, Epiglo has a quality management system that ensures continuous quality improvements and the firm is currently busy with NOSA accreditation and should be certified soon. Epiglo is contracted to Atlas Tower USA International to build mast towers on behalf of leading and highly renowned local and international companies such as Telkom, Cell C, Vodacom and MTN. Planning is an important and integral part of construction as these activities help our civil teams complete the project in time and ensures that everyone is aware of what needs to be done. Mast foundation excavation is the process whereby the soil is removed from a designated area where the base will be constructed to support the structure. The reinforcement is the main support structure in the base of the tower designed by the engineer, along with the concrete. The unprecedented growth in the global telecommunications sector has presented Epiglo with an opportunity to transform itself into a leading organisation.

T 0011 394 2956 / 2957 / 2958 • Cell No 0603208388 • F 011 394 2397 • E info@epiglo.co.za

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G R O U P

“Most competitors buy tower assets from mobile network operators, a model that we generally do not subscribe to since it does not provide enough site by site value. Thanks to our proprietary methodology, we believe we have some of the most valuable sites on the continent, positioned to be critical to the growth of the next generation of wireless networks.” The fact that more than 60 percent of its staff hail from town planning and land development backgrounds also means Atlas Tower can be the best at manoeuvring through challenging land development schemes. Foster continues: “Our makeup ensures we focus on the constant improvement of the land development process. We try to incubate a creative work environment, where no new idea meets resistance. We believe being creative actually promotes speed and the fastest delivery of solutions to our tenants.”

Powering people

This empowering working environment is a source of pride for

Foster and his fellow Co-Founder Randi Clendennen, who serves as Atlas Tower’s Chief Strategy Officer. A business background stretching beyond two decades, she recognises the value in creating a vibrant workplace. “We have a strategic approach to building a dynamic, diverse team of local professionals who are experienced, results driven and share a common passion for success and integrity,” Clendennen adds. “We seek to build a working environment where individuals are free to be creative, innovative and implement a think outside the box approach. This is backed up with ongoing training and we ensure our team have the tools they need to provide our clients with streamlined solutions.” The success of Atlas Tower’s venture into South Africa to date has enabled it to impart its skills in local communities, an important part of the company’s corporate social responsibility programme. Clendennen highlights how the firm is offering career development

OASYS

stablished in 2015, Oasys benefits from an ideal combination – it has compiled a team of highly experienced and capable personnel, yet it remains a highly dynamic, agile telecommunications construction company. From its offices in Gauteng the business provides turnkey solutions across site and tower builds, RF installation, optic fibre infrastructure builds and a broad range of other maintenance services throughout Africa. Leveraging its esteemed expertise, Oasys has successfully managed and completed numerous projects for highprofile cellular providers, each of these having been delivered in accordance with industry health and safety regulations across the continent.

CND TELECOM GROUP

e are leaders in the Telecom industry and are working side by side with Atlas Tower to provide better and faster connections. We are proud to be able to be one of their leading project management teams and help them to create a better future. Our Health and Safety policy is according to occupational standards, hereby providing a safe working enviroment. We strive to provide the best service possible, with the highest regards to quality, health and safety and client satisfaction.

T +27 21 204 7947 E bertus@cndgroup.co.za

www.cndgroup.co.za

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Oasys Civils is a highly dynamic company who is involved in the civil and telecommunication construction environment. We are highly experienced in the management, construction and completion of various disciplines in the telecommunication environment, including turnkey cellular site builds, RF installations, electrical installations tower rigging (monopole, lattice and stayed), as well as optic fiber civil work and installation. SITE AND ANCE TOWER BUILD S • RF INSTALLATION • OPTIC FIBRE INFRASTRUCTURE BUILD • MAINTEN

We have a combined experience of 30 years in the industry and we are a tower manufacturing company. Apart from the costs and the risk to the client, it leaves a lot of space for mistakes and miscommunication. To combat this, and to provide unsurpassed quality end products, we offer the combination of various skills, capabilities and experience to provide our clients with a single contractor, able to competently and competitively complete projects. We are a Cape Town based company with the infrastructure which allows us to work anywhere in South Africa and surrounding countries. Our management philosophy is one of responsibility, integrity, honesty and fairness and always having the well being of our staff in mind.

Leaders in future communication A single contractor, able to competently and competitively complete projects.

• Site Surveying • Tower Manufacturing • Civil Work • Geotechnical Surveying • Tower Rigging • Electrical Work +27 21 204 7947 bertus@cndgroup.co.za www.cndgroup.co.za

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opportunities through provision of training and work experience, activities which have been extended through the establishment of the Atlas Community Enrichment and Sponsorship scheme. “This programme is an important aspect of our business,” she says, “as we feel strongly in giving back to the

FOUNDING FIGURES Joining forces in 2007 to form Atlas Tower, here is a brief background on the Co-Founders. Nathan Foster: Bringing more than 20 years of experience in wireless infrastructure development, Foster has spent the latter half of his career as an entrepreneur, developing scalable, high value tower portfolios in unique markets. He has successfully set up and sold several American companies and is now focussed on the expansion of Atlas Tower into European, Middle Eastern and African markets. Foster holds a B.S. Degree from University of Wisconsin - Stevens Point and an M.B.A. from Regis University.

community in which we live and work. Our goal is to meet needs which are sustainable and support learning and care for our community. “We have completed a number of initiatives with schools, orphanages and old age homes by providing computers and coding software, building a school classroom, providing fencing and protection, classroom desks, sports kits and building remodelling.”

Scaling new heights

It is also the ambition of Clendennen and Foster to uplift a greater number of communities not only through CSR activities, but expansion of its own tower network to enable greater levels of connectivity. Atlas Tower is already one of the fastest-growing companies in its sector, a status enhanced by recent awards, namely the 2016 TowerXchange Industry Award for best Build-To-Suit Towerco and 2017

KINGFISH CIVIL ENGINEERING

ingfish Civil Engineering (Pty) Ltd was originally founded in 2004. We specialise in fast track construction projects. We were able to identify a need for a company to provide a fast and efficient service within the telecommunications construction industry. Our specialties are within the structural concrete engineering and telecommunications infrastructure industry. We are also competent in the construction of residential, commercial and industrial building. We strive to provide value to all stakeholders involved in each project while completing all aspects of the scope in time and with the highest quality.

T 082 558 6032 E mark@kingfishcivils.com

Randi Clendennen: Drawing on 18 years’ experience developing new high-value business units, generating exponential revenue growth, and facilitating successful corporate exits, Clendennen held senior roles at several tower asset companies before establishing Atlas. She also served a stint as Executive Vice President for WiBlue, as well as holding executive positions at cancer diagnostics firms. Clendennen has a B.S. Degree from Metropolitan State College. The success of Atlas Tower’s venture into South Africa to date has enabled it to impart its skills in local communities, an important part of the company’s corporate social responsibility programme

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110 Brackenhill Road, Waterfall, KZN 3650, South Africa mark@kingfishcivils.com The Best Construction & Civil

Engineering Company in Durban

Established in 2004 as a construction and project management company specialising in fast track construction projects.

Services we render

We are flexible enough to take on almost any project presented to us because we have the skill and experience that makes us an industry leader.

• Design • Fabricate • Erect

CONTACT POWER Electrical Contracting And Maintenance Lightning Protection And Earthing Surge And Over Voltage Protection Back Up Power Systems

With 24 years plus experience in the Telecommunication industry RBI Technical Solutions international is your Integrity Solutions Partner in mitigating and managing your tower infrastructure risk portfolio.

Integrity and Maintenance Structural Inspections Tel: 031 9161987 Fax: 0866068003 Email: info@rbi-tech.co.za

www.rbitech.co.za Contact Power was established in 1988, then specializing in the field of electrical industrial maintenance, plant and factory relocation, control systems design and manufacture. Offering our clients a complete turnkey service from the inception stage of a project such as pre-planning, design, budgeting and tendering through to the various stages of manufacture, installation, commissioning and hand over as well as after sales service and guarantee.

RBI Technical Solutions International provides the service of an Inspection Body for Steel Structures, Electrical Installations and Pressure Equipment appointed by a specific client and is used in the global telecommunication, petrochemical and storage facilities industry to ensure integrity compliance for new fabrication and In-service equipment of masts, towers, rooftops, pressure equipment and storage tanks supplemented with design evaluations, risk investigations, integrity inspections, modifications, maintenance strategies, infrastructure loading optimizations, solutions, structural and civils up-grade implementation project managment, failure investigations and IOT data base infrastructure management

320 Sarnia Rd, Sea View, Durban Kwazulu-Natal Call us at: 031 4590029

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Infrastructure Company of the Year. This solid foundation means it is wellplaced to continue expanding beyond the borders of South Africa. “We are a licensed tower company in three other African countries,” says Foster. “Building a new tower portfolio takes time, and we are still very small outside of South Africa as building new infrastructure is a slow and patient process. “We have learned a lot from South Africa and are using the wisdom from the last five years to make better, more long-term decisions.” Any growth phase will require even deeper relations with suppliers, including the partners responsible for making the company’s towers. Foster continues: “The vendors who supply our towers work in an interesting ecosystem, one that requires cheap raw steel and high production levels to maintain profitability. It’s certainly a

One of Atlas Tower’s many South African sites

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commoditised sector of our business, where in theory we can simply go to the cheapest international provider of steal towers. “However, we have a proven, largescale, local supplier that has already introduced 10,000-plus towers to the market here in South Africa. We do also use some smaller start-up and niche manufactures that specialise in certain tower types, and I believe we have the right mix of suppliers that offset risk while achieving maximum scale value.” This aligns with Atlas Tower’s short- and longer-term ambitions. For Foster, the year ahead is about smart and successful geographic expansion, coupled with continued incorporation of power as a service to all of its markets. Once achieved, the socioeconomic impact of Atlas Tower will only multiply. It is a prospect which excites Foster,

Thanks to our proprietary methodology, we believe we have some of the most valuable sites on the continent, positioned to be critical to the growth of the next generation of wireless networks” the CEO concluding on a positive note: “We are confident about the rapid growth of our infrastructure making a real difference to the people and networks we serve. I have seen this reality with my own eyes. “In the past, voice communication between people was the key driver for new tower locations, but today it’s more like we are building the roads (i.e. the towers) that connect people to the world’s information. So, although the car (i.e. mobile operator) one drives can change, the roads we are building will not. “We want to give people equal access

to all the networks so they can freely pick the best one to navigate the millions of data that can inform, teach, and educate the population. The new world of wireless connectively, ultimately, will improve the economic position of people in all communities.”

Atlas Tower Group Tel: +27 21 870 1368 info.africa@atlastowers.com info.USA@atlastowers.com

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Connecting Communities Globally renowned telco Orange has been present in Sierra Leone for just three years, yet it has already firmly stamped an innovative footprint on the country and its telecoms industry Writer: Jonathan Dyble | Project Manager: Vivek Valmiki

he telecommunications tide is shifting in Sierra Leone. Owed to the country’s 2018 democratic elections which were followed by a change in government, and in turn a new administrative team behind the National Telecommunications Commission (NATCOM), sweeping changes have arisen across the industry, from the emergence of a fairer, more accommodating regulatory environment to a number of beneficial tax changes and a review

Aminata Kane Ndiaye, CEO, Orange SL

of the Telecoms Act. Against this prosperous backdrop, Orange Sierra Leone (SL) Limited, the country’s leading telecommunications company, is thriving. Having acquired Airtel’s national operations in July 2016, the three years since have seen the company invest in excess of $55 million in a major network overhaul. The result has seen a multitude of upgrades including the replacement of 180 generators and 282 DC power modernisation of 250 sites for single RAN mode; launch of a new data centre; implementation of a new network platform for prepaid billing and management; and a new switch to handle voice traffic changing all core equipment. Further, the firm expanded the network by launching 45 and 42 new sites in 2017 and 2018 respectively. And while only half of 2019 has passed us by so far, the enterprise has made similarly monumental strides in the latest six months, namely through the inception of its Digital Revolution programme in February 2019 and the launch of its 4G service one month later. “We’re pursuing a strong industrial project in Sierra Leone that is geared

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towards covering most of the country with telecom services, services that will improve rural connectivity and also our quality of service,” states Aminata Kane Ndiaye, Orange SL’s CEO. Meeting marked milestone after landmark progression, the company has already drastically transformed the national landscape and socioeconomic status quo and is poised to continue leading the change in enabling new-era connectivity.

“What we’re offering is truly highspeed broadband mobile internet – an unmatched, life-changing experience that puts digital communication completely within the control of the consumer, affecting and adding value to every facet of their lives,” Ndiaye adds.

Creating sustainable opportunities

It is this statement from the Chief Exec that best explains the monumental

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role that mobile broadband, and indeed Orange, will have to play on a much broader level. Looking at the African continent as a whole, for example, research from GSMA has shown that mobiles aren’t just considered to be communication devices. They are equally the primary channel for many people in getting online and accessing vital tools such as digital education, digital healthcare and mobile banking.

In the knowledge of this, Orange SL is empowering digital transformation across a multitude of verticals to bring sustainable benefits to all Sierra Leoneans, one of the company’s core emphases centred around connecting rural areas. “Currently, approximately 50 percent of Sierra Leoneans do not use mobile phones, while the main countries of ECOWAS (Economic Community of West African States) are close to 100

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percent,” states Ndiaye. “We’re proud that our strategic drivers are changing this, already having connected to well over 900 new localities with thousands of Sierra Leoneans now able to access data, voice and financial services for the first time.” The company’s influence goes far beyond this, however. Its Orange Money services, for example, have been a key driver of financial inclusion, providing people with the platform to access banking solutions, from money transfers and salary payments to bills and merchants’ payments. “There was an enormous appetite for mobile money services,” reveals Ndiaye. “The ability to transfer funds, pay bills, save, borrow and so on has been inclusively transforming the lives of all individuals and businesses, be it women, farmers or those living in remote areas. “Being the first to bring mobile money to Sierra Leone has given people the ability to access funds anywhere, anytime, saving time, improving security and providing a

means for saving and managing money more effectively.” Equally, Orange SL’s up and coming B2B services are a secondary flagship for progression, helping to introduce national businesses to an abundance of benefits that come with digital solutions and expertise. “This is crucial to our portfolio,” Ndiaye adds, “because we want to be the first-choice partner for digital transformation in Sierra Leone.”

Aid for all

Coupled with the organisation’s endeavours to bolster socioeconomic sustainability are its wider social responsibility practices, initiatives that Ndiaye herself is particularly passionate about. “We’re still the only operator in Sierra Leone to contribute to the government’s Free Quality Education Agenda,” she states, calling upon a particular example that invokes such pride. “This support package includes the provision of hygiene packs for girls, our Super Coder Academy,

LEADERSHIP FOCUS AMINATA KANE NDIAYE Aminata Kane Ndiaye, renowned as the first female telecommunications CEO in Sierra Leone, has led an illustrious career. Between 2009 and 2011 she worked as a consultant for McKinsey & Company France, designing strategies and operations for telecommunication and technology providers, banks, and consumer goods manufacturers in Europe and West Africa. This experience was invaluable, combined with internships at Goldman Sachs in London, BNP Paribas in Geneva, and at the French Business Confederation (MEDEF) in Paris.

ERICSSON Ericsson and Orange power Sierra Leone’s 4G service Orange and Ericsson (NASDAQ: ERIC) have launched a 4G network in Sierra Leone in the nation’s capital, Freetown. Orange will use Ericsson Radio System products and solutions to offer 4G in 90 sites, designed for low latency and fast mobile broadband in a cost and energy-efficient manner, optimising use of frequency bands and realising fibre-like access speeds over the air. With reduced latency, consumers in Sierra Leone can enjoy online services, including HD video and network games. The 4G launch is bringing consumers’ mobile experience to a whole new level – with higher speeds and reliable broadband access. In addition, Orange can now offer 4G to customers as well as facilitate network planning and maintenance and allow for smooth introduction of new IP-based services. Nora Wahby, Head of Customer Unit West Africa & Morocco, says: “Our consumer studies show that network performance is the main driver for mobile phone users’ loyalty. With the introduction of 4G/LTE and continuous optimisations of Orange’s networks in Sierra Leone, customers will benefit from superior voice quality and faster speeds on their smartphones.” Orange also revealed plans to continue the Ericsson Radio System rollout across Sierra Leone – enabling Orange to serve everything from 2G to 5G, through a risk-free implementation of a series of building blocks. Ericsson Radio System, with its end-toend portfolio of hardware, software and services will help Orange Sierra Leone get quality mobile broadband performance smoothly and profitably.

