Africa Outlook - Issue 28 by Outlook Publishing

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KONKOLA COPPER MINES 80 Short-term investments drive long-term profitability

MINOPEX MOZAMBIQUE 90 Achieving client satisfaction through turnkey services

AFRICA OUTLOOK ISSUE 28 A L S O

VODACOM CONGO 100 Market-leading investment into DRCâ&#x20AC;&#x2122;s future

F E AT U R I N G: B E T T S

MOTHEO CONSTRUCTION 118 Blue-sky thinking leads to organic growth

T O W N S E N D | S P E N C O N | F I R S T R E

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W E L C O M E Digging Deeper The African continent’s bread and butter when it comes to enterprise development and general economic progression has always been in the industrial domain; capitalising on natural resources and foreign direct investment accessible across mining and construction in particular. This month’s Africa Outlook hones in on some of the continent’s best current exponents of this trend, including 2015’s biggest feature to date. On team construction, both Flame and Motheo discuss how they are innovating from the norm in what remains an intensely competitive arena in which to attain benchmark contracts, while Spencon outlines its strategy to achieving sustainable growth across borders. Digging a little deeper and the plethora of mining heavyweights showcased this June follows on from what has been an extensive coverage of the sector since Mining Indaba graced South Africa earlier this year. Minopex Mozambique’s preparation for the next commodity boom and Konkola Copper Mine’s equally impressive development help prolong the attention, while taking centre stage is one of South Africa’s leading platinum miners as it embarks on the latest phases of its innumerable developments. Royal Bafokeng Platinum has been a stalwart of the country’s mining sector since it took management of the Bafokeng Rasimone Platinum Mine in 2010, and has since worked alongside pivotal partners including the likes of Anglo American Platinum in order to enhance its production rates and operational efficiency yearon-year. With its new Styldrift I mine ramping up to steady state over the next four years, we spoke to the Company’s Executive Head of Operations, Neil Carr about not only the mines themselves, but the capital investments and automation behind them, and the peripheral emphasis being placed on corporate social responsibility, skills development, employee satisfaction and market collaboration on an increasingly concerted basis. Leading the supporting cast around the rest of the showcased industries this month, we kick-start the opening instalment of our focus on Vodacom Congo which will be concluded next month, while Emily Jarvis completes the rounds by taking an in-depth look into the success stories of Betts Townsend, Cavmont Bank, First ReInsurance, Lord Trust Developers and Monurent Holdings; not to mention her discussion with Mwamvita Makamba, Executive Head of Pan Africa Business Development for Vodacom Business Africa about the revolutionary changing role of Matthew Staff women in telecoms. Editorial Director, WWW.AFRIC AOUTLOOKMAG.COM

KONKOLA COPPER MINES 80 Short-term investments drive long-term profitability

MINOPEX MOZAMBIQUE 90 Achieving client satisfaction through turnkey services

AFRICA OUTLOOK ISSUE 28 A L S O

Outlook Publishing

VODACOM CONGO 100 Market-leading investment into DRC’s future

F E AT U R I N G: B E T T S

MOTHEO CONSTRUCTION 118 Blue-sky thinking leads to organic growth

T O W N S E N D | S P E N C O N | F I R S T R E

EDITORIAL Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Emily Jarvis emily.jarvis@outlookpublishing.com

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Enjoy the issue!

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In this issue of Africa Outlook...

NEWS

VODACOM BUSINESS Empowering African Women through the Tech Revolution

All the latest top stories across the month from Africa

Gender inequality is a thing of the past in Africa’s ICT sector

AFRICA WEALTH REPORT The Rise of South Africa’s Millionaires

Africa’s gateway proves lucrative for the wealthy

S E C T O R

F O C U S

CONSTRUCTION Developing the Underdeveloped

Encouraging infrastructure growth to address continentwide needs

T N

ROYAL BAFOKENG PLATINUM More than Mining

Sustainable and organic growth combines to deliver more than mining in South Africa

KONKOLA COPPER MINES Zambia’s Copperbelt Leaders

Short-term investments drive long-term profitability

MINOPEX MOZAMBIQUE Perfectly Placed for the Commodity Boom Achieving client satisfaction through turnkey services

MONURENT HOLDINGS Building Meaningful Relationships in West Africa Heavy equipment suppliers for a diverse range of industry practices

T E C H N O L O G Y

100

VODACOM CONGO Connecting People and Changing Lives

Market-leading investment into DRC’s future

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

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112

AIRTEL SEYCHELLES Driving Innovation, Affordability and Service Industry and country firsts secures double-digit growth

158

CAVMONT BANK Bringing International Standards to Zambia Simple, tailored financial products and services

164

FIRST REINSURANCE BROKERS LTD Transforming Africa’s Reinsurance Landscape Kenya’s first-movers in reinsurance brokering services

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

118

MOTHEO CONSTRUCTION GROUP Promoting Economic Empowerment through Low-Income Housing Blue-sky thinking leads to organic growth

126

BETTS TOWNSEND Investing from the Ground-Up

Emerging middle class grows construction opportunities in East Africa

134

SPENCON Constructing Flexibility across Borders Extensive experience breeds sustainable growth on an international scale