“Before moving to Sierra Leone as the CEO, I had previously been the B2C Marketing Performance Manager for Orange Sonatel in Senegal, in charge of strategy, sales and margin growth, return on investment, process efficiency, customer experience and loyalty retention,” Ndiaye adds. “Following this I became the Chief Marketing Officer for Orange Money, a business that has grown exponentially in the past four years.”

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ericsson.com/small-cells

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SIERRA LEONE’S CSR SAMARITAN

ARCH DESIGN SL

Orange SL partakes extensively in corporate social investment, with such initiatives being a key pillar in the company’s role as a socioeconomic upholder. Some of these include, but are not limited to:

range SL is one of our valued clients. In 2017 Arch Design SL was contracted to rebrand and redesign the seven main shops all over Sierra Leone. Arch Design SL has also worked on other assignments with Orange SL in the field of architecture and interior design.

• Sponsoring the adoption of 50 Ebola orphans aged between 11 months and six year until their 18th birthdays in a three-year commitment. • The provision of Ramadan Iftar donations to mosques and underprivileged Muslims around the country. • Providing emergency relief to landslide/mudslide victims. This includes on-site food and clothes distribution and financial contribution to the Mudslide Victims Donation Relief Fund Account.

We love working with clients that understand what they want and with Orange SL we have been able to create a good synergy.

• Raising Thinking Pink Breast Cancer Foundation awareness and running a fundraising half marathon. Contributing to the government’s Free Quality Education Agenda is another of the company’s major programmes. Projects to be launched over five years under this umbrella include: • $12 million investment for the expansion of 3G and 4G network capability across the country. • The Super Coder Academy to train 100 senior secondary school students in computer labs. Working with 200 schools per year, over 2,000 pupils are expected to benefit. • The provision of 10,000 hygiene packs for girls between the ages of 12-18 years for a period of five years. • The running of an inter-secondary school competition for five years in which 500 schools in total will participate, the winners receiving new computer labs. • Open Classrooms to provide 300 free certifying digital courses for 500 teachers. • The deliverance of 1,000 solar pack kits to 1,000 off-grid villages. • An MoU and partnership with the Directorate of Science, Technology and Innovation (DSTI) to launch the first coding school in Sierra Leone, costing LE2.75 billion ($308,000).

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Arch Design SL Ltd. 84D Freetown Road off Spur Road Freetown Sierra Leone T +232 77 26 35 29 E archdesign.salone@gmail.com

inter-secondary school competition, the open classroom and solar kits for school children.” In total, the aforementioned is set to cost of $1.5 million in total over a period of five years, with a further $12 million earmarked for bolstering high quality connectivity through the expansion of 3G and 4G capabilities across the country. “We are committed to doing business in an ethical manner and contribute heavily to the development of our countries of presence,” Ndiaye adds. “We have tried to understand the needs and values of Sierra Leoneans and how we can connect them with the Orange brand. Our aim is to give people what is really essential in their lives and relevant to their locality with international standards, providing them with an unmatched experience and the platform to grow.” Orange SL in total spent some LE2 billion ($238,000) on CSR during 2017 and 2018.

Arch Design SL is an Architecture and Project Management firm. Driven by the desire for excellence and inspired by innovation, Arch Design SL works towards creating distinctive architectural projects of character and usefulness. Our designs not only reflect the process of history, but are also of the present times conveying a distinct and meaningful sense of architectural continuity. Most importantly, we seek to create buildings that will add meaning to our changing lives and place the experience of individuals; as occupants, visitors or just passerbys, at the heart of our architectural compositions

Arch Design SL Ltd. 84D Freetown Road off Spur Road Freetown Sierra Leone Tel: +232 77 26 35 29 Email: archdesign.salone@gmail.com

Equally, Orange SL is being provided with the ideal environment in which it can achieve these goals, owed to the ongoing regulatory changes and reviews undertaken by the government that will serve to aid industry operations. Ndiaye concludes, citing her optimism for the future: “We’ll be turning our attentions to investing $24 million this year in our network in support of the government’s efforts Furthering the agenda to increase ICT, and provide leading 4G Looking ahead, Ndiaye makes it clear services. that the buck doesn’t stop here for “In turn, we’re hopeful that the Orange SL. Rather, she expresses government will continue to help us. confidence that progress made over We are grateful for the recent review the past three years has merely laid out on mobile termination rates (MTR), the foundations for the firm’s wider resulting in the removal of the $0.02 ambitions. tax on local interconnect call and Whether it’s the education, energy the coming reduction of the MTR to or agricultural sectors, the CEO has $0.025. outlined the organisation’s goals of “We are also hopeful that the introducing and implementing new removal of $0.01 tax on international technologies for businesses of all kinds outgoing calls and the removal of across Sierra Leone. price cap on international voice and

$55,000,000 INVESTMENT

SMS tariffs will be given consideration. I’m optimistic that feedback from stakeholders in the telecoms industry will be given consideration during the final review of the draft National Communications Act due to be enacted in 2019. “The aforementioned will be accompanied by our launch of new mobile financial services such as micro loans, efforts to become a digital transformation partner of choice, and continued CSR programmes – it’s undeniably exciting times for our company, this country and its people.”

Orange SL Limited Tel: +2327 645 1000 osl_pr@orange-sonatel.com www.orange.sl

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Consulting Across Continents From its bases in Perth, Brisbane and Manila, ECG Engineering is imparting reputed Australian expertise on multifaceted projects both at home and abroad, especially in West Africa Writer: Tom Wadlow | Project Manager: Tom Cullum

est Africa’s mining industry is picking up some momentum. According to Research and Markets’ Mining in West Africa 2019 report, West African nations exported $16.1 billion of minerals in 2017, up some 26 percent on the previous year. Gold is a particularly promising

subsector. The region was accountable for 9.4 percent of global supply in 2016, while almost three quarters of all exploration projects here are focused on this precious metal. Foreign direct investment is vital to this ongoing development of West Africa’s mining sector. Several large multinational

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corporations are committed to large projects, while foreign expertise is also being utilised effectively to ensure developments are executed to the highest international standards. Enter Australia’s ECG Engineering. Provider of a wide range of services to the mining, utilities and materials handling industries around the globe,

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ECG Engineering was formed in 2015

its expertise covers the likes of feasibility studies, system studies and audits, design, project management, procurement, construction management and site support. It is a relatively new enterprise and, for Principle Consultant and Director Geoff Bailey, represented another opportunity to build up an enterprise

from scratch. “I am an electrical engineer and have been involved in the mining industry for 40 years,” he says. “After owning and running BEC Engineering for 18 years and being bought out by a larger company (Cardno), it was time to set up again with other partners in 2015, once more

as an electrical engineering consulting company concentrated on servicing the mining industry worldwide and predominantly in Australia and Africa.” Around 50 percent of the company’s work is carried out in Africa, in particular West Africa in association with Australian and international mining companies and their partners.

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Headquartered in Perth, Western Australia, ECG also has a base in Brisbane and the Philippine capital Manila. “Our clients are supported by a team of highly qualified professionals with worldwide experience in the design, construction and commissioning of various process plants and infrastructure,” Bailey adds. “Our execution model is built around a ﬂexible approach in collaboration with our customers.”

A growing portfolio

This is best shown in practice by ECG’s ever-expanding portfolio of projects. Regarding its work on the African continent, Bailey points to the recently completed Ity Gold Mine for Endeavour Mining in Cote d’Ivoire as a typical showcase of the company’s services. He explains: “In this project ECG was responsible for the initial feasibility study, negotiating with

ECG IN AUSTRALIA Closer to home, ECG Engineering provides both EPC and EPCM services to its customers, this turnkey nature of its capabilities proving to be a key selling point. In Western Australia, the company recently worked with Galaxy Resources on the expansion of its lithium plant at Mt Cattlin, two kilometres north of the town of Ravensthorpe. In Greenbushes, also WA, ECG is engaged on a tailings retreatment project with Talison Lithium, its endeavours focussing on the construction of the associated infrastructure and related services. Although much of the company’s work in Australia is centred around its headquarters in Perth, it recently opened a new branch in Brisbane, a move which presented new opportunities by bringing it closer to engineering talent on the eastern side of the country.

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connection agreement, detailed design of the power supply system and the processing plant, procurement of materials and installation contractors from international markets, construction supervision, commissioning and ongoing site support.” This is one of two recently completed projects for Endeavour in Côte d’Ivoire, the other being its Agbaou Gold Mine, while in the same country ECG has worked with Aussie firm Perseus Mining on its Sissingue Gold Mine. The company has further been involved with several gold mining

projects in Burkina Faso and Senegal for the likes of Teranga Gold, SEMAFO, Nordgold and Toro Gold, among other international clients. That ECG has been able to execute such a solid pipeline of work in the region is testament to both its depth of expertise and willingness to face challenges. “We are extremely proud of some of the West African gold projects,” Bailey adds. “These developments pose significant hurdles around logistics, negotiation with government utilities, engagement of local employees and workers, safety of employees, workhome balance and family pressures.

ARMSTRONG ELECTRICAL

rmstrong Electrical (AEW) provides electrical equipment and solutions for projects in the mining, oil and gas and renewable energy sectors. Armstrong Electrical is a leading electrical equipment supplier of both standard products and a facilitator of custom products and solutions. AEW has been supplying electrical products direct to mines throughout Africa, Australia and worldwide for 35 years. Electrical products include HV, LV, cable, industrial and solar lighting, conduit, switchgear, transformers, enclosures, instrumentation and more. AEW attributes its longstanding success to our impressive client list and staff of engineers, electricians and management that serve our clients. T +618 9445 3733 E sales@armstrong-electrical.com.au

www.armstrong-electrical.com.au

ENVIROBLUE (PTY) LTD

nviroblue (Pty) Ltd is an automation systems and process control integrations company based in South Africa with projects spread throughout Africa, Europe, Asia and South America. Specialising in electrical and instrumentation design, supply of equipment, fibre optic network solutions and on-site support services.

Headquartered in Perth, Western Australia, ECG also has bases in Brisbane and Manila

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Enviroblue’s team has a combined experience of over 50 years within the automation and engineering industry. Providing the total process control solutions for any process plants/mines. As Siemens System Integrators, our solutions and services include installation, configuration, programming, commissioning of AS/OS stations, webserver, industrial ethernet and profibus/profinet network solutions. In addition to that we offer product sales for hardware, software and licensing for all industrial equipment. Including the manufacture of PLC cabinets and remote IO panels. As well as remote system support and on site handling of general troubleshooting enquiries at your convenience.

Specialists in electrical supplies and solutions

SALES +618 9445 3733 sales@armstrong-electrical.com.au www.armstrong-electrical.com.au

Enviroblue is an Automation Systems & Process Control Integrations company based in South Africa, also specializing in Electrical and Instrumentation design, supply of equipment, Fibre Optic Network solutions and on-site support services. Engineering Office: Web: Email:

+27 (0) 11 655 7197 www.enviroblue.co.za sales@enviroblue.co.za

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“ECG has become known for taking on work that others prefer to leave”

MCA

CA was recently awarded a contract with ECG for the LV Equipment for the new Sandrado Gold Plant located in Burkino Faso.

“ECG has become known for taking on work that others prefer to leave. We get involved early in mining projects due to our experience with electricity grids in various African countries in particular. “For example, ECG has modelled the electricity grids in Tanzania and Ghana and in part Burkina Faso and Côte d’Ivoire. This enables us to see the pressure points within the grids and support infrastructure that may be required to support additional new loads. “To this end, we have worked directly

with the utility in Tanzania in grid support schemes. We have experience in solar and battery storage power generation systems so can advise on a variety of power source options to our clients including grid, embedded generation and hybrid systems.”

Setting the standard

This impressive track record, both at home and abroad, has validated ECG’s approach to business to date, and Bailey outlines several areas in which he believes the company stands apart from competitors.

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The project included the supply of all the low voltage control centres and mobile substations. This mine will be supplied with five of MCA’s Sivacon S8 Low Voltage MCC’s installed within containerised substations. These substations will be complete with VESDA fire protection systems, Aircons and pressurisation units, Schneider APC UPS’s, and all small power and lighting equipment. These units will be pre-commissioned and tested in Johannesburg in July and shipped to site in August 2019, ready to run.

E Dion@motorcontrol.co.za

www.motorcontrol.co.za

Multi Equipment and Engineering Services Limited

United Arab Emirates MEES FZC PO Box 121732 Sharjah United Arab Emirates T + 971 50 4635776 F + 971 44 224698 E info.uae@meesengineering.com W meesengineering.com

Established in 2004, MEES has experienced sustained growth through knowledge, experience and specialised equipment to become a pre-eminent specialist contractor to major companies engaged in the energy, power systems, high voltage lines, substations and telecommunications sectors in Tanzania and West Africa.

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AFRICA’S LEADING ELECTRICAL AND AUTOMATION EQUIPMENT MANUFACTURER

World Class ISO:9001 Accredited Manufacturing Facility

MCA’s Mobile Substations are IEC Compliant, built toJournal world class standards, ready to be Official of the Electrical shipped any where in world. Contractors Association ofthe South Africa Official Journal of the Institution of Certificated Mechanical and Electrical Engineers Official Journal of the Illumination Engineering Society of South Africa

IEC Type Tested LV Switchgear IEC Type Tested MV Switchgear Turn-Key EC&I Projects

www.motorcontrol.co.za Dion@motorcontrol.co.za

Industrial Automation

Our Offerings Include: Low Voltage Switchboards according to IEC61439-2 and IEC61641 Air Insulated MV Switchgear according to IEC62271-200 Automation and Remote IO Panels VFD / VSD Cabinets Mobile Substations and E-Houses Packaged Project Equipment Supply MV, LV and Automation Bundled Equipment Custom Turn-Key EC&I Packages

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For example, its structure enables flexibility, a trait which allows the firm to adapt to the particular needs of clients. The organisation is also built with costeffectiveness in mind – its senior staff in Perth and Brisbane are ably supported by lower-cost functions which are carried out at its centre in Manila. Another point of difference highlighted by Bailey revolves around stable and productive relationships with governments, utilities companies and suppliers. Commenting on the latter, Bailey adds: “Our approach to partners is to ensure a good fitting culture.

“This encompasses a variety of attributes including working environment, attitude to safety and ingenuity, and general working relationships. Our model is EPCM and EPC, so we are not afraid of partnering with larger companies to share the risk.” Bailey also cites ECG’s pool of experienced staff as a major differentiator, many of whom have worked together for as long as 30 years and carry experience that will be influential in the development of new engineers. “ECG is committed to its future

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by providing opportunities that will challenge and exceed the expectations of our people through job satisfaction in a stimulating and favourable working environment,” he comments.

Addressing the future

While maintaining and adding to this wealth of experience is a key priority moving forwards, it is no straightforward task. “Sourcing and maintaining good quality staff will continue to be a challenge for ECG as the market improves,” Bailey continues. “Building our Manila office will

T +61 8 6253 5700 F +61 8 6253 5799 E Admin@way-electrical.com.au www.way-electrical.com.au

relieve some of this pressure, however, attracting senior engineering staff will continue to be a huge focus for us. ECG has just opened an office in Brisbane, and this will further enable us to access the eastern seaboard for good quality senior engineers.” Enticing the next generation of engineers is therefore crucial. Bailey states: “ECG will continue to differentiate itself by way of staff benefits, including mentor programmes for junior engineers, attractive employment conditions, favourable site conditions for supervision, commissioning staff

to reduce family stress as much as possible, and training schemes. “This must all be carried out while maintaining the unique culture that has been established here.” Any new recruits will also be entering a varied and vibrant marketplace – be it in Australia, Africa or Asia, it is a backdrop which leaves Bailey confident for the future development of ECG. He concludes: “We see the market activity continuing to strengthen through the rest of this year and into 2020 and beyond. We see the gold industry picking up in West Africa,

iron ore in Australia and graphite and lithium projects in Asia and elsewhere. “The market is well and truly alive and the amount of studies and past projects that are coming to fruition means we are going to have to prepare for expansion.”