140

FLAME GROUP OF COMPANIES Taking Pride in Projects

Setting the pace through diversification and innovation

146

LORD TRUST DEVELOPERS (PTY) LTD Sustainable Proposition from Indigenous Developers Bringing international industry standards to the South African market

152

RENICO GROUP OF COMPANIES Fulfilling Industry and Customer Needs

Attention to detail puts earthworks company on track

170

BOXMORE PACKAGING Set Apart by Innovation and Technology

South Africa’s plastic packaging pioneers

F O O D & D R I N K

176

LOBELS BREAD Baking on Demand

Delivering the Lobels quality promise for generations

LOCAL GOVERNMENT

180

eTHEKWINI MUNICIPALITY A Smart and Caring City

Edging closer to Durban’s sustainable 2020 vision in South Africa

H E A L T H C A R E

186

VARICHEM PHARMACEUTICALS Committed to CostEffective Healthcare

Zimbabwe’s leading light for pharma product supply

190

SPAR ZIMBABWE Customer Satisfaction Drives Spar Passion

The country’s most exciting, innovative and sought-after retail brand

E V E N T

194

F O C U S

AVIATION AFRICA 2015 World-Class Exhibition in Aviation Debut networking event tackling key industry issues

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She says that while some may associate millennials - or Gen-Y, as they are sometimes referred to as self-entitled, these individuals possess numerous inherent traits of a great entrepreneur. “Millennials have grown up during a time where information is instantly available, thereby making them more creative and selfassured, given that answers to their problems are just a Google search Gugu Mjadu of the Sanlam/Business Partners Entrepreneur away.” of the Year competition explains how South Africa is yet to Research reveals that optimise the potential of the millennial generation entrepreneurs, and the new An ongoing challenge in South Africa, millennials – those born between 1980 businesses that they create, play where the youth unemployment rate and 2000 – possess the entrepreneurial a critical role in society and the is estimated to be approximately spirit and characteristics that are economy as a whole, yet the country 60 percent, is to provide jobs and necessary to create employment isn’t adequately equipping the youth opportunities for the youth. and start businesses to combat to pursue this career option. When considering the idealistic unemployment in the country. “We need a new approach to job and optimistic nature that today’s “Entrepreneurship requires a creation as we cannot rely on the youth are synonymous with, the old way of thinking, where one’s certain set of characteristics, as country needs to realise that building a business takes vision and life course was predetermined by this generation could potentially determination,” she says. “Millennials parents and/or teachers who likely redefine the current status quo; as possess such characteristics, and taught the youth to be a job seeker, long as it is harnessed correctly. although they have been described by as opposed to a job creator,” says This is according to Gugu Mjadu, Mjadu. older generations as being sheltered spokesperson for the Sanlam/ from criticism and being self-absorbed, “Many millennials are at a Business Partners Entrepreneur of there is something inspirational about disadvantage as they do not have the Year® competition, who says that this generation.” sufficient capital to start a business, or security to secure financing. Young entrepreneurs shouldn’t be discouraged though as there is always a way should you have a winning business plan. There are also institutions such as the National Youth Development Agency (NYDA) and the Small Enterprise Finance Agency (sefa) that can assist with financing to get entrepreneurial initiatives off the ground. “Millennials have more opportunities available than ever before, and should be capitalising on these to understand the significant impact they can play in the greater economy by harnessing their unique opportunities and making something great out of it,” Mjadu concludes.

E C O N O M Y

Millennials to Use Strengths for a Path to SA Entrepreneurship

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T E C H N O L O G Y

Technology and Innovation at GIL Africa 2015 The Growth Innovation Leadership (GIL) 2015: Africa congress returns to Africa for its fifth consecutive year on Thursday, 20 August at the Table Bay, in Cape Town, South Africa. More than 200 executives will convene from across Africa to leverage game-changing technologies and megatrends and explore unprecedented growth opportunities. At the event, Frost & Sullivan will present case studies of ‘connectivity and convergence’, and how its work is shaping and changing the various industry sectors in which it does business. “Africa will become an innovative adopter and pioneer of technologies in the coming decades, based on its unique operating environments. The lack of legacy systems and structures will allow companies to invent

innovative applications for existing technologies,” stated Frost & Sullivan’s Operations Director, Hendrik Malan. “This is not only applicable to the telecommunications environment, but also to other industries like energy, healthcare, automotive, manufacturing and more. Convergence is a very real force to be reckoned with on the continent. “The GIL congress is a perfect platform to address both these elements and enables executives to

establish a platform for dealing with the uncertainties that increased levels of convergence will bring to all of our working and personal lives,” he notes. Frost & Sullivan’s global GIL community continues to be the industry’s only resource that supports CEOs and their management teams in critical decision-making, offering tools that help industry leaders in achieving the three essential objectives of growth, innovation and leadership.

solutions for the Nigerian Oil & Gas industry, and the domiciling of subsea wellhead fabrication will give Nigeria based operators the opportunity to buy locally and avoid delivery related delays to save on cost while supporting the growth of the Nigerian Oil & Gas industry. Dr Angbazo referred to the establishment of the subsea wellhead fabrication capabilities in Onne as a

“true win-win proposition for the indigenous industry and the Nigerian Content agenda”. Nearly all the engineers and technicians that will be involved in the fabrication are indigenous Nigerians who have been trained within and outside the country. Only recently, GE announced that it had sent the first batch out of the 15 newly recruited technicians and engineers to Brazil for training in the assembly and test of subsea equipment. Operating since 2002, this purpose-built facility is the first and only quayside facility of its calibre in Nigeria. It has an exceptional safety record, and is a cornerstone in GE’s commitment to the country’s Oil & Gas industry.