ECG Engineering Tel: +61 8 6164 3400 info@ecg-engineering.com.au https://ecg-engineering.com.au

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Supporting the New Generation RMD Kwikform represents a new breed of resilient, reliable and robust supplier to South Africa’s construction industry, evidenced by results on the ground and new thought leadership activity

Writer: Tom Wadlow Project Manager: Eddie Clinton

AFRICA Our country has massive potential. We are a diverse nation, rich in natural resources, strategically positioned on the globe and home to breathtaking nature.” Dirk Odendaal is a stout optimist. Based in Centurion and Director of the South African division of global construction industry supplier RMD Kiwkform, he recognises the urgent need for the nation to start building again. “In order to take this country to its full potential infrastructure needs to be developed,” Odendaal continues, speaking a year on from his last conversation with Africa Outlook. “As a supplier of formwork and scaffolding solutions, RMD Kwikform offers an opportunity to be directly involved in South Africa’s growth. “But this will be a long-term process, as our construction industry is wounded. Large construction companies are facing penalties imposed on them following collusive actions stemming from the 2010 FIFA World Cup infrastructure development, and some will not survive. “As a result, the government had to focus on maintenance of infrastructure as opposed to new development – only the absolutely necessary and highest priority projects are currently going ahead.” While the construction sector establishment continues to face strong headwinds, the opportunity for a new generation of contractors and suppliers has emerged, which is the root of Odendaal’s optimistic outlook. “RMD has been quick to respond to our external environment and adapted to the economic constraints by structuring our company to remain competitive and profitable,” he explains. “With a re-structured cost base, RMD is able to meet the market demand and pass the cost benefits onto our customers in the form of competitive pricing.”

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Recent times have not simply been a case of weathering the storm, however. The company has been innovating new products and services in a bid to support its clients in what is becoming an increasingly competitive environment. From 3D computer aided designs to virtual reality, RMD Kiwkform delivers cutting edge formwork, falsework and shoring solutions to clients all over South Africa, the firm operating out of bases in Centurion, Johannesburg, Cape Town, Durban, Bloemfontein and Nelspruit. Part of the UK’s Interserve Group, its SA business began life in 2007 and is one of several spread across many countries in Europe, the Middle East, Australasia and the Americas. Although the company’s durability has been tested in South Africa, a number of recent projects demonstrate that such a test is being passed.

“RMD is involved in some prestigious developments that include bridges on national roads such as the Gwaing River bridge in George, the Cornubia Interchange outside Durban and the Umlasi pipe bridges,” states Odendaal. “Mixed used developments include the Onomo Hotel, Athlone Circle and the Oxford project, while we have also contributed to important water retaining structures including the Drogenheuvel, Alabama and Northmead Water Towers, and various water treatment works and reservoirs across the country. “We additionally have worked on infrastructure development projects on mines, significant examples being the Impala shaft cooling towers in Rustenburg and the Polokwane Smelter.” This portfolio of completed projects and pipeline of ongoing works is testament to RMD Kwikform’s adherence to the highest quality,

KHK SCAFFOLDING & FORMWORK LLC

HK Scaffolding & Formwork LLC is a leading manufacturer and trader of scaffolding and formwork products located in the UAE. It was established in Jebel Ali in the year 1991 with a vision to supply quality goods to the scaffolding and formworks industry. Through the years of process innovation and emphasis on manufacturing process and quality, KHK has reached the epitome of excellence with an extensive list of prestigious clienteles that are by themselves some of the biggest names in the contracting business worldwide. This re-assurance and abundance of trust could not have been achieved without the help of our qualified technical workforce and staff supported with automated welding machineries and inhouse capabilities in casting and forgings. With a combined experience of more than 1,000 years and our technical prowess, we excel in tending to customers every need in steel, aluminium formworks and scaffolding. Be it designing, or backward integration of existing systems with little tweaks, our in-house design team can tend to all kinds of customer requirements. Through our timeline, with our undisputed attention to detail, we have managed to form key partnership with some of the biggest players in the scaffolding and formwork industry. These partnerships were strengthened by setting up supply chain arrangements. Also, with our extensive network, which includes offices in United States and Australia, makes us that much faster in the supply chain equation. With all these factors we’re looking forward to our services and products entering the African market where we’d like to facilitate the growth of Africa through better products and increasing on-site safety.

Mobile 00971-50-6413823 E khk-scaff@emirates.net.ae E george@khk-scaffolding.com

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We at KHK Scaffolding & Formwork LTD LLC aims to emerge a pioneer manufacturer of Scaffolding, Formwork & Accessories / Tubes & Fittings / Aluminium Scaffolding & Extrusions in line with new innovative ideas and to go extra miles in meeting and exceeding the aspirations of all stakeholders. We value for team building with the involvement of every one from the family of KHK in order to meet the changing requirements of customers.

Email: khk-scaff@emirates.net.ae | george@khk-scaffolding.com Mobile & WhatsApp: 00971-50-6413823

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safety standards and levels of technological innovation. Odendaal adds: “RMD is differentiated by our quality of engineering, both in offering the highest standard and safe temporary works designs as well as the continuous innovation in our product engineering.

PROJECT PROWESS Over the years RMD Kwikform has contributed to some vital infrastructure developments in South Africa, from sanitation plants and highways to hotels and mines. The below represent two landmark examples.

“The company’s focus on health and safety remains unmatched and our technological innovation in terms of 3D designs offers cutting edge 3D representation of our formwork solutions.” Staying abreast of key industry trends is paramount to this, and knowledge sharing around the company via a staff development matrix ensures training is delivered on an individually assessed basis. RMD Kwikform’s pool of knowledge is also being used in the realm of thought leadership. At the end of June 2019, it launched a new white paper offering

Cornubia Interchange: In KwaZulu Natal, RMD is working on CMC di Ravenna’s Cornubia Bridge upgrade, using its Megatruss Traffic Portal and Megashor Towers solutions to provide the required falsework. The project will provide a critical link between the economic growth node of Umhlanga and the emerging Cornubia Integrated Human Settlement Development and areas west. North East Waste Water Treatment Works: RMD Kwikform provided Kwikstage for support and access, a GTX Flex System for soffit formwork and wall formwork that included a Minima Panel system and GTX Plywood and Superslim solutions. RMD also designed and delivered special formwork for the column heads to meet the specific requirements for that component of the project. Based in Bloemfontein, this important expansion scheme will help ease the current system which is hydraulically overloaded.

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recommendations on how commercial building projects can drive productivity and improve on-site health and safety. Boosting worker productivity is identified as the greatest opportunity to advance efficiencies, freeing up workers for other activities and reducing time spent on tasks such as formwork management. Key to this happening will be the adoption of effective building methods and formwork systems, with contractors identifying systems that are easy to erect and dismantle as being the number one consideration to help increase productivity levels.

UNDER THE SPOTLIGHT – LOCUSEYE LocusEye is a newly launched visualisation tool which represents a significant departure from 2D drawings. The new solution allows users to automate highly realistic rendered 3D models which can be viewed on a PC, iPad or mobile phone, meaning they can be used on site. An example of this in action comes from Ely in the East of England, UK. In order to relieve traffic congestion in the area, which has been known to cause queues of up to four miles on the A142, principal contractor VolkerFitzpatrick looked to Sword Construction and RMD Kwikform to support the construction of a 300-metre long viaduct. The use of LocusEye allowed the team to visualise the solution with VolkerFitzpatrick and Sword, rectifying any potential issues ahead of time. In addition, through the physical modelling, it allowed for engineers to better understand the tolerances and the movement of equipment. Due to the viaduct’s very complicated geometric structure, which proved difficult to accurately model in two dimensions, RMD Kwikform created over 120 different drawings to highlight the varying dimensions and curvature of the structure, leading to the model being 3D printed.

The report was compiled with input from leading contractors and engineering consultants from around the world, and should serve as important reading given spending on falsework and formwork typically accounts for five to seven percent of a contractor’s revenue. Regarding RMD Kwikform’s own efficiencies, Odendaal outlines three major priorities for the wider group which will help steer the South Africa division. “The construction industry’s challenges of the recent past have created a climate of survival of the fittest,” says Odendaal. “With the demise of some role-players in the industry, others have emerged, some new and vibrant, others resilient and transformed.”

The Director concludes by restating the optimism of his opening statements, drawing on the strength gained from surviving a turbulent period. “In all of this lies opportunity, mainly through the emergence and growth of the small and medium sized contractors. Contractors and suppliers whom have survived the recent and current challenges will have been shaped in difficult times which will put them in good stead for the future. “RMD aims to be there in a lean, competitive and efficient form to capitalise on new opportunities with new role players in years to come, through our offering of excellence in engineering, formwork solutions and customer service.”

RMD Kwikform Tel: +27 12 004 1000 info.sa@rmdkwikform.com www.rmdkwikform.com/za

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Over the past few decades, the dynamic nature of the industry has been constantly changing. The exponential growth has been catalysed by globalisation, deregulated and open economic trade policies, evolving customer needs and disruptions due to technological advancements.

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Multimodal Magnate

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Under an adventurous leadership team, Pindulo VDM is building on a rich heritage by providing an integrated supply chain solution for clients across the length and breadth of South Africa

AFRICA

“We are the world’s largest producer of iron ore, chrome, manganese, platinum, vanadium and vermiculite. In addition, the country remains a significant producer of ilmenite, palladium, rutile and zirconium and coal. We are therefore a cornucopia of mineral riches, and this facilitates us to be the largest economy and subsequently the gateway into Africa.

“Our company is privileged to be in a land of exponential opportunity.” Kevin Changoo is talking about South Africa. As Co-CEO of Pindulo VDM, he is specifically referring to the opportunities arising in the nation’s supply chain industry.

Writer: Tom Wadlow Project Manager: Josh Mann

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Describing the sector as the backbone for business, Changoo also points to the impact of the fourth industrial revolution and the doors this has opened for multimodal logistics providers. “The importance of the continued evolution of our transport network is critical for the country and is directly proportional to our economic growth,” he adds. “As per the South African National Development Plan, one of the key strategic thrusts of the Mining Charter and the National Economic Growth and Logistics Strategy is to upgrade,

maintain and align the logistic infrastructure network. “This will allow it to service the increasing market demand and enable the country to remain competitive in the dynamic global market.”

Supporting a vision

Pindulo VDM is perfectly poised to contribute to this development. Originally called VDM when it set up in 1976, the addition of Pindulo is aligned to its value proposition which is to be a versatile, dynamic and multimodal service provider, delivering

AN INTRODUCTION TO PINDULO VDM Starting life in 1976, Pindulo VDM derives from the South African word for ‘problem solvers’, the latter three letters honouring the company’s original name and symbolic of its motto ‘Versatile, Dynamic and Multimodal’. In 2018 the company rebranded to reflect the transformation of its business, which now operates in six clear divisions that each reflect a colour of the South African flag: Red

Fast Moving Consumer Goods (FMCG)

Gold/Yellow Steel and Industry (SI) Blue

Fuel and Chemicals (FC)

Black

Mineral Mining Commodities (MMC)

Green

Agricultural Commodities (AC)

NINE DOT SOLUTIONS

ine Dot Solutions provides engineering solutions for customers predominantly in the mining and bulk material handling, and packaged solutions field. Our customer base includes Pindulo VDM. We design custom, efficient solutions based on our customers’ needs, by making use of state-of-the-art technologies and in-house engineering expertise, as well as our vast experience from past design, audit and manufacturing projects. Solutions provided to customers will address their specific problems and unique constraints without compromising on safety, dependability and quality.

Local 086 100 9DOT (368) International +27 (0) 12 991 8125 E info@ninedot.co.za

PS PORT STEVEDORING

ort Stevedoring (PS) commenced trading in Durban in 1994 and experienced significant growth in a short period, expanding operations in Cape Town and later to Saldanha, Port Elizabeth and Ngqura.

Pindulo VDM’s work is based around operational hubs located in Saldanha, Culemborg, Paarden Island, Cape Town Harbour, Worcester, Port Elizabeth, Kimberley, Johannesburg and Witbank.

PS has longstanding relationships in the shipping industry and within this context, has been handling bulk minerals in partnership with VDM in Cape Town and Saldanha for many years now, being proud of the reputation and relationships that it has established.

In addition, with more than 400 vehicle combinations at its disposal, the company can provide truly innovative and intelligent logistical solutions, including dry bulk, breakbulk, container and abnormal transport.

Key partnerships with stakeholders has cemented the company’s reputation as a preferred bulk cargo handling specialist.

White/Grey Technical Consulting Services (TCS)

It also utilises a private haul road from port to intermediate facilities nearby, the fleet consisting of drop sides, side tippers, flatbeds, tautliners and back tippers, with all trailers fitted with air suspension. The firm also owns more than 2,000 containers.

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T +27 21 401 8847 E info@portstevedoring.co.za

www.portstevedoring.co.za

Professional mechanical engineering consultants. Services include mechanical/structural design, structural audits and bulk material flow analysis. See ninedot.co.za

Local: 086 100 9DOT (368) International: +27 (0) 12 991 8125 | info@ninedot.co.za

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integrated supply chain solutions one delivery at a time. Such an offering includes warehousing, material handling, containerisation, rail, road, and customs forwarding and clearing services, a portfolio which aligns with the National Development Plan of South Africa. And it is for this reason that Pindulo VDM has made significant investments in eight back of port facilities and numerous warehouses. Specific projects within this include the installation and upgrading of more than 11 kilometres of rail sidings, acquisition of four locomotives, investment in the research, design and development of patented multipurpose containers, development of a modular container loading system, and investment in specially designed trailers to optimise road transport legs. “These investments are part of the foundational work which we can now leverage in order to provide tailormade, customisable solutions for our stakeholders,” explains Changoo. “Our customer-centric strategy enables us to add value to our customer supply chain processes and

South Africa is a land of exponential potential and a country which is the gateway to the rest of Africa. I am extremely optimistic regarding the opportunities and rapid growth potential for this industry” to understand the evolving market, technology requirements and remain flexible to upscale our service offering based on increasing demands.” The above examples are not the only investments being made by Pindulo VDM, however. Changoo lists a string of other spending commitments, including 100 specially designed trailers which allow for greater payloads. Related to this, the company has patented a cradle design which enables it to marry unrelated commodities and thereby optimise bi-directional transportation legs, again helping to reduce the environmental impact of its operations. Indeed, supporting sustainable development is a priority, evidenced by Changoo as he comments on the firm’s work to accommodate specialist solar cargo.

“We are dominant players for the specialised cargo handling of photovoltaic panels,” he says. “Aligned to this we have designed and developed a specialised pallet to increase loads by up to 30 percent on our super link trailers. “In addition, we also offer specialised cargo handling solutions for concentrated solar power and have designed and developed a tubetainer to allow for the safe and secure transport of tubes of any length or width.” Expansion has also been part of Pindulo VDM’s recent investment strategy, the company designing a modular and mobile loading system which has increased its container loading throughput capacity by 400 percent. It has also invested in 54 Volvo trucks, a move which will increase its fleet capacity by 20 percent.

Moving miners forward

The vertical integration of Pindulo VDM enables miners to manage one singular point of contact in overseeing all admin, logistics related to both road and rail as well as storage and handling at the company’s strategically located facilities

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The reason for this latter spend stems from a recent contract award in the mining industry (for South Africa’s largest silicomanganese producer), an area which the company is firmly targeting future growth. “This project includes the transportation of raw materials and final products for the business and has resulted in exponential growth, meaning that we needed to increase our fleet capacity by 50 percent and add additional staff members to our Pindulo VDM family,” says Changoo. “The first quarter of the year was therefore utilised to bed down our business processes, to upskill

A to Z is your strategic partner in financing or Cofinancing, investing, marketing and sourcing in the metals, minerals and mining industries. We provide a wide spectrum of financial and commercial services to assist growth opportunities and optimize service to your customers with less risk, less working capital and, most importantly, increased transparency.

A to Z

INVESTMENTS

A to Z primarily focuses on the marketing and sourcing of coal, industrial minerals and chemicals and materials for steel mills and foundries. We in addition manage all components of the supply chain from producer to consumer.