O I L & G A S

GE Establishes Subsea Wellhead Facility in Nigeria General Electric (GE) has commenced fabrication of subsea wellheads at its Onne facility in River State. This achievement marks the culmination of four years of planning, capital investment and training of Nigerian personnel to establish the first of its kind capability in Nigeria. The new investment has resulted in a 40 percent increase of covered workshop area at Onne facility and additional permanent staff. GE Oil & Gas is continuously seeking to increase the competitiveness of the

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S E C O N O M Y

Multinational Companies Threaten African Economic Outlook

T E C H N O L O G Y

PCCW Global Recognised for Connectivity Solutions in SSA PCCW Global has been awarded the 2015 Sub-Saharan African (SSA) Connectivity Solutions Customer Value Leadership award by Frost & Sullivan. This prestigious recognition follows Frost & Sullivan’s recent analysis of the connectivity solutions market, and PCCW Global’s roll out of an integrated first-in-class VoIPX network that connects the East Coast with the West Coast undersea cables. Mike van den Bergh, Chief Marketing Officer of PCCW Global said: “We are delighted to receive this award which recognises our long-term commitment to delivering customer value in SubSaharan Africa, one of the most diverse and dynamic markets of the world. “We have been providing connectivity services to this region for more than 20 years, and we remain committed to expanding and evolving our network, to delivering reliable high-quality communications, and to providing access to the latest technological innovations which in turn allow us to better serve the changing needs of our customers.”

Oxfam’s ‘Africa: Rising for the Few’ report suggests that international companies could be damaging Africa’s economic rise to deliver sustainable development; claiming that the continent was “cheated out of US$11 billion in 2010”. This is equivalent to more than six times the amount needed to deliver universal primary healthcare in the Ebola affected countries of Sierra Leone, Liberia, Guinea and Guinea Bissau. Winnie Byanyima, Oxfam International’s Executive Director summarised: “Africa is haemorrhaging billions of dollars because multinational companies are cheating African governments out of vital revenues by not paying their fair share in taxes. If this tax revenue were invested into education and healthcare, societies and economies would further flourish across the continent. “African political and business leaders must put their weight behind the ever louder calls for the reform of global tax rules. African nations must also introduce a more progressive and democratic approach to taxation, including calling a halt to tax exemptions for foreign companies.”

F I N A N C E

Easier Financing Helps Economic Growth in SubSaharan Africa More workable and pragmatic models for project finance are helping improve the pace of projects in Africa and remove some of the bottlenecks that existed previously, says Standard Bank. According to David Humphrey, Global Head of Power and Infrastructure at Standard Bank, those that take the plunge by investing in energy projects in Africa need to go in with their eyes wide open; in an economic environment known for adverse risk. “What is clear is that the potential remains enormous and Africa remains firmly on the radar of major investors, with significant funding coming through from big multinationals. Economic growth in Sub-Saharan Africa has exceeded five percent a year for more than a decade and US multinationals are noticing.” “While challenges remain the upsurge in global interest to provide funding, or to get involved in infrastructure projects directly, is going to improve access to electricity for millions of people in Africa,” he says.

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T E C H N O L O G Y F I N A N C E

Africa Together Initiative Strengthens Egypt’s Position as Regional ICT Services Hub

Ingenico Awarded ‘Financial Inclusion Platform of the Year’ The fifth edition of the annual Mobile Money Expo in Lagos, Nigeria, saw Ingenico Group - the global leader in seamless payment win the coveted ‘Financial Inclusion Platform of the Year’ award. In recognition of its financial inclusion initiatives across Africa, the Group also received the awards for ‘Best Mobile Money/Card Combination’ and ‘Best Data Monitoring Solution’. “We are very proud to be the ‘Financial Inclusion Platform of

the Year’ Award winner, and very honoured to be rewarded with three Kalahari awards”, commented Rachid Oulad Akdim, Africa Managing Director, Ingenico Group.

As a part of the country’s efforts to increase IT exports and achieve ambitious economic goals, Egypt’s Information Technology Industry Development Agency (ITIDA) has helped tech firms to expand their footprints through strategic partnerships between Egyptian companies and 17 leading African telecom companies in six different African countries, via the framework ‘Africa Together’ programme, Round II. With expected business deals totaling an estimated US$7 million, the programme reflects the government’s commitment to accelerate economic growth by expanding the export footprint of its domestic enterprises and help them penetrate different regions in this fast growing continent. E D U C AT I O N

Regional Scholarship and Innovation Fund Launches in Africa

T E C H N O L O G Y

Accra Becomes First ‘Centre of Excellence’ in Africa for Microsoft CityNext Applications In June, Microsoft Ghana signed an agreement with various partners which will see Accra becoming Africa’s first ‘Centre of Excellence’ for Microsoft’s CityNext applications, designed to make a healthier, safer and more modern

city through the Microsoft cloud. “Our collaboration is an excellent example of how private partnerships can help shape Africa’s development and we believe that Accra’s example will motivate cities all over Africa and the world to emulate our example,” said Hon. Alfred Vanderpuije. Under the partnership, Microsoft will be providing an enabling cloud computing platform for the Accra Metropolitan Assembly and a number of groundbreaking applications for the city of Accra.