Johannes van Zyl (Director) Tel: 083 304 0672 Email: johannes@AtoZinvestments.co.za Francois Olivier (Trader) Tel: 082 257 9840 Email: francois@AtoZinvestments.co.za

Unit 2, Ground Floor 3 Melrose Boulevard Melrose Arch Sandton, 2076

Hannes Louw Cell: 061 423 5030 Email: hannes.louw@loutechmss.co.za Email: info@loutechmss.co.za

24/7 when you need us

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Pindulo VDM increases bargaining power for miners, allowing them to compete globally

our resources and to expand our operations within this new territory.” Changoo also explains how Pindulo VDM has identified the need to support South Africa’s junior mining companies, modifying its proposition to help them grow successfully. This involves warehousing and bimodal transportation, trade support and assurances in terms of risk relating to finance, insurance, admin support services, compliance, marketing and relationship management, these latter services facilitated by a skilled technical consulting division. “The vertical integration of Pindulo VDM enables junior miners to manage one singular point of contact who oversees all admin, logistics related to both road and rail as well as storage and handling at our strategically located facilities,” Changoo explains. “Our value addition stems from the fact that we can consolidate inputs from various locations within the country, and thereby establish

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increased economies of scale and subsequently decrease barriers to entry.” The impact of this is crucial. By increasing the bargaining power for junior miners and new entrants, such companies can compete with larger players, thus promoting competition in the global market.

Supporting skills

This concept of empowerment can also be applied to Pindulo VDM’s own employees. Indeed, Changoo is quick to state the paramount importance of staff development to the success of the business, adopting a strategy of employing for attitude and training for skill. “When we are looking to add another employee to our team, we are looking at how they approach communication, their attitude towards people, what inspires them and what will drive them to work at their best,”

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he adds. “We are actively searching and recruiting people who treat life as a university of learning, who are reflective and who want to add value and make the world a better place.” South Africa’s high unemployment has been a catalyst for Changoo and Pindulo VDM to help upskill the population. In 2017 the company opened its Logistics Academy, a centre which provides training and development for unemployed youth in the form of learnerships, preparing them for a potential career in the supply chain industry. “I am proud to state that, to date, the academy has trained in excess of 140 learners, all of which originate from previously disadvantaged and socioeconomically challenged communities,” Changoo states, adding that a major priority in the coming year is to expand its reach and scope of teaching.

“In addition, we are also actively involved in community empowerment with a key focus on areas such as education, food security and disaster relief.”

A dynamic future

This empowering capability is exactly why Changoo joined Pindulo VDM in the first place. Having spent eight rewarding years

in the fishing industry, he decided to move out of his comfort zone and pursue a new challenge which would allow him to make a real difference on people’s lives. “Joining Pindulo VDM also allowed me to work with Deon van der Merwe, my fellow Co-CEO for the business,” Changoo says. “We are both 33 years old and make a fresh, dynamic and complementary team who are geared

KEY DIFFERENTIATORS Asked what sets Pindulo VDM apart in the industry, Changoo states several key factors: A young, dynamic leadership team ready to challenge the status quo. A one-stop seamless supply chain service aided by real-time demand and supply planning information systems. A diversified business that provides a holistic approach to the various elements within the supply chain industry. A network of strategically positioned operational hubs and warehouses as well as back of port operations which are interconnected to the national rail network. An ability to transport unrelated commodities, with the aid of 2,000-plus multipurpose open top containers. An innovative approach to R&D, designing equipment which is disrupting the industry. A flexible approach with tailored solutions for customers.

to captain and navigate our business into the fourth industrial revolution.” In doing so, Changoo identifies four further priorities for the year ahead, the first involving the continuation of its realignment and diversification strategy centred around its six divisions. Second is adoption of a new telematics fleet management system, a process which will greatly enhance the company’s ability to harvest, analyse and use data in order to facilitate continuous improvement. Two further goals include the expansion into the SADC and a greater focus on the FMCG and food sectors, as well as increasing capacity for bulk liquids, fuels and chemicals. These ambitious plans, coupled with external developments, fill the Co-CEO with confidence regarding the wider development of the industry. He buoyantly concludes: “Being part of this dynamic business enables me to contribute to the development of the country’s economy, to create opportunity through the empowerment of my staff and greater society and to importantly add value to my growing customer base. “The increase and more stringent environmental, labour, health and safety legislation, increased pressures from globalisation, an ever-expanding world population, and rapid technological developments makes for an exciting and stimulating journey. “South Africa is a land of exponential potential and a country which is the gateway to the rest of Africa. I am extremely optimistic regarding the opportunities and rapid growth potential for this industry.”

Pindulo VDM Tel: +27 22 714 3231 sales@pindulovdm.co.za www.vdmsa.com

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REVIVING

Railways Uganda Railways Corporation relaunching passenger and freight routes in a bid to revitalise a once forgotten form of transport Writer: Tom Wadlow | Project Manager: Josh Mann

rains are starting to bounce back in Uganda. Playing second fiddle to heavily favoured highways over the course of 20-plus years, the country’s rail network is embarking on a revitalisation journey having previously received just two percent of transport funding. And there is abundant opportunity to make a quick impact. Uganda’s

total developed rail network covers 1,250 kilometres, but only 265 kilometres are currently serviceable due to abandonment or closure. Uganda Railways Corporation (URC) is in charge of the ambitious revamping exercise, the Corporation currently home to 14 locomotives, 1,317 freight wagons and 15 passenger coaches. For Managing Director Charles

Kateeba, it is an opportunity to fasttrack development of an industry he has long held a passion for. “It all started from my love of manufacturing and engineering,” he recalls. “When I was doing my degree at the Zaporozhye Machine Building Institute in Ukraine, I discovered that Uganda had contracted a German company to set up a modern central railway workshop.

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“I thought it would give me an opportunity to apply my knowledge and skills in the process of railway maintenance, including general overhauls and rebuilds, upgrades and possible new equipment assembly or manufacture. “Therefore, on completion of my course, I applied for a job and I was taken on as a Trainee Production Engineer in 1984. I grew through the ranks to become Managing Director in 2013.”

Relaunching logistics

Kateeba’s job is to execute URC’s mission, which is to establish and manage a reliable, efficient and safe

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railway and marine transport service in East Africa for sustainable economic and social development. Rail freight represents an enormous opportunity to do just this, and URC has relaunched cargo services to the Port of Dar es Salaam in Tanzania following a decade of dormancy. It is a project which involves close collaboration with multiple stakeholders such as Tanzania Ports Authority, Tanzania Railways Corporation, Tanzania Inland Container Terminal Services and Marine Services Company Ltd, and will require rehabilitation of port facilities and two wagon ferries.

IMATHIA CONSTRUCCIÓN

mathia Construcción is a Spanish construction company that started its activity in the civil works sector in 2004, with the main objective of providing both Spanish and international clients with a professional and specialised approach to construction challenges. Imathia Construcción has a special vocation, commitment and interest in the railway world, inherited from a long and successful professional track record of the company´s management team. Currently we offer a wide range of railway services, ranging from level-crossing removal, light railway lines, high-speed superstructures, rail roadbed and subgrade and auxiliary railway works. We also perform maintenance works both in high speed and conventional lines.

CONSULTRANS

onsultrans was founded in 1985 and since then has specialised in creating innovative solutions for all modes of transport, road, maritime, air and rail transport, both passenger and freight, in the following fields: Transport Infrastructure: consulting services for passengers and freight applied to all different modes of transport. Civil Engineering: providing solutions covering all stages of the life cycle of transport projects. Architecture: offering specialised services for architecture and urban planning (e.g. stations and other buildings). IT: development of solutions and services for public administrations and private transport sector. E consultrans@consultrans.es

www.consultrans.es

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consultrans@consultrans.es

RAILWAYS Transport consultancy, feasibility, detailed design project, supervision of works and project management.

URBAN TRANSPORT & MOBILITY Traffic planning studies, public transport, management and support for urban track transport works, underground tram and light rail.

(IT) TECHNOLOGICAL CONSULTANCY Custom software development, migration of applications to new technological environments and ISO 15504 certification.

LOGISTICS Master plans, market studies, operational plans, technical and economic feasibility studies of logistics platforms.

www.consultrans.es

ROADS Traffic simulation, market surveys and feasibility analysis, transport studies, detailed design and supervision of works.

PORTS Strategic planning of the port industry, dry port and related maritime infrastructure, economic and financial evaluation, port and maritime traffic forecast.

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Kateeba is also keen to target Kenya. “I wish to state that Uganda Railways’ service is by nature regional, with 80 percent taking place in Kenya or Tanzania,” he says. “Uganda accounts for 82.1 percent of transit market share throughput at Mombasa Port, and being located in the centre of Africa, it has the potential to link the continent from the Atlantic to the Indian Ocean better than any other country. “If any system is ripe for private sector investment, it is ours. We therefore welcome partners to come and develop with us modern logistics systems, rolling stock leasing and maintenance facilities, and a strong network to take advantage of the opportunity.” Domestically, URC is set to begin rehabilitating the line between the towns of Tororo and Gulu, a project which will cost €37 million and is backed by the government and European Union. This will be joined by a new multimodal freight hub at Gulu, a scheme valued at $18 million and delivered through a public-private partnership. “Our aim is to provide a service that will completely decongest Kampala, where a 15-kilometre journey can take up to four hours. We hope to bring this down to a maximum of 30 minutes by improving the track and using modern and faster diesel multiple units”

Connecting Kampala

In the Ugandan capital Kampala, work is being carried out on the line to Port Bell in the city’s greater metropolitan area, while the 15-kilometre line to Namanve is being revived thanks to a re-ballasting of the tracks and

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replacement of steel sleepers. Passengers are also benefiting from this rejuvenation. “Prior to 1997 Uganda Railways used to have a national passenger service covering the entire network,” Kateeba explains.

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“There was a rudimentary city service locally dubbed ‘Kayoola’, nicknamed for its characteristic carrying of many people at once. It was provided by converted cattle wagons where passengers would travel while standing. It covered only 15 kilometres, six to the east and nine to the west of Kampala.” A new service has since been launched, providing both seated and standing options for passengers and stretching 14 kilometres east of Kampala, with plans to extend west and south (Port Bell) by approximately nine kilometres in each direction. “In the medium term we have commissioned a study to inform our plans to expand and improve the

service further,” Kateeba continues. “Our aim is to provide a service that will completely decongest Kampala, where a 15-kilometre journey can take up to four hours. We hope to bring this down to a maximum of 30 minutes by improving the track and using modern and faster diesel multiple units.” The expansion of services in and around Kampala is projected to cost somewhere in the region of $55 million, with URC also planning to grow its employee base from 450 to 700.

Futureproofing

This will require a mixture of young and experienced personnel, the sourcing of skills cited by Kateeba as a

Charles Kateeba, Managing Director

major challenge for the organisation. “It is even harder to retain the internally trained staff because they become very attractive to other government agencies which are better funded, such as the National Roads Authority, Capital City Authority and Road Fund,” he explains. “We are also faced with a restored national airline which is recruiting with internationally competitive salaries. “We are therefore embarking on massive capacity building and to this end are negotiating credit to facilitate a four-year plan. It will cover both technical and managerial capacity development but will also build a new organisational culture to help retain such developed resources.” This is all geared towards the ambition to fully revamp the Ugandan rail network to a point where it can handle up to 2.4 million tonnes of freight per annum. Such a capacity boost will enable the nation to fulfil its potential as a regional hub, and Kateeba concludes by restating the need to reconnect with neighbouring countries. “There couldn’t be a more important question than this one. I believe that the very economic survival of Uganda depends on having an efficient railway network connecting us to Mombasa and Dar es Salaam ports. “Given Britain found it necessary to build the railway in order to have a hold onto Uganda and the source of the Nile, for Uganda to survive, it must claim its role as the central logistics hub for Africa. We currently trade more with our neighbours than any other country or economic block. “Therefore, the railway must be developed deeper and wider to link to all our neighbouring countries such as the Democratic Republic of Congo, Rwanda and South Sudan. This will be supported with a well laid out logistics hub and improved water transport services on Lakes Victoria and Albert, as well as the Nile.”

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E G E N C O

MALAWI Reenergised Malawi has been lagging behind in power generation and access for a long time, and I was motivated by the prospect that I could be central to future electricity development. “I am excited to see the sustainability of our generation and to help increase capacity in the country. There is much more that we can do as a nation to ensure that we are adequately supplied with power.”

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Formed out of an amend to the Electricity Act in 2016, EGENCO represents a paradigm shift in the country’s electricity sector, a move which is facilitating welcome development and investment

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Writer: Tom Wadlow Project Manager: Ben Weaver

For William Liabunya, becoming CEO of EGENCO was an opportunity to fulfil a personal ambition and revolutionise Malawi’s energy sector for the benefit of its people. A mining engineer in the Ministry of Energy and Mining for six years, he moved to ESCOM, the state-owned utility which once monopolised the generation, transmission and distribution of electricity in Malawi before a landmark amendment to the

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Electricity Act unbundled the sector. “The current state of the energy sector in Malawi is both exciting and challenging at the same time,” Liabunya adds. “It is exciting because the government has opened up the power market so that independent power producers (IPPs) can generate power and sell to ESCOM, which is now responsible for just transmission and distribution.”

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William Liabunya, CEO, Egenco

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EGENCO, while still governmentowned, is one of these new entities able to sell power to the grid. Formed in 2016 as a separation from ESCOM, the company is embarking on a 15-year strategic plan to 2033 which aims to diversify energy generation and increase Malawi’s capacity to produce power. Huge upgrades to the country’s grid have facilitated this ambition.

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A project supported by the US Millennium Challenge Corporation, it has seen transmission lines boosted from 166kV to 400kV, meaning more power can be added and shared with neighbouring countries in the event of any excess. While these opportunities are clear to see, Liabunya also said the sector was a challenging one. “We are still not able to generate enough power to meet the growing

demand,” he says. “Our main source of power is hydro (90 percent) and has been badly affected by climatic changes – the rainfall pattern in the country has been declining in the recent years. “This has resulted in lowering water levels in Lake Malawi which is our main reservoir. The Shire River, where we have our major hydro plants, flows from here and any slight drop in water levels affects power generation.”

ABOUT EGENCO EGENCO initially existed as ESCOM’s electricity generation division before separating as part of the Malawian government’s energy reforms in 2016. The company is mandated to generate and sell power to its former parent, which remains the sole purchaser in the country. The government, however, still plans to establish a single buyer entity separate from ESCOM which will provide independence for it to deal with all electricity generators at arm’s length. The total installed capacity of EGENCO’s power plants is 415.45 MW (as of May 2019), made up of 366.55 MW of hydro and 49.77 MW of thermal diesel generators. Most of the installed hydropower (362.05 MW) is cascaded on the Shire River in the Southern Region of Malawi. The first power station site on the Cascade is Nkula (135.1 MW) followed downstream by Tedzani (97.35 MW) and Kapichira (129.6 MW). The remaining 4.5 MW of hydropower is installed on the Wovwe River in the north of Malawi. The diesel generators installed at Lilongwe (22.9 MW), Blantyre (20 MW) and Mzuzu (6 MW) are connected to the national grid, while those on Likoma and Chizumulu Islands (0.87 MW) are off-grid. To ensure good quality of water for electricity generation downstream, EGENCO also has a functional unit to harvest aquatic weeds and trash in the Shire River at Liwonde Barrage.

THE MILE

he company name, The Mile, represents the determination of our firm to go that extra mile in everything that we do. We bring together a multi-disciplined team able to undertake every aspect of consultancy, infrastructure design, sourcing, installation and on-going support. It is a team with the capacity to deliver a comprehensive service tailored to your exact requirements, and provide the technology capabilities you need while leaving you free to concentrate on your core business activities.

T (265) 1 828 000 / 999 929 770 E office@the-mile.mw

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VOITH

or more than 80 years, Voith has successfully executed the construction and modernisation of hydropower plants on the African continent. Also in Malawi, the technology company has established itself as an experienced industry stalwart. From 1978 to 1996, Voith supplied five 20 MW Francis turbines and five generators for the Nkula Power Station. Since then, Voith has supplied spare parts, services and maintenance to the first major hydropower plant nationwide and various other hydropower plants. Currently, the company refurbishes the main inlet valves of the plant. All works are done in close collaboration with local power generator EGENCO, the largest utility of Malawi.

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What We Provide? Data Analytics Solution Networking Mobile Apps & Software Development ERP Solutions ICT Hardware & Software Supplies IT Security Solutions Systems Support

Suite 511, 5th Floor Development House Henderson Street PO Box 31201 Blantyre Tel: (265) 1 828 000 / 999 929 770 Email: office@the-mile.mw www.the-mile.mw

Inspired by Innovation

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Hydropower for Malawi Voith is one of the world‘s leading suppliers of hydroelectric equipment, technology and services. As a full-line supplier, our portfolio of products covers the entire life cycle of new and existing large and small hydropower plants. In Malawi, we have more than 40 years’

experience in the successful execution of hydropower projects. We have supplied electromechanical equipment for the Nkula Power Station – the first major hydropower plant in the country. Now we make sure, in close collaboration with the power generator EGENCO, that everything flows. Therefore we supply spare parts and services for the facility.