US$5 million has been raised by African governments and Africa Business Champions for the ‘Regional Scholarship and Innovation Fund’, which launched on 13 June. The Fund will award grants for 10,000 PhD scholarships in Africa over the next 10 years to strengthen research and innovation in applied science, engineering and technology. “We want to go beyond philanthropy to find innovative ways to properly link industry with scientific and technical excellence for the long-term, and for the benefit of us all,” emhpasised Dr Álvaro Sobrinho, Chairman of African Business Champions for Science and Chairman, Planet Earth Institute.

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TELL US YOUR STORY

AND WEâ&#x20AC;&#x2122;LL TELL THE WORLD AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa. We reach an audience of 165,000 people across the continent, bridging the full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare. In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business. To get involved, please contact Outlook Publishingâ&#x20AC;&#x2122;s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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E M P O W E R I N G

A F R I C A N

W O M E N

n increasing number of African women are taking the lead in the technology space, bringing with them a whole host of meaningful innovations and thought-leading ideologies that promise to impact the development of the continent; bridging the gender gap in a field that has long been dominated by men. The mobile technology revolution offers not only a wealth of social and economic opportunities, but new fortuity to empower female entrepreneurs in Africaâ&#x20AC;&#x2122;s developing and emerging markets who can benefit from the ever-expanding mobile value chain. Women entrepreneurs offer significant advantages to the field â&#x20AC;&#x201C; such as blue-sky thinking and the

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ability to access new markets - often resulting in attainment of a senior position at a top telecommunications company in Africa in recognition of this high level of continuous commitment and market understanding. Research conducted by the African Development Bank (AfDB) in 2013 alluded to an increase from 10 to 30 percent in the number of women-led enterprises over the past decade. In Uganda alone, women account for at least 40 percent of businesses and, as the number of women entrepreneurs and innovators increases across all business areas, their voices can no longer be ignored. Mwamvita Makamba, Executive Head of Pan Africa Business Development for Vodacom Business Africa and Enterprise Unit, provided Africa Outlook with her viewpoint

as a woman rising to prominence in the telecoms sector, indentifying the underlying challenges on the continent that must be addressed in order to achieve a more inclusive entry into this revolutionary sector.

ICT has always been seen as a masculine job due to the physical labour involved when building telecoms towers; this is a common misconception of the entire industry, which involves so much more than this. The issue is by no means a problem Africa Outlook (AfO): What purely isolated to Africa. You can would you say are the main see the same challenge across the reasons for gender inequality in technology industry around the world Africa’s telecoms industry? – in some markets more than others Mwamvita Makamba (MM): The – as women often take on a role that challenge begins in our schools where keeps them feeling closer to home. careers in telecommunications, This has since changed as construction, engineering and mining technology has evolved to be much are not directly offered to girls. more inclusive; with the adoption Typically speaking, telecoms is not of not just a mobile phone, but the their first career choice; women tend introduction of financial inclusion to choose a career in something they services and other value-add are already familiar with – something applications that present huge that is closer to their hearts – such as opportunity for use by women, just as nursing or teaching for example. much as men.

Empowering African Women through the Tech Revolution African women are to play an ever-increasing role in the telecoms industry and with this will come a whole new way of thinking that is set to revolutionise the tech industry Writer: Emily Jarvis

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E M P O W E R I N G

A F R I C A N

The telecoms industry now plays an important role in the socio-economic integration into our communities, where we can now identify the highachievers and disregard previous gender stereotypes. The solution is to come up with strategies that encourage a change in these ratios, and to inspire innovation in an industry that is currently prospering.

Mwamvita Makamba, Executive Head of Pan Africa Business Development for Vodacom Business Africa and Enterprise Unit

AfO: What have these changing attitudes and new opportunities meant for womankind? MM: First and foremost, the technological transformation has opened a new platform for women to take an entrepreneurial stance in business. The skills needed are no longer based around the hard graft of constructing towers, but helping to innovate around products and services that add value to the end-user; beyond an offering of simply SMS and voice. Traditionally, the lending of money between women has always been a popular trend on the continent, and the mobile phone is enhancing this trait, allowing them to become more creative and mindful of their finances in a much more secure way. As a result of this, there is now a much higher percentage of female mobile phone owners who feel empowered by the additional convenience of transferring money via mobile money applications, rather than handing over the physical cash. From this, we learn that women use different telephony services to men, which, when translated into an opportunity for employment in the sector, demonstrates that they can bring a new way of thinking to the table.