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Generations ahead

Diversification therefore forms the crux of EGENCO’s 15-year strategic plan. Created under the motto of “generating power for generations”, it is designed to promote the sustainable development of Malawi’s electricity production and maintain EGENCO’s position as the nation’s leading energy generator. “Energy is the key driver of the economy,” says Liabunya. “It is therefore very important that we continue to generate enough power to drive our economy. “We are looking at investing in solar, geothermal, wind and other clean sources of energy so that we should not only depend on hydro.

“Our mission, which is well-versed among the team, is to generate reliable and diversified power for generations by leveraging our diversity and innovative spirit, through inspired staff driven by excellence” “If we have reliable electricity, we will reduce dependency on the use of fuelwood in our cities, helping protect the environment through conservation of trees that would otherwise be turned into charcoal.” Building up solar capacity is a particular focus for EGENCO. “We are starting with a 20 MW solar project at Nanjoka in Salima district in the central region,” Liabunya

EGENCO IN THE COMMUNITY As well as generating power for Malawian communities, EGENCO engages in a range of socially driven activities. “We have a number of ways in which we implement our corporate social responsibility,” says Liabunya. “We ensure that we live in peace with communities surrounding our power stations and strive to ensure that they also benefit from the existence of the power stations.” To help give a sense of ownership, EGENCO employs a number of people from local areas surrounding its sites, some on a temporary basis and others permanently, and the provision of affordable maize milling services represents another employment stimulant. Further, all power stations are fitted with clinics and ambulance services which serve employees and the wider area, while nearby primary and secondary schools are also supported through provision of classroom blocks, teacher housing and learning materials. The company additionally champions female participation in science and mathematical subjects by partnering with high schools. “As an organisation whose survival depends on good climatic conditions, we also take the lead in ensuring that the Shire River catchment areas have vegetative cover so we can conserve the environment,” Liabunya adds.

“We lead communities in the planting of trees every year and have so far planted 55,000 trees since the company was established. We also provide clean cook stoves to communities so that they use fuelwood sparingly.”

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continues. “Land has already been acquired and we have tendered the project. “We are also installing 1 MW and 0.5 MW of solar at both Likoma and Chizumulu islands respectively as off grids, and we expect to have this completed by the end of this year.” EGENCO has diesel generators at the islands which run for a cumulative 14 hours a day, leaving the residents in

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90 percent of Malawi’s electricity is hydro-generated

darkness for the remaining 10 hours. The solar project will therefore ensure that the territory has 24-seven power, a move which would also boost tourism.

Harnessing hydro

This is not to suggest that development of hydro is taking a back seat, however.

Already generating 90 percent of Malawi’s electricity, the country’s water resources are still abundant despite the concerns caused by the impact of climate change. EGENCO’s commitment to hydropower is thus unwavering, shown by its plans to build an enormous 300 MW plant at Mpatamanga on the Shire

River, a project which will almost double national energy generation capacity. “We need over $500 million to successfully complete it,” says Liabunya. “The World Bank is supporting us, and we are working together with the organisation’s International Finance Corporation through the Power Africa

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Tedzani I, II and III are being rehabilitated, EGENCO carrying out a rehabilitation and uprating of the existing two machines at the latter to give an additional 5 MW each

Sothern Africa Energy Program, which is providing transactional assistance. We are at a stage of looking for a lead developer for the project.” Expanding and upgrading existing plants is another priority, evidenced by a number of developments taking

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place at EGENCO’s facilities at Tedzani, also on the Shire River. With support of the Japanese government, the company is constructing a new 18 MW generator, Tedzani IV, a project which involves construction of a tunnel, head tank,

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power house and all the necessary infrastructure. It is 55 percent complete and expected to be online by December 2021. Tedzani I, II and III are also being rehabilitated, EGENCO carrying out a rehabilitation and uprating of the existing two machines at the latter to give an additional 5 MW each, the first of which is already complete and the second set to be finished by August. In the north of the country, the company has launched a feasibility study for the expansion of its WOVWE II power station, where it is looking to add 5 MW to the existing 4.5 MW of capacity. Further, at Kapichira, EGENCO is dredging the site to regain pond capacity lost through siltation. Much of this work will be carried out by the firm’s 545 permanent employees, Liabunya stating the importance of maintaining a motivated team, something which begins at the recruitment stage.

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“We have an annual training budget that is aimed at developing our staff so we can work towards our strategic plan,” he explains. “To ensure staff retention, we provide our employees with a good and safe work environment and develop a culture of teamwork. We are a diversified workforce with gender and social inclusion and from this we gain trust, hard work and innovation among our staff. “Our mission, which is well-versed among the team, is to generate reliable and diversified power for generations by leveraging our diversity and innovative spirit, through inspired staff driven by excellence.”

Bright prospects

This mission will guide EGENCO into what looks to be a bright future, encompassed by the 15-year plan to develop Malawi into a sustainable power generator for the long term.

“We remain committed to satisfying our customers by delivering adequate, reliable and affordable power,” Liabunya says. “We shall achieve our goal of being the preferred partner in the industry through cost leadership and the implementation of financial and strategic controls. “This requires focusing on four key thematic areas: customers, stakeholders and corporate image; revenue generation and financial stewardship; learning, growth and innovation; and business process excellence.” Still a new company, EGENCO is ready to tackle the challenges that lie ahead, not only for Malawi but the Southern African Power Pool, an ambition which the CEO is looking to fulfil through new private investment opportunities. Indeed, the general atmosphere surrounding the future of the country’s energy mix is a positive one and something Liabunya identifies with.

He concludes: “We are currently taking the right path. The reforms that have been passed have opened up the market to more opportunities within the power sector. “As a company, we stand ready to take on the opportunities that the new environment has to offer, and we therefore invite potential investors to partner with us to develop a number of power plants that we have earmarked through the integrated Resource Plan of the Malawi Government. Some of the feasibility studies for these have already been concluded – the future looks bright.

EGENCO Tel: +2651836000 egenco@egenco.mw www.egenco.mw

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Water Turned

Welfare Through 800 boreholes, 3,700 employees and 500,000 connections, WUC is serving 2.5 million people across Botswana

Writer: Jonathan Dyble | Project Manager: Ben Weaver

ater is unquestionably the world’s most precious resource. Without it, life on earth would simply cease to exist. Farmers need it to grow crops; factories rely on it within their production cycles; and our domestic quality of life, from cooking to hygiene, has become substantially dependent on access to clean, safe water. It is a dejected reality, therefore, that the latter is

simply not available to almost one billion people globally – people who are faced with an amalgamation of risks related to drinking contaminated water every day. This is not to say that it is an unsolvable problem, however. Botswana, for example, is one country that has a fantastic track record in overcoming the prevalent challenge of water scarcity. “Botswana covers an area about the same size as France,” reveals Mmetla Masire. “It is a country that is semi-arid with large desert areas and has been impacted negatively by climate change. Yet, despite these challenges, Water Utilities Corporation (WUC) is able to provide water utility services to 2.5 million people, almost the entire population of the country.”

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A parastatal business, WUC had spent the vast majority of its 50-year history (up to 2009) delivering water to customers in cities and large towns and to local authorities that was then distributed directly to customers in villages. “And it was indeed a very profitable model,” adds Masire, whose tenure in the office of the Corporation CEO ended early June 2019. “However, this comfortable situation changed when the Water Sector Reforms were introduced between 2009 and 2013.” Through this, the company’s expansion has been exponential. In the years since, WUC extended its

reach to encompass more than 500 villages and towns, providing both potable water supply and wastewater services to phenomenally greater proportions of the population. Further, the size of its employee base followed a similar trajectory by expanding from 800 to 3,700 in the past decade, this team now operating nine dams, over 800 boreholes and 500,000-plus connections across the country. “I joined this organisation in 2015 because I simply felt it would be a new challenge, and one where I could make a difference,” adds Mmetla. “And this is exactly what we’ve achieved.”

LEADERSHIP FOCUS MMETLA MASIRE Having stood as the Chief Executive Officer of WUC for over four years, Masire has gained an illustrious array of experience throughout his career. Initially studying as an electrical and electronics engineer in Wales in the 1980s, he proceeded to work in the diamond mining industry for a quarter century, working in various countries for a range of companies in a multitude of different leadership positions. One of these businesses was Orapa Mine, and it was here that Masire’s association with the water industry came to fruition. He explains: “Water supply was a big challenge and a big risk to this particular mine, so we spent a lot of time, energy and money in providing alternative water supply, water conservation and water recycling options. This became a way of life at Orapa Mine, and boreholes and wellfield management became critical and strategic for the mining of diamonds. “My exposure and experience in water recycling conservation and extraction at Orapa Mine proved to be useful and made it easier for me to understand and better appreciate some of WUC’s challenges, hence my appointment in 2015.”

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Optimising efficiencies

Statistics aside, Masire’s pride is equally placed in many of WUC’s other achievements that add to this extensive list. “We’re one of the few utilities that can expect to remain profitable even while providing highly subsidised services, and at times free services, to some of our citizens,” he states, citing one such example. Be it the extraction, treatment, storage and distribution of potable water, or the delivery of wastewater management services and the treatment of wastewater for safe disposal or reuse, many of the company’s differentiators stem from a consistent adherence to its key ethos. Masire reveals: “It’s our mission to provide efficient, optimised, costeffective and environmentally friendly services.”

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Such is reflected in WUC’s current investment strategy, a roadmap that is very much centred around maximising the use of appropriate industry technologies such as smart meters. “We’re not ignorant of the fact that we have many challenges, including a lack of effective meter reading and water consumption management,” states Masire. “This in mind, we’ve identified the introduction of smart meter solutions as a priority, a project that will make water accounting and balancing much easier.” WUC has also acquired status as an ISO accredited laboratory, the organisation regularly testing and monitoring water quality from samples from various parts of its value chain at predetermined intervals.

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It’s our mission to provide efficient, optimised, costeffective and environmentally friendly services” “This gives us and our customers the necessary assurance that we are providing them with good quality and safe water,” adds Masire. Additionally, WUC never rests when it comes to expanding its services, consistently launching new boreholes projects and continually spending on its pumps to bolster capabilities and enhance operational sustainability.

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“Ensuring our pumping networks are as effective and operational as possible is crucial for the distribution of water,” Masire affirms. “Moreover, about 60 percent of potable water supplied by WUC comes from boreholes, so having a reliable supply network is integral to our services. “With increasing populations and drying up of some of the boreholes it is important that additional boreholes are drilled and connected to an ever-growing, optimised distribution network.”

Facilitating furtherance

Despite the strides that the company has made, however, WUC still faces numerous challenges that are inherent in both the country and the industry. What again helps to stand the firm

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apart, however, is its willingness to actively address these. When it comes to its staff retention, for example, Masire is quick to highlight that it is forced to compete with the attractive salaries offered by private sector businesses. He says: “Talent retention is a major problem on the water resources, water quality and information technology side, but it’s certainly an area that we’re looking to improve. “We provide other benefits wherever possible and planned, coherent career paths, and I’m pleased that we remain a wholly indigenous business – a value that is held in the highest esteem at WUC and one that’s further evident in our activities in the CSR space.” Skills shortages aside, the organisation equally sees a range of alternate challenges stemming from falling ground water levels, climate change, the vandalism of infrastructure, outdated distribution networks, and rising costs such as electricity, fuel, chemicals and more. Yet despite these, Masire remains positive about the firm’s future prospects, confident that WUC will

“Ensuring our pumping networks are as effective and operational as possible is crucial for the distribution of water. About 60 percent of potable water supplied by WUC comes from boreholes, so having a reliable supply network is integral to our services”

asked about the firm’s plans for the future. “In turn, we’re anticipating a rise in customer satisfaction accompanied by improved access to water, raised distribution coverage and improved financial performance, all while we drive to become a highly digitised and automated company. “Considering the progress being made on all of these fronts, I remain optimistic that WUC is moving in the right direction. There’s certainly a lot more to come in the next two or three years.” continue to hit its strategic plans and goal after target and target after goal. “Right now, we’re about to complete an internal restructuring process, roll out smart meters in a couple of cities, and complete a range of critical projects, some funded by ourselves and others by the World Bank,” he responds, having been

Water Utilities Corporation Tel: +267 360 4400 metsi@wuc.bw www.wuc.bw

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Awakening an Industry Offering first-class, modern, bespoke indemnity products, Linkage Assurance is tapping into the vast potential of Nigeria’s insurance market Writer: Jonathan Dyble | Project Manager: Sam Love

frica’s insurance market has been described as a sleeping giant for the majority of the 21st century. In more recent times, however, indications have begun to arise which suggest that the true potential of the industry is starting to stir. A relatively stable economic environment, rising disposable incomes, a young population and an expanding middle class are all factors contributing towards the rising uptake of insurance in Africa. And while there is still a long way to go, it is undoubted that a wave of confidence is sweeping

across the sector, evidenced by a closer look at Nigeria. “I am quite optimistic about the direction of the Nigerian insurance industry,” states Daniel Braie, the Managing Director and CEO of Linkage Assurance. “Indeed, the penetration level of Nigerian insurance is still below one percent, and when compared with other markets it is a far cry of the potentials that are abound, especially in the retail market. “Yet there are a number of countrywide efforts geared towards increasing uptake in the form of strategic global partnerships, active public-private collaboration, the introduction of compulsory classes, and other plans which seek to improve the knowledge gap.”

The retail roadmap

Daniel Braie, MD & CEO

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A company that has been an everpresent provider in Nigerian insurance since its inception in 1991, Linkage Assurance has established a truly extensive portfolio of bespoke products. These range from conventional insurance products to special package retail insurance solutions, spanning the automotive, property, general accident, bonds, oil and gas, marine,

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aviation and engineering verticals. In addition, against the optimistic backdrop of more recent years, the firm has introduced a range of innovative retail insurance products as part of its five-year strategic roadmap. From motor plans and comprehensive cover for shops to real estate and SME insurance, these solutions have enabled Linkage Assurance to capitalise on new opportunities as the market continues to flourish.

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A PROACTIVE APPROACH Linkage Assurance has repositioned itself to better tap into the retail market’s substantial potential through the launch of innovative, competitive insurance products. These include: Third Party Plus – An enhanced third-party motor insurance with coverage for own damage. This particular product is aimed at bringing comprehensive cover affordable to the Nigerian emerging middle-class affordable premiums. The Linkage Purple Motor Plan – A bespoke motor insurance plan for female drivers and vehicle owners. The Linkage Shop Comprehensive – Targeted at the large and booming shop owners within the country, this is the ideal protection plan for small shop and store owners. The Linkage Event Insurance Xclusive – A multiple events liability insurance package. The Linkage Estate Insurance Plan – Cover on fire and burglary for estate residents. The Linkage Citadel Plus – A group personal accident scheme for education establishments.

“The future of the Nigerian insurance industry lies with the retail sector,” explains Braie. “Unlike the corporate sector of the insurance business, which is heavily saturated, the retail market is still largely untapped with a huge potential for securing a large volume of sales. “Nigeria is home to over 180 million people, the majority of whom are medium and lower income earners, unaware of the benefits of insurance.

Thus, the potential for growth is enormous and the opportunity is massive within the retail segment.” This emphasis has not only helped to further the company’s overriding, forward-thinking mission of consistently exceeding customer expectations through the deliverance of world-class services, but it has also led to external recognition. Braie reveals: “In 2018 we were the recipient of the Pearl Sectorial

The Linkage SME Comprehensive Plan – Designed to provide protection to small and medium sized businesses. Like the shop comprehensive cover, this product targets SME’s who are currently the largest employers in the Nigerian economy. Most of these businesses do not currently have any form of insurance cover. However, this Linkage Assurance bespoke product is developed in such a way to make insurance affordable and accessible to small business owners who are the bedrock of the Nigerian economy.

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Leadership award in the insurance industry on corporate excellence in the Nigerian capital market, and I was named one of the top 25 CEOs whose companies had positively impacted investors on the Nigerian Stock Exchange.” These recognitions speak to the early impact Linkage Assurance is making under the leadership of Daniel Braie. Recognised with the Business Day/Nigerian Stock Exchange award as one of the top 25 CEOs of listed companies on the Nigerian Stock Exchange, Braie’s strives are particularly impressive given the struggles that insurance stocks have historically had.