W O M E N

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“We need more women to aid in its transformation to revolutionise the sector, maximising convenience and even educating the public on the exciting role women can play in the industry”

AfO: What are some of the challenges you have personally encountered in obtaining your position in the telecoms industry, and what advice would you give to those looking for a career in the industry? MM: The main challenge comes from the aforementioned issue: that a career in ICT is typically seen as a ‘man’s job’. Even today – after working across various positions within the Vodacom Group in the past six years – I see very few women in the boardroom, but it is important for anyone in a similar position to carry the self-belief and resilience to look at the wider picture, and recognise the difference just being present can make. For instance, you might be in a position to influence the employment of more women and this decision will have a knock-on effect to increase profitability for the business you work for. It can be a daily challenge to prove yourself, and you have to do so with as much energy and vigour as possible; remaining the perfect example of excellence through bringing your best and most innovative ideas to the fore. Now is the time for women to join and explore the telecoms sector. Gone are the days of simply using your mobile device for voice and SMS. We need more women to aid in its transformation to revolutionise the sector, maximising convenience and even educating the public on the exciting role women can play in the industry. AfO: To summarise then, what do you personally hope that the future holds? MM: Given the increased uptake of mobile money services among women, the number choosing telecoms as a career path is sure to continue rising and has the potential to flip the gender ratio on its head in the long-term. The evolution of mobile telephony brings with it the realisation of the value that women can bring to the industry, and

I believe gender equality will happen organically; rather than remaining largely a box-ticking necessity to comply with a company’s hiring policy. It will be about bringing in strong women who present extreme value for the business. African women will no doubt begin to revolutionise the technology industry in Africa, filtering equal opportunities right down the value chain; demonstrating the pragmatism, confidence and capabilities to establish themselves in the world of telecommunications and empowering others to do the same. It is clear those already in the sector herald the belief that African women have a significant role to play in its economic and innovative transformation and out of this will emerge new industry thought-leaders who will be able to tell the story of their own rise to entrepreneurial prosperity. Vodacom’s presence across 16 markets on the continent means it has significant powers to influence gender equality and therefore, we, as a Company, will have a huge role to play in the future of ensuring that the right opportunities will be provided for women in the future.

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S O U T H

A F R I C A’ S

W E A L T H Y

The Rise of South Africa’s Millionaires The New World Africa Wealth Report claims more than 160,000 individuals in South Africa are now holders of the millionaire status, holding a combined total of US$660 billion in personal wealth at the end of 2014

compared to worldwide HNW growth of 73 percent over the same period. Against this backdrop, South Africa has the highest number of wealthy individuals on the continent and despite a steadily weakening local currency - it is not excluded from these stellar individual wealth growth figures, with the number of dollar millionaires in this country rising by nine percent since 2007.

High net worth

Given that this growth is not showing any signs of slowing down - with 2017 he number of new growth forecasts at 19 percent, or millionaires in Africa is around 55,500 dollar millionaires in steadily growing, with SA - the obvious question is what is more than 160,000 fuelling the wealth of so many South individuals holding African individuals and, possibly more around US$660 billion in personal importantly, can this ‘formula’ be wealth at the end of 2014, according to replicated to raise the living standards the New World Africa Wealth Report of all members of SA society? for 2015. More impressively, the Report According to Luke Martins, a Financial points to Africa having the fastest Planner at Old Mutual Private Wealth growing high net worth (HNW) Management, the continued growth in individual market in the entire world; numbers of high net worth individuals with the number of African individuals in South Africa can be attributed to classified as HNW increasing by 145 a combination of factors, including percent over the past 14 years, the country’s continued position as a Written by: Emily Jarvis

business and investment gateway into Africa, its appeal as a global investment destination, and its robust physical and financial infrastructure. “While these factors alone obviously don’t automatically translate into wealthy individuals, they do mean that South Africans with the will, and means, to grow their personal wealth have enjoyed, and will continue to enjoy, significant opportunities to do so,” Martins explained. Lesego Monareng, also of Old Mutual Private Wealth Management, agrees with Martins, but believes that the success of South Africa’s BEE policies over the past 20 years has also added fuel to the wealth growth fire in this country. “In South Africa, the political will to drive economic empowerment of previously disadvantaged persons has been a major contributor to wealth creation for many,” Monareng elaborated. “It has both built the middle market as a feeder into individual wealth achievement and allowed many individuals to position themselves to take advantage of the resulting opportunities.”

“In South Africa, the political will to drive economic empowerment of previously disadvantaged persons has been a major contributor to wealth creation for many”

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Entrepreneurial spirit

Monareng and Martins agree that there is much more to the continued increase in the number of HNW South Africans. They point to education opportunities, entrepreneurial spirit, and a willingness to take calculated risks as some of the key characteristics shared by the country’s independently wealthy. So, can this combination of factors be replicated by a broader crosssection of South African society to enable more South Africans to achieve significant personal wealth or, at least, a greater measure of financial security and independence? Martins and Monareng believe so, and explained that aspirant HNW South Africans have the added advantage of being able to learn from the experience of those who have already succeeded. “While every individual’s path to personal wealth will differ according to their circumstances, opportunities and objectives, there are enough similarities in the success

stories of the country’s wealthy to justify considering these as being something of a blueprint for wealth accumulation.” He points to the main success similarities being a clear vision of what success comprises a thorough, goal-oriented plan to serve as a map to that success destination, a diversity of income streams, and a dogged determination to avoid short-term, high-interest debt. Monareng agreed, but also added the need for a strong network of financial and business experts to the mix: “Nobody is an expert in every aspect of business and finance and more often than not, it’s the person who admits this early on, and outsources key functions to professional consultants, who achieves financial success the soonest.”

Financial upliftment

But irrespective of how individuals set about growing their personal wealth, both Monareng and Martins emphasised that protecting that wealth is equally important. Based on their extensive experience advising HNW South Africans, they agree that the main considerations in this regard are to stick to your investment plan, avoid being swayed by emotions and, most importantly, keep on diversifying. When asked whether he believed the projections of a 19 percent growth in high net worth South Africans

by 2017 are realistic, Martins said that while this may be possible, it will ultimately depend on the country’s economic situation going forward. “While individual attitudes and actions play a big part in personal wealth creation, there is no doubt that the performance of the local economy is a key influencer of the wealth of South African individuals,” Martins stated. “South Africa faces enormous social and economic challenges ranging from education, to increased African and international competition, and unemployment, so while we will certainly see continued growth in the number of South African millionaires, the growth rate is likely to be slower than it has been in the past.” Monareng added that although this is largely true, South Africa’s involvement in the unfolding African economic success story shouldn’t be underestimated in terms of the individual wealth generating potential this provides. She concluded: “South Africa is ideally positioned to continue creating substantial opportunities for those who are able to spot them and ready to take advantage of them, so while there are obvious socio-economic challenges, if our country can continue to encourage and drive entrepreneurship with the support from government, South Africa will almost certainly continue to enjoy steady growth in personal wealth and, hopefully, broad-based financial upliftment.”

“While individual attitudes and actions play a big part in personal wealth creation, there is no doubt that the performance of the local economy is a key influencer of the wealth of South African individuals”

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S E C T O R

F O C U S

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Developing the Underdeveloped The outlook for African infrastructure has never been more encouraging with the increasingly real potential to transform the fortunes of the continent and help ensure a brighter future for all of Africa Writer: David Mcilroy, Head of African Investments, Alquity Investment Management

US$93 billion

20%

frica has the highest rate of economic growth globally after South East Asia. On a country basis, the continent is home to six of the ten fastest growing economies in the world in the past five years, according to the IMF, and will contain seven of the ten highest growing economies in the next five years. This impressive growth is taking place despite a chronic lack of infrastructure. On average only one in three Africans has access to electricity and less than 20 percent of SubSaharan Africa’s road networks are paved. Back in 2009, the World Bank published a landmark report, ‘Africa’s Infrastructure: A Time for Transformation’, which highlighted the dire state of African infrastructure and established an annual expenditure target of US$93 billion in the next decade. These sums are well beyond the funding capabilities of African governments meaning that significant amounts of external financing are required if the continent’s infrastructure needs are to be met. Up until the mid-1990s, Official Development Finance (ODF) financing

from organisations such as the World Bank or African Development Bank were the dominant form of external financing in Sub-Saharan Africa. While funding from these sources has grown over the intervening years, ODF now only makes up around one third of total external financing. This is a result of the significant surge in the involvement of the private sector in construction project financing in the past fifteen years. Since 1999, Private Participation in Infrastructure (PPI) has been the largest source of external financing for more than half of Africa’s financing needs. The massive increase in funding from China has been particularly important. From virtually nothing in 2002, it now makes up around 20 percent of the total, making China Africa’s third largest source of external financing.

Infrastructure outlook

In just the past year, the value of infrastructure projects under construction in Africa increased by almost 50 percent from U$222 billion in 2013 to US$326 billion in 2014. On a regional basis, Southern Africa continues to account for the lion’s share of expenditure at US$145 billion, or 46 percent of the total value with

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South Africa, as the continent’s most developed economy and the most popular destination. West Africa is now the second largest region accounting for 23 percent. Although this is still significantly less than Southern Africa, the gap is closing with growth in the West Africa region led by Nigeria, and the country benefiting from its recently upgraded status as the largest economy in Africa following last April’s rebasing of the country’s GDP. In terms of what the money is being spent on, energy and transportation are consistently the two largest sectors throughout Africa - combined they account for around 80 percent of total project value throughout the continent. In West Africa the transport sector leads the way. In Nigeria for example, the building of transport infrastructure is expected to be one of the main sources of growth for the Nigerian construction industry over the medium term. Lagos is the commercial capital of Nigeria and with an estimated - and growing - population of 20 million, transport links around the city is a priority. While the initial impression of a first time visitor to Lagos today may be one of barely controlled chaos, I can assure you that compared to five years ago the situation has improved with increased bus routes, commuter rail

lines and motorways such as the new Lekki-Epe expressway. Again, Chinese involvement in the transport area has been significant, as illustrated by the US$1.5 billion Lagos to Ibadan railway contract, awarded to China Civil Engineering Construction Corporation, and the Olokola Deepwater port project, awarded to China Ocean Shipping Group. Meanwhile the main focus is the power sector in South Africa, which has the most advanced power sector on the continent, with the state power utility Eskom supplying 95 percent of the country’s electricity. In 2005, Eskom embarked on a US$27 billion capacity expansion programme with the main highlight being three new power plants (Medupi, Kusile and Ingula) which will start to come in stream in the next few years and will increase South Africa’s generating capacity by around a quarter. However the challenge for Eskom is that more than half of their current generating capacity is operating beyond their design life and so the power cuts (or ‘load-shedding ‘as it is euphemistically called) currently being experienced are likely to continue for some time. Historically coal has been the main fuel used to operate South Africa’s power plants. Encouragingly, however, there has been a significant

Eskom’s Medupi Power Station Project: The power station will be the fourth largest coal plant in the southern hemisphere, and will be the biggest dry-cooled power station in the world.