Innovation combined with continuity

Despite Linkage Assurance’s willingness to both transition and adapt in line with market movements in order to remain ahead of the curve,

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equally the firm’s core principles have remained imbedded within its modus operandi throughout its illustrious history. “Over the years we have maintained our principles of integrity, customer focus, teamwork, innovation, professionalism and merit,” states Braie. “We believe in walking the talk and keeping promises to all our stakeholders with honesty, transparency and the highest of ethical standards.” This outlook has been crucial to the development of an adept, prompt, fair and satisfactory insurance solutions portfolio provided by the company’s marketing, technical underwriting, claims and customer service teams. As such, Linkage Assurance now manages shareholder funds in excess of N20 billion ($66 million) and is renowned as one of the most financially solvent insurance companies in Nigeria, supporting large businesses across a multitude of sectors.

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“Agusto & Co, a local rating agency, assigned A- status to Linkage Assurance last year as a reflection of our good financial condition and strong capacity to meet obligations as and when they fall due,” Braie reveals. “Further, in addition to our very strong financial position, we also leverage on relationships with our local and foreign reinsurance counterparts, such as Continental Re, Swiss Re, Hannover Re, Africa Re, WAICA Re and PTA Re, to efficiently manage risks for our clients.”

Ambitious yet grounded

Insurance is a global business, given the important principle of “spreading the risk”. It is important that an insurance company, particularly those in emerging markets, have unfettered access to the international market so that it can continue to be able to have competence, capability and capacity to support the local economy and deliver contemporary insurance products for its customers. Readily opening itself up to meaningful discussions and new relationships with global insurance players, collaboration is a core part of Linkage Assurance’s forward-thinking approach. “We want to achieve a dual strategy – a blend of local knowledge and expertise with esteemed market players from the world over to deepen insurance penetration in Nigeria through alternative channels,” adds Braie. And while the company undoubtedly has global ambitions, it equally maintains an active role in furthering Nigeria’s strives for socioeconomic development. To this end, Linkage Assurance has developed an extensive human resources strategy that both seeks to attract and retain the most talented individuals, and recognises the importance of career progression, facilitating this for its people.

WE’RE COMMITTED TO PUTTING OUR CUSTOMERS FIRST.

Focusing on our customers to deliver the best results. Everyone at Continental Reinsurance has a passion and commitment to developing ambitious products and growing local markets. As an institution that’s respected across the continent, we understand that it is consistently high performance, commitment to the industry and dependability that will help us become Africa’s most responsive reinsurer.

www.continental-re.com Pan-African commitment made local

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“In fact, we have just reviewed our training plans and structure to include mentoring and knowledge management,” the CEO reveals, “and we continue to hire locally wherever possible.” Similar attitudes are translated into the firm’s wider CSR initiatives, practices that again are held in high esteem by Linkage Assurance and its CEO. Braie continues: “In terms of our corporate social investment, we have supported a down syndrome foundation, a cancer foundation, orphanages and beautification programmes within our immediate community. The local environment, local people and our local partners are integral to us – they are part of our success story.”

An upward trajectory

From these grassroots CSR initiatives to its buoyant reputation, sound financial status and global outlook, the future looks bright for Linkage Assurance. “Looking ahead?” Braie responds, asked about the company’s priorities for the coming year. “We are aiming to increase our gross premium

income through aggressive revenue growth, enhanced brand visibility and a bolstered position in the market that will also yield greater returns on shareholders’ funds through consistent dividend pay-outs.” It won’t be entirely plain sailing, however, the company having to overcome headwinds from unfavourable tax policies, potential reductions in consumer purchasing power, aggressive competition and pre-existing social norms such as a lack of market awareness.

Linkage Assurance was founded in 1991

Yet Braie remains optimistic that Linkage Assurance’s current upward trajectory will continue throughout 2019 and beyond. He concludes, pointing to the contrasting tailwinds: “With a drive coming from regulators for the industry to comply with international best practices, there is no doubt that the future of insurance in Nigeria looks promising. “I forecast that we will begin to witness real growth and see the industry come to play a key role in the economy.”

Linkage Assurance Tel: +234 7054 492 984 info@linkageassurance.com www.linkageassuranceplc.com

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DIASPORIC Empowerment 10 years in the making, Mukuru has risen from a small concept African startup into a mobile money marvel of migration Writer: Jonathan Dyble | Project Manager: Sam Love The hyperinflation period endured by Zimbabwe in 2008 and 2009 witnessed many people outside the country attempting to send money home to loved ones, a process that was characterised by a lot of friction at every step. “There were swathes of Zimbabweans on the African continent who had sacrificed an immense amount personally to join the diaspora in search of economic opportunities; who were looking for a safe, convenient, simple and quick way to

Andy Jury, CEO, Mukuru

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remit funds home to their family and friends. “Given that they often had limited access to formal financial services, were structurally under-serviced and/ or unbanked, they often had to resort to informal methods of sending money home that were unregulated, lacked transparency in terms of price and speed and had a lot of opportunity cost. They often had to take days off work and incur costs in getting to a central point to pay in cash, challenges that were then mirrored by their recipients. What Andy Jury is referring to is the backstory behind Mukuru. “Our founders were in this same boat,” he adds, “and what started out as a desire to iron out personal wrinkles, in getting money home to their friends and family, morphed into a realisation that there was a massive business opportunity if we could build a simple, secure, rapid means of affordably being able to send money.” A remittances-led financial services company that was brought to life to empower financially under-serviced migrants, Mukuru has become renowned as the go-to platform to send money in a convenient, safe and affordable manner across Africa. “We wanted to produce a transformative solution that was simple to use and accessible to anyone with a mobile device,” Jury,

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the company’s Group CEO, adds. “It required us to walk in our customers’ shoes, understand the pain points they had with remitting money home and build a solution that addressed these challenges.” And this is exactly what the company has spent the past decade doing.

Innovate and improve

Mukuru has refused to benchmark itself against the successes or failures

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has reached in recent times, however. While it began by serving just two or three primary corridors upon its inception 10 years ago, Mukuru now remits money across more than 70 corridors, a rapid rise that can largely be owed to the firm’s emphasis on collaboration. Key nodes of a network that stretches across Southern Africa and beyond currently include South Africa, Lesotho, Mozambique, Zimbabwe, Botswana, Zambia, DRC, Malawi, Nigeria, Bangladesh, Pakistan and the United Kingdom. “We’ve developed an extensive network of first and last mile payin and pay-out points that not only include our own branches, booths and customer services agents, but a chain of deep partnerships with retailers, switching intermediaries and banks as well,” Jury explains. “Aside from the physical distribution infrastructure that these partnerships provide, they are also an invaluable source of local, in-country knowledge and expertise that we’ve been able to leverage throughout different markets.”

A socioeconomic stalwart

of other industry players throughout this period, instead opting to adhere to its own overriding ethos. Jury explains: “Constantly looking to innovate and improve customer experiences is a key focus of ours. “We’ve attempted to stay true to this approach as our business has grown, expanded and evolved – if we continue to obsess about trying to understand what customers really need and build solutions to address

these requirements, then we’ll be well placed to walk alongside our customer base as their needs evolve.” Following this philosophy, Mukuru has developed a remittance portfolio that is characterised by a high degree of customer loyalty, trust and repeat business – features that have enabled the company to reach a total 25 million transactions, a figure recorded in late 2018. This is not the only milestone that it

Mukuru’s cooperative modus operandi also comes to the fore in other ways. A business founded on the notion of socially responsible financial inclusion, Mukuru has developed a win-win relationship with the continent that is propelled by a number of corporate social investment initiatives. “We look to engage with our customers through the pillars of education, music and sport, and are associated with a range of endeavours in which we support community upliftment using these pillars,” states the Chief Exec. “Most recently we made significant contributions to assisting the victims of Cyclone Idai across Mozambique, Zimbabwe and Malawi, both in terms of aid packages as well as manpower and logistics support.”

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MONEY MADE EASY Marketed as the easiest way to send and receive cash around Africa, Mukuru prides itself on providing such a service through its pioneering KYC (know your customer) processes. Working closely with industry regulators across Africa, Mukuru has consistently been at the forefront of innovation in customer verification and onboarding, greatly expanding migrant worker access to industry leading financial services, from which they would otherwise largely be precluded. Prospective users can register for an account through Mukuru’s vast network of roaming customer service agents, information centres and select strategic partner channels, or online via Facebook and WhatsApp. Once registered the customer can create their money transfer order via Mukuru’s call centre, assisted in their own language, perhaps even by someone from their hometown, or via a self-service channel – WhatsApp, USSD or website. In turn, Mukuru prides itself on displaying its fees and the exchange rate of any money transfer transparently to its customers; trust is paramount. Satisfied with their quotation, the sender then adds a recipient by completing their name, address, phone number and potentially their bank details, pick up location and/or card number to receive the payment, depending on the chosen recipient collection method – cash collection, bank transfer, mobile money wallet or cash to card.

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Once the necessary details are confirmed, orders can then be conveniently settled via an extensive network of over 40,000 physical payment locations across the continent using cash, Mastercard and Visa credit or debit cards, as well as online via bank transfers/ EFT, or via instant transfers from Mukuru’s own prepaid card product. Once settled, Mukuru processes the order through an instant, electronic transfer of funds or delivery of a cash collection voucher to the recipient’s mobile phone, depending on the chosen collection method. Cash collection vouchers are redeemable nationally in a chosen country, from a similarly rich network of Mukuru and partner pay-out locations, with recipients required to present the voucher number and a valid identity document on collecting their funds. “We walk the journey with our customers in getting them signed up, registered and sending money, using our tech solution that enables them to create orders on mobile phones using both basic 2G or smartphones,” explains Jury. “They can choose to settle their order voucher directly with us at one of our branches, or at a partner retailer, bank or registered agent that accepts a bill settlement of the order on our behalf. “We keep our customers informed throughout the process so that they are well aware when their funds are available for collection right through to the time when they have been collected and the transaction concluded.”

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INCA DRC, leader in responsible financial services in the DR Congo for more than 15 years!

FINCA DRC, a subsidiary of the FINCA Impact Finance network, operates 21 branches and 1,300 FINCA eXpress agents that offer our customers withdrawals, deposits, bill payments and money transfers. We are pleased to announce a new partnership with Mukuru to offer money transfer services to anyone across the Democratic Republic of Congo. Our new mobile application Click allows any mobile user to selfregister for an account in just five minutes.

Learn more at FINCADRC:

www.finca.cd

VICTORIA FOREX BUREAU

ictoria Forex Bureau is Malawi’s leading authorised dealer of foreign currency and a standout money remittance payout service provider. We have an unrivalled reputation for excellent customer service and competitive rates. We have grown very quickly in a short space of time by partnering with the best money transfer providers in the market, and are currently operating out of 18 branches in Malawi with plans to open more so that we can expand our network in all regions. Those arriving in Malawi through Chileka International Airport can find us at the arrivals meeting point.

T +265 99 2112075 E info@victoriaforex.mw

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“Additionally, we undertake initiatives like actively partnering with the Malawian consulate in South Africa in its community building and social cohesion efforts, from sponsoring netball and football tournaments to facilitating a choral competition for Malawian affiliated church choirs.” These efforts, while hugely beneficial to those who it impacts, only begin to highlight the company’s wider role as a socioeconomic stalwart. CSR aside, the business actively employs local people, both out of logic for communicating with its clients effectively and in order to further its ‘Afri-can’ agenda. Jury continues: “Afri-can is the spirit of Mukuru. We were founded on the desire to solve personal problems that were shared across an increasingly growing customer set. Our staff live the adage of ‘Mukuru, we are you’ daily and most of them are customers themselves. Mobile is a key enabler of many financial services

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“Our business has been bootstrapped up off the collective inputs of dedicated individuals who believe in our primary goal of achieving diaspora-led financial inclusion, and have gone significantly beyond the extra-mile to do so. Our primary assets are our people and the self-motivating momentum we’ve been able to build up over time. “We place a lot of emphasis on hiring to ensure that we continue to influence the Mukuru orange energy positively!”

The sky is the limit

All of the aforementioned combined, Mukuru is set for perpetual progression as it moves through the remainder of 2019 and beyond. In terms of investments, the business will be focused on improving its KYC processes, putting more control into the hands of its customers and bolstering its processing

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technology to make transacting faster. Investments in WhatsApp as a customer transaction channel have also come to fruition in recent times and will be pursued more actively looking ahead, providing improved accessibility to its services. “We like to think of ourselves as having orange energy coursing through our veins, which encapsulates a self-starting attitude, the desire to make a meaningful difference in the

lives of our customers, the ability to make a plan and get things done in a world in which a one-size fits all approach doesn’t work,” states Jury. And through this outlook, the CEO remains optimistic about the ultimate potential of the African financial services and remittances industry. He adds: “From a collective formal market perspective, we have only just scratched the surface. “Trust is key, but if we can continue to demonstrate to customers that they will do well by trusting us with their money then the degree of possibility is only limited by imagination.”

Mukuru Tel: +27 (0) 8600 18555 support@mukuru.com www.mukuru.com Many Mukuru staff are also customers

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Fuelling Enterprise and Empowerment Operating in an ever-competitive downstream petroleum market, Kenyaâ&#x20AC;&#x2122;s Astrol Petroleum prides itself on quality, service and integrity to stand out from the crowd Writer: Tom Wadlow | Project Manager: Ben Weaver

enyaâ&#x20AC;&#x2122;s petroleum market is an increasingly busy one. Promising discoveries made in the northern region of Turkana have led to investment in crude oil production and export facilities, activity which could be underway by 2021, while construction of the 450-kilometre, $476.6 million Mombasa-Nairobi pipeline was completed in 2018. The latter is a much-needed breakthrough which, once commissioning is complete, will replace the Mombasa-Nairobi pipeline that has been in operation for 40 years.

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Although the Turkana deposits are slated for export only, such developments are cause for optimism among Kenyaâ&#x20AC;&#x2122;s petroleum players. A market historically dominated by foreign multinationals, the country is a net importer of petroleum products, making the ability to differentiate of paramount importance in what is a crowded industry. This is especially the case for native independent enterprises such as Astrol Petroleum.

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Specialising in the supply and distribution of products in Kenya via its network of filling stations, the company serves motorists, agribusinesses, power stations and industrial manufacturers around the country.

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“This is not an industry for the fainthearted,” says James Mwangi, the organisation’s Managing Director. “It is an extremely competitive field thanks to the open tender system in place, and around a hundred companies are involved in bidding for the importation of fuel. “This makes for a fast-moving, vibrant market and the discovery of oil in the north is certainly a positive step – I hope this brings more investment into our country.”

Father figure

Mwangi is following in his father’s footsteps in running the company. Inspired by his legacy, he first entered the world of business because of the entrepreneurial spirit flowing through the family. “I have had a passion for it from a young age,” he says. “My late dad had always been an entrepreneur in industries such as transport, construction and oil, so in 1993 I started

assisting him with some of his work before going to university and studying international business administration. “I continued to run errands during my time at university, and after I graduated in 1997 I decided to continue with him rather than find a job with another company. This led me to start my own small venture with LPG and that’s how my dream began. “The faith my father placed in me has resulted in getting to this point.

We were a great team, and he gave me hope. He was also uncompromising on his values relating to hard work and integrity, something which has stayed with me ever since.” This etching of quality, service and honesty into Astrol’s DNA has enabled it to cut through much of the competition, especially in and around Nairobi, an area which Mwangi cites as holding around 60 percent of Kenya’s petroleum market share.

ALFA ENERGY GROUP

he principal activity of Alfa Energy Group is the import, export, transportation and marketing of petroleum products to service Kenya, Democratic Republic of Congo, Zambia and South Africa. We focus on safe operations, continuous improvement on how we deliver products and services to our valued customers while applying the best industry practises. With experienced, focused and dedicated staffs, we deliver on given promise on time as required. Thriving on a spirit of enterprise, Alfa Energy group is underpinned by the culture of integrity and good customer service. Above everything, the group is committed to excellence.