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growth more recently in the number of renewable energy projects. This is being driven by South Africa’s, cumbrously named, Renewable Energy Independent Power Producers Procurement Programme (REIPPPP), launched in August 2011 and has been a major success bringing more than sixty renewable energy projects into or close to commercial operation in the wind, solar photovoltaic and concentrated solar sectors. In the long-term, the International Energy Agency projects that by 2040, renewable energy will account for

US$27 billion Cost of expansion programme for three new power plants: Medupi, Kusile and Ingula

David Mcilroy, Head of African Investments, Alquity Investment Management

just under half of the growth in SubSaharan power generation, as the area unlocks its vast renewable potential in solar, hydropower, wind and geothermal.

Looking toward the future

The economic gains to be realised by improving Africaâ&#x20AC;&#x2122;s infrastructure will be significant. According to the World Bank, lack of infrastructure costs Africa two percent per annum in reduced output each year. Improvements in energy will lower production costs, boost

productivity and increase employment due to the emergence of a more competitive manufacturing sector. Improved transport links will reduce transportation costs and boost regional trade and global connectivity; while improvements on the project management side will make a significant impact in the retail, housing and hospitality sectors, in turn having a knock-on effect on tourism. Africa has not always been blessed with great leadership historically, but the costs of poor infrastructure and the clear benefits of increased investment

continue to be recognised by African governments today, with sustainable infrastructure development seen as a key catalyst for economic development on the continent. Together with the continued support of development agencies, the increasing involvement of the private sector and, further boosted by Chinaâ&#x20AC;&#x2122;s growing African footprint, the outlook for African infrastructure has never been more encouraging with the increasingly real potential to transform the fortunes of the continent and help ensure a brighter future for all of Africa.

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PHOTOGRAPHY: GERHARD ROUX. GERHARD@SUNDOWN.HOMEIP.NET

Arnot Power Station, Middelburg, South Africa

is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors on the continent. Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching more than 165,000 business executives. Each month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all. Producing business profiles across the full range of sectors and every corner of the continent, Africa Outlook is the platform to promote your business success.

Read on for this monthâ&#x20AC;&#x2122;s profiles. Emily Jarvis, Deputy Editor emily.jarvis@outlookpublishing.com

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

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Royal Bafokeng Platinum carries a name synonymous with quality and innovation in South African mining, and is successfully leveraging this to enrich not only its own operations, but the surrounding communities in which it operates Writer: Matthew Staff Project Manager: Arron Rampling

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P L A T I N U M

oyal Bafokeng Platinum (RBPlat) is affirming its position as one of South Africa’s leading mining operators through a proactive and concerted strategy to expand its influence across the Rustenberg area. Located in the North West province of the country, the Company has built a largely unrivalled reputation and prominence within the sector, mining platinum group metals (PGMs) in the Merensky and UG2 reefs on the Boschkoppie, Styldrift and Frischgewaagd farms in the region. However, despite operating at designed levels of production and alongside some of the largest businesses in the industry, RBPlat refuses to rest on its laurels and is subsequently embarking on a new and exciting phase of development. Incepted in 1999 as a black-owned and controlled entity under a Royal Bafokeng Holdings and Anglo American Platinum joint venture, the Royal Bafokeng Nation subsidiary first rose to notoriety through its role in the Bafokeng Rasimone Platinum Mine (BRPM) which produced its first platinum concentrate in that year and still forms a pivotal facet of RBPlat’s operations to this day. Simmering beneath the surface of the processes that the Company has become so reputed for carrying out over the years though, is a philosophy and methodology which drives all progress strived for across the organisation. “Starting with the ‘why’ and not the ‘what’ is very important when talking about Royal Bafokeng Platinum,” says the Company’s Executive Head of Operations, Neil Carr. “When you talk about RBPlat, you have to talk about its four pillars of strategy: towards operational excellence; flexibility of operations, organic growth and the pursuit of value enhancing opportunities.

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BUSINESS INTELLIGENCE SOLUTIONS RISK MANAGEMENT (SHEQ) FLEET & ASSET MANAGEMENT PRODUCTION MANAGEMENT A N A LY T I C S

I N F I N I T WA S F O U N D E D W H E N A C O L L E C T I O N O F TA L E N T E D INDIVIDUALS DECIDED TO TEAM UP AND DESTROY TR ADITIONAL MARKET PERCEPTIONS

I N F I N I T I S A YO U N G, AG I L E CO M PA N Y C A PA B L E O F

S I L O : E N T E R P R I S E R I S K M A N A G E M E N T S Y S T E M Infinit’s flag ship enterprise risk management system, SILO, is a state-of-the-art business intelligence platform designed to manage and facilitate your company’s complete enterprise risk profile.

A U T O M AT I O N Being an operational system with real-time context, Silo requires that several system functions be automated. These functions may vary from the dissemination of key knowledge sets to the automation of management processes embedded in the solution’s operational scope. Automation is one of the key design principles in the architecture, based on the philosophy that an effective management system cannot be dependent on supervision or access by system users - the required knowledge and processes must find the use, not vice versa.