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JINDIAO Building Materials Trading Limited, established in Guangzhou in 2007, is a professional foreign trade export company focusing on African market. We are committed to providing one-stop purchasing and logistics services for customers. Products & Services: • • • • • • • • •

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Kenya office P. O BOX 79139 - 00200, NAIROBI, KENYA. Nextgen Mall, 5th flr unit 51, Mombasa road. +254 707484800 Email. Info@alfaenergyltd.com

DRC office Lac Kipopo, lubumbashi, Katanga +243 825557774 Email: info@alfaenergyltd.com

Zambia office 3rd Street Ibex Hill, Lusaka. +260 970 555551 Email: info@alfaenergyltd.com

South Africa office 41 Central Road, Johannesburg +277 9327 0271 Email: info@alfaenergyltd.com

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KENYA’S FUEL INDUSTRY Kenya’s petroleum sector is broadly divided into three segments namely: upstream (exploration and production), mid-stream (storage, refining and transportation) and downstream (supply and distribution). Upstream activities are nascent compared to some other African nations, although the first oil well drilled in Kenya was all the way back in 1960. Since then approximately 30 more wells have been drilled with no commercially significant discoveries. However, the 2012 discoveries mentioned by Mwangi in the north of the country are sizable, and Kenya is now considered as a serious potential oil producer.

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Indeed, the company’s comprehensive offering at each of its filling stations also helps to differentiate from competitors. Beyond selling fuel, Astrol offers car washing, engine checks, vehicle servicing and food and drink retail, while its branded truck fleet transports fuels to customers who require it for various needs, solutions which combine to fulfil the organisation’s mission ‘to give all customers satisfaction in all their vehicle needs’. The fuel itself is also subject to as much scrutiny as the array of additional services. Once purchased, it is checked by the firm’s experts to ensure it meets the highest standards, ensuring all clients receive value for money. Another trait inherited by Mwangi junior is a hands-on approach to leadership, key to the provision of a standout experience for customers.

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“Quality and service are what we focus on, and I believe it has enabled us to create our own market niche” “Quality and service are what we focus on, and I believe it has enabled us to create our own market niche,” he adds. “We are surrounded by multinationals in our market in Nairobi and have emerged as a true indigenous contender because of this focus. “I am personally very involved in the business. I like to know what is going on, and if a customer complains I am very keen to hear them in person and act accordingly.”

Empowerment

This approach has enabled Astrol to continue its expansion programme around the capital city. Mwangi outlines plans to open one or two new stations each year, including an imminent opening in a town 30 kilometres outside of Nairobi, a project scheduled for completion by the end of 2019. Once this core market has been developed, the MD plans to explore the remaining 40 percent which covers the rest of the country. This growth will also lead to an increased headcount in terms of staff, the company currently employing around 400 people across its network of stations and truck fleet.

Astrol Petroleum’s mission is to give all customers satisfaction in all their vehicle needs

For Mwangi, the empowerment of Kenyans through provision of a livelihood is what motivates him to run and grow the business. “What inspires me is the impact our employment has on the lives of people,” he reveals. “There are many examples of working up through the ranks, for instance a pump attendant

moves on to supervisor and then on to an assistant manager. “I see people earning for their children, and this for me is our greatest achievement – being able to support hundreds of Kenyan families. We are giving back to the community and are determined to succeed so we can give back even more.” This people-driven mantra can also be applied to Astrol Petroleum’s wider corporate social responsibility programme. Mwangi reveals several other ways in which the company contributes to the wider community, including providing financial support for students from disadvantaged backgrounds and supporting the

development and renovation of crucial facilities such as schools and churches. This is all made possible by a successful, well-managed enterprise, and given Mwangi’s optimistic outlook for his company and the wider industry, Kenya’s petroleum sector looks set to positively contribute to society for many decades to come.

Astrol Petroleum Tel: +254 743945576 info@astrolpetroleum.com www.astrolpetroleum.com

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Feeding the

FUTURE United Millers is catering to Kenyaâ&#x20AC;&#x2122;s growing population by producing quality foodstuffs and supporting local farmers, the company now seeking to expand its range and reach Writer: Tom Wadlow | Project Manager: Lewis Bush

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ake Victoria – one of the African Great Lakes named by explorer John Hanning Speke who became the first Briton to document it in 1858. The largest lake in Africa and chief reservoir of the Nile, it was the source of this river that Speke was trying to find when he discovered the

UNITED MILLERS – THE BASICS Operating with a motto of making your nutritional needs our priority, United Millers Limited produces predominantly maize, wheat and pan-baked bread from its facilities on the shores of Lake Victoria, Western Kenya. Its products are split into four major categories: Flour: A company staple, the Tropicana wheat flour range includes products designed for home baking and commercial cooking. Specialist flours for Asian breads are also produced, while United is also looking to increase its healthier maize options. Bakery: With over 20 years of baking experience, United makes high quality breads in white, brown and extra sweet varieties. Oils and fats: A range of vegetable-based oils and fats sold through brands including Criso, Seefa, Salina, Bibo and Royale, ideal for frying and baking. Soap: Superior quality and economically priced, United’s multipurpose bar soaps are ideal for washing clothes, utensils, cleaning kitchen tops and general household cleaning. United produces the above portfolio using high-end state-of-the-art Swiss Technology milling machinery, its operations awarded the Bureau Veritas (ISO 9001:2008) certificate in 2010 and once again in 2015. The company is also a Superbrand status holder.

68,000-square-kilomotere basin. Much of it lies in Uganda, and the city of Kisumu represents an important port location for transport, tourism and other commercial endeavours. It is here where Sunil Shah decided to set up food manufacturer United Millers in 1977. Identifying not only a business opportunity but a growing need for the community and country, the now MD explains: “Kisumu is the thirdlargest town in Kenya, and there was no modern milling facility in the lake region back then. “Also, the demand for flour and other products was increasing due to a rising population, and this inspired me to start United Millers. We celebrate 42 years this October – it has been a tough journey and has required constant focus and attention, but it has been extremely rewarding.” Speaking about Kenya’s wider modernisation, Shah adds: “Industrialisation is continuing but not at the pace we saw in the 1970s, 80s and 90s. “This is partly due to a growing number of imported products coming in from places such as the Far East, and the country has been on a journey to improve its infrastructure and create special economic zones in order to compete.”

Local champion

The rise in imported goods that Shah eludes to ties into what he believes is the greatest challenge facing Kenya’s food production industry – supply of local raw materials. Be it climatic challenges, soil degradation or lack of irrigation and modernised farming techniques, improving productivity of Kenyan farmers is paramount to the country’s ability to become self-sustaining and food secure. “Kenya needs to allocate more budget towards developing agriculture,” comments Shah.

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“The country needs to build reservoirs to enable irrigation and seed resistance to pests and diseases in order to counter the impacts of climate change. “Another focus at the moment surrounds the use of geneticallymodified seeds and higher value crops – maize is not a high value crop, so farmers are looking into growing alternatives for export which will help them generate more revenue.” Shah also points to regional economic harmonisation and innovation in the financial sector as key to unlocking the potential of local growers, with mobile money apps such as M-Pesa seen as an accessible means for smaller companies to acquire credit and transact with large buyers such as United Millers. Indeed, United is the largest purchaser of locally produced wheat in Kenya. Although the company does have to import some of its raw materials, a large proportion of the 100,000 tonnes of wheat it processes annually does

originate from Kenyan suppliers. And it is this community custodianship that Shah believes helps to differentiate the company. “Since the very beginning we have operated with a local mindset,” he says. “We have always helped local farmers, and we share the same values with all of the stakeholders in our company, which includes supporting the community and economy at large. “We share in our success and tackle issues together in a way that everyone benefits.”

Powering progress

A constant throughout United Millers’ ongoing journey is its Swiss supplier of milling machinery, a hallmark of quality which adds another point of difference to the business. “There so many benefits to these modern machines,” Shah adds, “starting with the fact we are able to produce better quality flour with a greater energy efficiency. We can

An aerial view of one of United’s milling facilities based on the lake shores of Kisumu

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CIMBRIA UML relies on Cimbria for grain storage solutions When United Millers Ltd (UML) set up a modern grain milling facility in Narok for Upland Crops Ltd, it turned to Cimbria East Africa Ltd to design, supply and install the 20,000-tonne post-harvest grain storage solution for the new mills. The new UML storage facility, which includes high-quality grain cleaning and handling equipment for environmentfriendly operation will offer flexibility for multiple operations in the plant. The equipment intakes grain, cleans and delivers the crop to silos or mill by conveyor and handles inter-bin grain transfer, as well as bulk loadout onto trucks.

T +254 709 459 000 E info@cimbria.co.ke

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04-06-2019 14:47:49

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also increase throughput with minimal breakdowns, meaning downtime is reduced which can be a serious cost to a company like ours. “The staff are also happy because their job is simpler, and they are able to learn how to use leading-edge technology.” Not only is United working on expanding its milling and baking facilities, it is currently looking at new equipment in order to produce more complex flours – for example, a composite product which carries a higher nutritional value, something which Shah believes will be in production in about a year’s time. The company has already released healthy maize-based products such as its Jambo brand, while its U Mix product is a ready-made flour mix for making mandazis, a native type of doughnut. Progress is also on the horizon when it comes to environmental sustainability. Shah has been keenly investigating the option of renewable energy as a viable means to power United’s operations, with solar identified as a preferred choice, the Managing Director hopeful of having it in place in the next two years.

The quality control laboratory is well equipped with modern equipment and highly trained technicans

Corporate citizen

This sense of responsibility also extends into a wide remit of CSR practices. From sponsoring the KYFA league football season and supporting a variety of sports clubs to tree-planting with schools and funding water and sanitation projects, United Millers has proven to be a community mainstay over the years. Other initiatives have included providing food for charity homes, renovating classrooms at schools and helping orphanages, work which Shah is determined to continue. “Kenya’s population is growing rapidly, and so people need our

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State-of-the-art milling machinery

support,” he adds. “We also want to empower more women to succeed in their small businesses, enabling them to become economically independent and upscale.” The same notion of empowerment is granted to United Millers’ own employees, Shah describing the 800-strong workforce as a central pillar to its success. “We continually invest in onsite and offsite training, and there is a new milling school which has opened in Nairobi, the first of its kind in Sub-Saharan Africa,” he says. “It is very important as a lot of mills have established in the country, so the demand for skills is growing. “We can now offer jobs to more Kenyan nationals who have the required skills, and most of our workforce are locals.” Attracting these newly skilled workers and becoming an employer of choice forms one of three major

priorities for Shah moving forwards. The MD concludes by outlining a bold vision for the future. “I want to continue innovating highly nutritious, quality products that will serve the needs of the market and community. Upgrading the skill of our workers and the technology advancements will be crucial for this. We will also create more employment as we grow our brand into neighbouring countries. “The future looks exciting.”

United Millers Tel: +254 057 5 000 000 info@united.co.ke www.united.co.ke

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Driving Digital Renowned as South Africa’s most trusted motoring marketplace for 27 years, AutoTrader SA is moving into an exciting, new, transformative era Writer: Jonathan Dyble Project Manager: Josh Hyland

hen it comes to ecommerce, Africa has been highlighted as a world of opportunity. Owed to internet access, education, logistical and other developmentcentric challenges, the continent has often experienced lag in the way of embracing new technologies in the past. Yet the tide has begun to shift in recent years. According to Ovum’s Africa Digital Outlook 2019 report, for example, data access and mobile banking are both on the rise, while Africa is also seeing expansion in 4G and even movement towards 5G in some cases. It is no surprise, therefore, that a number of agile organisations and early-adopters have experienced great benefit when readily aligning their own capabilities with this evolving landscape. “In any industry, ever-changing

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buying behaviour is a challenge,” explains AutoTrader South Africa (SA) CEO George Mienie. “It is clear, however, that the internet is providing transparent and accessible information for buyers. “As a result, a big chunk of purchasing journeys are now completed online, and this is why we became a fully digital business in 2017.” Having been at the helm of AutoTrader SA since 2007, Mienie himself is the architect behind what has been an extremely successful digital transformation. Owed to both recent progressions in Africa’s technological backdrop and the company’s own marketing nous, the enterprise’s reach has grown 20-fold since introducing its online operations and publishing the final copy of AutoTrader SA magazine on March 30, 2017. “We’ve had to constantly evolve and innovate to remain relevant in a competitive industry, ensuring that our platforms are accessible and available from anywhere, anytime, 24-seven,” Mienie continues. Putting this stature into context, the brand has become the home of the largest automotive marketplace in South Africa, receiving over six million visits each month to its online platforms and hosting advertisements from 70 percent of the nation’s vehicle dealerships.

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George Mienie speaking at a NAAMSA Conference.

Shaping the mould

The size of this portfolio is not AutoTrader SA’s sole differentiator, however. Indeed, the company has been able to amass such a status for a reason, brand power which the Chief Exec attributes to three key factors. “What consumers want is transparency, and businesses that give them transparency end up winning in

the long run,” he states, outlining the first of these. “It’s central to our success. We maintain no transactional barriers and directly connect buyers and sellers by displaying dealers’ physical addresses, telephone numbers, email addresses and website addresses. All of this psychologically builds trust with the consumer.”

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Upholding its customers as a priority, the firm has introduced numerous other innovations and continually addressed pain points, all in the aim of maximising user satisfaction. One such example can be found in the launch of We Sell in 2018, a managed process that is geared towards improving service for people seeking a hassle-free and safe car sales process.

The implementation of a vehicle check service further validates these attitudes, helping provide peace of mind to customers by offering the option of uncovering any vehicle’s history before a purchase is made. “The second key thing that separates AutoTrader South Africa is our culture,” Mienie continues. “We have spent many years and a large amount of resources

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“We believe that by having our customers’ best interests at heart, we will continue to innovate and improve the consumer vehicle buying journey”

SYNERGERP

“

Our business is focused on delivering value – we want to change lives using technology.” Ashley Regenass, CEO of SynergERP. SynergERP has a long-standing relationship with AutoTrader, one of the first sites to go live on Sage X3 in 2010. This partnership continues to grow because of the ability of SynergERP and Sage X3 to adapt to changes. At the time, AutoTrader’s focus was on moving from a paper-based billing system to a digital system. Today the focus is on the flexibility and speed in which this ERP has allowed AutoTrader to remain competitive.

“From a talent retention point of view, the company is only as good as its people”

“We are constantly engaged with the business and like to keep a close eye on where it’s going to make sure we can walk that journey with them.” sales@synergerp.com

www.synergerp.com on moulding our strategies that we’re particularly proud of. “What has developed is understanding that consumers, sellers and our dealer network aren’t just numbers on a dial that keep the business running. We believe that by having our customers’ best interests at heart, we will continue to innovate and improve the consumer vehicle buying journey.”

Transformation through tech

Lastly, Mienie alludes to the company’s extensive investments into research and solutions – a major part of its strategy that directly links back to AutoTrader SA’s recent digital transformation efforts. In developing the database that powers the marketplace, for example, the firm cleaned and captured over four million pieces of metadata using 11 million vehicle identification numbers, resulting in the creation of one of its foremost assets – a first of its kind for South Africa.

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George Mienie

“The value this vehicle taxonomy wields is far-reaching and demonstrates, like never before, how big data has become the new capital,” Mienie explains. “Combined with vastly improved search capabilities,

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it has given us the ability to not only revamp our website, but completely reimagine how buyers and sellers interact.” For buyers, the benefits are immediately apparent in the form of

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vastly improved search functionality, making seeking their next car quicker and easier than ever before. For AutoTrader SA’s dealers meanwhile, the changes have been equally profound, the company’s revolutionary AutoFuzion product helps to provide live market car valuations. “By combining vehicle taxonomy data with other critical information like transactional values, retail prices and market supply and demand data, we’re in a unique position to provide accurate, live market information to our customers,” Mienie adds.

Optimism ahead

AutoTrader SA’s own efforts aside, Mienie is quick to highlight the two-way street that is the role of its partner dealerships in enabling the organisation to reach new heights. “They’ve kept us ahead of the curve and ensured that our business goals and strategic outcomes have been

met whilst providing the best possible service to the customer,” he states. “Due to the fact that we operate in a time sensitive industry, we’re also reliant on other various partners so that we can be agile and adaptive in a digital world.” Similar appreciations are equally shown towards the firm’s employees, again highlighted as being crucial. “From a talent retention point of view, the company is only as good as its people. Retaining employees means that we can retain skill and knowledge which is strengthened by valuable experience that no amount of money can provide,” the CEO adds. “Each employee is as important as the next.” Considering the company’s staff and partners, combined with its forwardthinking, customer-focused attitudes and sound investment strategies, AutoTrader SA is tipped for further success moving forward.

With an eye to the future, Mienie’s concluding statements are fuelled with optimism: “We’ve come a long way and have made a real name for ourselves in bringing buyers and sellers of the motor industry together. From being the first company in the industry in South Africa to launch a fully responsive website to achieving record growth in 2019, we’ve made great strides. “This journey, however, is far from over – we’re excited to continue driving trust and transparency and improving the vehicle shopping journey online.”

AutoTrader South Africa Tel: +27 860 60 50 50 customerservice@autotrader.co.za www.autotrader.co.za

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Putting African dairy on the global investment map

EVENT DETAILS WHEN: July 4-5 WHERE: Abuja, Nigeria WEBSITE: www.szwgroup.com/global-dairycongress-africa-2019

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AS A part of GDC Series, Global Dairy Congress Africa (GDC Africa) is the only global dairy platform to accelerate dairy investment, trade and modernisation in Africa. In the past three years, GDC Africa gathered local government, dairy processors, leading equipment and services from African and global countries. This year, the 4th Global Dairy Congress Africa 2019 is returning back to Abuja, Nigeria on July 4-5. You will join in a great Africa dairy industry platform to: • Learn dairy investment potentials and engagement strategies in 10plus African countries.

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• Empower the African dairy sector with global technology and experience. • Unveil paths to enhance dairy availability and affordability in Africa. • Grasp dairy product innovation trends for African consumers to generate new growth waves. • Gain industry interviews and private meeting arrangements. • Enjoy unlimited networking opportunities with 150-plus participants from regional and international dairy communities.

4th Global Dairy Congress Africa 2019 July 4-5 Abuja, Nigeria

July 4, 2019 Session One:

Exploring Dairy Investment Opportuni�es in African Countries

Session Two:

Upgrading African Dairy Sector: Technologies and Implementa�ons

July 5, 2019 Session Three:

Enhancing Dairy Availability and Aﬀordability in Africa

Three July 6, 2019 Farm Visit & Farm-site Training Workshop

Session Four:

Pursuing Sustainable Dairy Value Chain Development Mode

Session Five:

Tracking Dairy and Dairy-Alterna�ve Products Innova�on Trends

A Fresh Look at Dairy Sector Engagement Opportuni�es in African Countries Global-Africa Dialogue: Invest in African Dairy Value Chain--New Opportuni�es, Main Concerns and Proper Strategies Invest for Africa--Sustainable Dairy Chain Suppor�ng Program from Grass to Glass Emerging Dairy Technologies to Upgrade African Dairy Sector Ini�a�ves and Innova�ons to Boost African Dairy Aﬀordability and Availability Dairy Leaders’ Dialogue: How to Cooperate to Thrive African Dairy Industry? New Trends of Dairy and Dairy-Alterna�ve Products for African Consumers Farm Visit and Farm-site Open Training Workshop

Rala 8099 +86 132 6222 2731

ralaw@szwgroup.com

2 N D

H E A L T H C A R E

T E C H N O L O G Y

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Focusing on the future of medical services

EVENT DETAILS WHEN: August 19-20 WHERE: Nairobi, Kenya WEBSITE: www.bricsaconsulting.com

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THE AFRICAN continent is determined to make its mark in the field of medicine by providing quality healthcare to all. The development of new hospitals and medical institutions are a stepping stone to the growth of the healthcare sector in the region. Various foundations and private sector companies are working with the government to offer accessible healthcare to the population by opening new and improved faciltities. Further, new technologies are also being implemented and applied with the help of tech-giants. Thus, Bricsa Consulting is hosting its 2nd Healthcare & Technology Africa conference, which is taking place on

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August 19-20, 2019 at Mövenpick Hotel & Residences in Nairobi, Kenya. This conference focuses on the future of healthcare and technology services in Africa with further discussions about Uganda Vision 2040, importance of telemedicine in Africa, Ghana National Healthcare Quality Strategy (20172021), Zimbabwe’s healthcare system, disposable medical devices and many other important topics related to the healthcare sector in the African region. Some of the key highlights to be discussed: • The new constitution and health policies in Kenya under Vision 2030. • Development paths and strategies in Uganda – Vision 2040. • Health sector strategic planning in Rwanda 2018-2024. • Ghana National Healthcare Quality Strategy (2017-2021). • Transforming Egypt’s healthcare system. • South African healthcare system and National Health Insurance. • Importance of telemedicine in Africa. • Technological advancements in healthcare systems.

AUGUST 19 – 20, 2019 MÖVENPICK HOTEL & RESIDENCES NAIROBI - KENYA HIGHLIGHTS OF THE PROGRAM

• The new constitution and health policies in Kenya under Vision 2030 • Development paths and strategies in Uganda – Vision 2040 • Health Sector Strategic Planning in Rwanda during 2018-2024 • Ghana National Healthcare Quality Strategy (2017-2021) • Transforming Egypt’s Healthcare System • South African Health Care System and National Health Insurance • Importance of Telemedicine in Africa • Technological advancements in healthcare systems

www.bricsaconsulting.com mital@bricsaconsulting.com

ENDORSEMENT PARTNERS

MEDIA PARTNERS

S E A M L E S S

E A S T

A F R I C A

E V E N T

F O C U S

Reinventing transactions at East Africa’s leading fintech conference SEAMLESS EAST Africa, now in its fifth edition, has proven to be the flagship fintech event of East Africa. On September 2-4, the event returns in Nairobi, bringing together the entire financial ecosystem to discuss, debate and evaluate the future of banking, payments, fintech and insurtech. The banking and financial services industry is undergoing an unprecedented period of disruption. Banks, retailers, telcos, merchants and insurance companies are rethinking their current business models and sources of revenue in light of fintech competitors and revolutionary technology. East Africa is a hub for such innovation and the Seamless East Africa conference is at the epicentre of this opportunity. Across three days, hear from over 150 visionaries, leaders and innovators on how technology is revolutionising commerce. Keynote

EVENT DETAILS WHEN: September 2-4 WHERE: Nairobi, Kenya WEBSITE: www.seamless-expo.com/ea

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speakers this year include Managing Director of Harvard Innovation Labs, Chris Colbert, and Government of Kenya’s Chairman, Blockchain and Artificial Intelligence Taskforce, Bitange Ndemo. Learn how banks can save billions by integrating blockchain security. Explore how telecom operators attract millions of customers through mobile financial services. Discover how insurance companies are embracing digital transformation. And learn how central banks’ regulations can boost financial inclusion and expand card

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portfolios. Every year Seamless attracts thousands of attendees from across 45 countries which include leading banks and financial institutions, government policymakers, NGOs, telecom operators, insurance companies and fintech startups. The event further hosts a free to attend exhibition with over 90 leading technology solution providers. Attendees will gain free access to technical updates and emerging trends with a chance to evaluate alternative solutions.

5th Annual

2-4 September 2019 Radisson Blu, Nairobi

HOW TECHNOLOGY IS CHANGING THE FUTURE OF PAYMENTS, BANKING, FINTECH & INSURTECH Conference and exhibition featuring over 150 speakers and 90 exhibitors showcasing the latest technology solutions for the payments, banking, fintech & insurtech industry.

HEAR FROM GLOBAL VISIONARIES INCLUDING:

Chris Colbert

Bitange Ndemo

George Odhiambo

Baseer Mohammed

Yilebes Addis

Managing Director

Chairman, Blockchain & Artificial Intelligence Taskforce

Managing Director

CEO

KCB Bank Rwanda Rwanda

I&M Bank Tanzania Tanzania

Ethswitch Ethiopia

Harvard Innovation Lab USA

Government of Kenya Kenya

Herbert Olowo

Theobald Sabi

Robin Bairstow

Melaku Kebede

Jean Claude Gaga

CIO

Managing Director

Managing Director, I&M

Chief Executive Officer

Stanbic Bank Uganda

National Bank of Commerce Tanzania

Bank Rwanda Rwanda

Senior Deputy CEO â&#x20AC;&#x201C; Strategy & Technology United Bank S.C Ethiopia

RSwitch Ltd Rwanda

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event, the exhibition attracted visitors from 32 different countries, the top five of which included Nigeria, Benin, Cameroon, Senegal, South Africa and Togo. With sister shows in Kenya and South Africa, the exhibition is West Africa’s most convenient platform for business, innovation and knowledge in the industry. Join thousands of senior packaging managers, consultants, suppliers and printers as they collaborate in sharing important insights and crucial experience at the industry event of the year. This September will mark the show’s PROPAK WEST Africa 2019 is seventh edition and is expected to the region’s largest exhibition and welcome more than 5,000 key industry conference dedicated to the rapidly stakeholders with over 200 leading expanding sector of packaging, industry brands on display. plastics, printing and food processing. Enjoy unique networking and Taking place in West Africa’s economic learning opportunities over three days hub – Lagos, Nigeria – the exhibition with numerous product launches, will be held on September 17-19, 2019 at live equipment demonstrations from the Landmark Centre. the industry’s leading brands and With a record-breaking 4,265 a daily free-to-attend conference. attendees and at 2,049 square metres Running daily sessions of prominent in size, Propak West Africa 2018 was presentations, technical classes the largest edition to date. Attendees and panel discussions from expert increased by an astonishing 31 percent representatives and government from 2017 while the size of the show officials, learn about the latest itself grew by almost 40 percent issues surrounding the market and after adding a brand new third hall. understand how you can apply this Positioning itself as a truly international knowledge to your business.

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To round off each issue, we ask our contributing business leaders for their views on the same question

What is the greatest challenge facing your industry? Thabo Makoko Global Head of Transactional Services, Absa CIB “In terms of what I am trying to achieve and enable, one of the biggest challenges we face is cash. More than 50 percent of transactions on the continent are cash-driven, and this brings about many difficulties despite the fact it can be very convenient for the buyer and seller. “Cash is real time and trustworthy – it is tangible. However, there is little appreciation of the indirect costs of managing cash. For example, if I gave you $100 in cash, yes, I can circumvent any transaction costs from the bank, but I have to get the cash to you in person and, if you are to spend it, you need to travel somewhere to use it.”

William Liabunya CEO, EGENCO “The challenging part of our sector is the fact that we are still not able to generate enough power to meet the growing demand. Our main source of power is hydro (90 percent) and has been badly affected by the climatic change. “The rainfall pattern in the country have been reducing in the recent years and this has resulted in lowering water levels in Lake Malawi which is our main reservoir. The Shire River, where we have our major hydro plants, flows from Lake Malawi and any slight drop in water levels affects power generation. Of late, EGENCO has not been able to operate the hydro plants at full capacity. This is our major challenge.”

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Dirk Odendaal Director, RMD Kwikform “The South African economy remains flat, with some sub-sectors in recession. The government had to revert to a focus on maintenance on infrastructure as opposed to new infrastructure development, and it is only the absolutely necessary and highest priority infrastructure projects that are going ahead currently. This further stretches an already embattled construction sector. As a result, liquidations and entrance into business rescue of many SA construction companies are on the rise.”

Charles Kateeba Managing Director, Uganda Railways Corporation “Serious underinvestment and, as a result, unfair competition with the heavily funded motor highways. This

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is both for development, rehabilitation and maintenance, and the resulting deterioration of service levels means the railway industry is judged very severely in the public eye. The rail sub-sector has received less than two percent of the transport sector development budget in the last 20 years.”

George Mienie Chief Executive Officer, AutoTrader South Africa “In any industry, ever-changing consumer buying behaviour is a challenge. The internet has provided information transparency and accessibility for vehicle buyers; therefore, a big chunk of the automotive buying journey is done online. The challenge is always going to be to stay up to speed with these changes and to continue to solve pain points for the consumer.”

Capitalising on Zambia’s mining prize... M A B I Z A

R E S O U R C E S

LT D

A Nous for

Nickel

M A B I Z A R E S O U R C E S LT D

Capitalising on Zambia’s mining prize

Owed to extensive feasibility studies and continual investment, Mabiza Resources Ltd is edging ever closer to capitalising on the prize that is the Munali Nickel Mine Writer: Jonathan Dyble | Project Manager: Donovan Smith

AFRICA

Zambia for a long time has been talking about diversification away from copper mining. It’s what we should be doing as a mineral rich country; the mines here have been in operation since the early 1900s and are now reaching exhaustion. “It’s time to take a risk and plunge into something different, something more exciting.” A career in mining wasn’t the original plan for Matthew Banda, the voice behind the opening statement. Having been accepted by the University of Zambia to study engineering, chance had it that his roommate had opted for the same path and subject area but was honing M A B I Z A his R E niche S O U specifically R C E S L T D for the mining sector. With 24-seven access to his roommate’s books, Banda quickly developed a keen interest in mining In fact, fortunesengineering, only changed in 2014laying necessary identify what theprecautions, foundations when Mabiza Resources Limited, a went wrong and reassess what would for an illustrious, prolonged subsidiary of Consolidate Nickel Mines be done differentlycareer. going forward (CNM), commenced operations in regardless of fluctuating and low “That was 26 years ago now, and I nickel Zambia, taking up possession of the prices.” safely I have no regrets mine assets via ancan agreement withsay AZL that Having unearthed positive results and recruiting its employees, employees during this undertaking, in selecting this vocation as my Mabiza that included Banda himself. invested significantly and has begun to career of choice,” hetheaffirms. “The “CNM and its partner investors saw bring mine back to life ever since. an opportunity tojourney turn aroundhas the not been easy, but I have The prospects and potential struggling brown field mine,” Banda, more than enjoyed thedidvast majority So, what this feasibility study now the company’s General Manager of the mine, explains. “Prior to placing uncover? of it.” The simple answer, according significant investment into the project, The latter this Banda quarter Mabiza, and co, is the an extensive feasibility study was halftoof commercial of the project. commissioned tocentury look at howhas the seen Banda potential remain The research revealed that the Munali operation could be turned around. stationed south of the mine is expected to produce around “It was imperative to take the80 kilometres Zambian capital of Lusaka, initially LEADERSHIP FOCUS having joined Albidion Zambia Limited (AZL) in 2007 as a senior MATTHEW BANDA engineer during the development of Matthew Banda is a mining engineer with over 20 years of Munali Nickel Mine. experience in the trade, particularly underground hard rock mining. He joined the management team of the Munali Nickel Mine 12 “I was part of the initial technicalyears ago as a Senior Mining Engineer and worked in various capacities team to commence field during the development of Munali beforethe beinggreen appointed as Executive Director. development of the Munali Nickel Now standing as the General Manager,“and he also I’ve simultaneously Mine,” he reveals, been served four years as the Vice President of the Zambian Chamber herein ever since.” of Mines (elected 2014-2018) and is the current Chairman of the Board of Trustees of the Mugoto Foundation Trust. The past 13 years have not been plain sailing, however. The site suffered two closures under AZL, the first as a result of the global financial crash in 2009 and the second caused by the then ongoing operational and commercial challenges.

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See page

36 IMA ENGINEERING Cutting-edge technology for African mining Ima Engineering (IMA) technology and mining solutions help in avoiding ore losses and in reducing waste rock dilution, thus increasing minerals plant head grade.

In a nutshell, we help mines to increase their efficiency, profitability and profits with sustainable and ecological state-of-art technology.

“IMA stands for Innovative Mineral Analyzers and here is a company that does exactly what its name says. IMA is a technology front-runner in mining on-line analysis. For mining companies who want to occupy the critical space between metal prices and extraction costs, material analysis can well be what decides viability. You can’t improve if you can’t measure. IMA gives you the critical information often missing in mining; the value of the ore!” IMA’s products and services can make the difference between profitability and loss for an operation seeking to improve information used by management – and imparted to investors. IMA solutions help mines to increase their efficiency and profits with sustainable and ecological state-of-theart technology. Just now we are partnering Mabiza in the ramp-up of the mine (spring 2019) with latest analysis and process control solutions with the advanced DMS plant solution. The new DMS plant with IMA FCA system will boost the plant profit on a new level and puts Munali right at the technology forefront. IMA, formerly a part of the Finnish listed Outokumpu group, celebrates 25 years in the international mining business. IMA is one of the leading suppliers of novel sorting and preconcentration solutions using the latest sensor and ITC technology. We also make solutions for small scale mining or satellite mines.

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Mabiza has told its story. Now, why not tell yours? Our monthly magazine Africa Outlook, is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries. With a monthly coverage of over 185,000 readers, your company can take advantage from exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business. To share in this unrivalled opportunity, contact one of our friendly sales managers today!

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