ASTONISHING ACHIEVEMENTS INSIDE SCARY TIME LINES

O U R D E D I C AT I O N , I N G E N U I T Y A N D ‘ S C R E W N O R M A L’ M I N D S E T M A K E U S T H E C O M P A N Y T H AT L A R G E R COMPETITORS WORRY ABOUT

INFINIT’S IDENTITY IS FOUNDED O N T H E S Y M B O L F O R I N F I N I T Y:

P R E D I C T I V E A N A LY S I S The analytical layer supports a wide variety of algorithms ranging from basic operational analysis capable of identifying recurring threats increasing trends in risk profiling or even workplaces or work teams with an exceptional tendency for risk events; to advanced prescriptive models such as cause-event analysis (identifying leading indicators for future events based on current conditions), behavioural impact (behaviour in the workspace leading to unacceptable trends or occurrences) and predicted impact of current events (predict the 6 month impact of an accident). Silo-a transforms Silo from a sophisticated management system into a cutting edge risk intelligence solution capable of completely transforming your enterprise risk landscape.

M O B I L I T Y Analysts predict that by 2015 mobile phones will overtake desktop computers as our primary means for accessing the internet, therefore SILO incorporates interfaces coded specifically for mobile processing platforms such as smartphones, tablets and personal digital assistants.

WE REFUSE TO ACKNOWLEDGE L I M I T AT I O N S , A N D R E F U S E T O A C C E D E T O W H AT T H E M A R K E T FEELS IS IMPOSSIBLE

I M P O S S I B L E I S O N LY A N O P I N I O N

A R T I F I C I A L I N T E L L I G E N C E Silo implements a combination of neural networks, data modelling, shaping structures and machine intelligence to create an extremely powerful analytical ability embedded into all modules and aspects of the system. The resulting intelligence vehicle supports all major analytical mandates, namely descriptive, predictive and prescriptive knowledge sets. The temporal vector of these algorithms varies from real-time (less than 3 seconds) to scheduled or triggered processes. The architecture also supports the execution of ad-hoc algorithms, typically with very specific or unique objectives.

B e r k l e y O f f i c e P a r k , H i g h v e l d Te c h n o P a r k , 8 B a u h i n i a S t r e e t , C e n t u r i o n , S o u t h A f r i c a t . 0 1 2 6 6 5 1 1 5 2 f . 0 8 6 2 0 6 0 5 0 2

e. info@infinitbis.co.za or Gerhard@infinitbis.co.za

w w w. i n f i n i t b i s . c o. z a

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P L A T I N U M

“All of these are then underpinned by our aspiration to deliver and achieve ‘more than mining’; the motto which has been so significant to our business.” ‘More than mining’ incorporates an all-encompassing commitment not only to the business and its core mining activities but, just as importantly, to creating sustainable value for its stakeholders - positioning them to pursue greater objectives also - as well as establishing and building upon a positive influence within the region via numerous CSR and localisation initiatives.

When you talk about RBPlat, you have to talk about its four pillars of strategy

Bafokeng Rasimone Platinum Mine (BRPM)

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PGMs RBPlat manages a significant shallow high-grade Merensky resource and reserve within South Africa, and as such, is fulfilling an obligation and responsibility to make the very most of the platinum saturation in the area, over the course of each mine’s lifecycle. “Platinum is an excellent raw material and catalyst for manufacturing processes due to its distinctive chemical and physical properties,” the Company notes. PGMs are significant for their usage across a range of sectors. Namely in the automotive industry, their catalytic properties, thermal durability and resistance to poisoning make them key to achieving cleaner emissions from combustion engines. Within jewellery, the high resistance and tarnishing platinum

are equally lucrative properties, while in the industrial sector, the PGMs being mined are perfect in the chemical, petroleum, electrical, glass, medical and biomedical domains due to the excellent high temperature characteristics and stable electrical properties of the compounds.

PGMs are found as a compound which includes six pure metals with high melting points: • Platinum • Palladium • Rhodium • Iridium • Osmium • Ruthenium

INFINIT

NFINIT was founded when a collection

INFINIT consults with clients to create and

of talented individuals decided to team

implement a highly adaptive and aggressive

up and destroy traditional market

business rule engine, empowering you

perceptions. Our identity is founded on the

with decision making and reactive systems

symbol for infinity: we refuse to acknowledge

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business processes and operational

market feels is not doable.

requirements.

As a young and agile company capable of

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managed by an artificial intelligence engine

timelines, our dedication, ingenuity and

acting as an in-system assistant to the user;

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the system requires very little user input to

the company that large corporations worry

be able to yield powerful results with actual,

about.

real –world business impact. When user input

INFINIT has identified the need for corporates and medium sized businesses to manage their risk enterprise wide, in a standard or uniform

is required, Silo supports multiple interface methodologies ranging from basic browserbased interfaces to mobile touch points.

methodology. We help our clients to deliver

Although our solution supports all industry

value and manage business risks through our

recognised frameworks and standards we

unique SILO product range.

have developed the most complete Complex

INFINIT offers a state-of the-art business intelligence platform designed to manage and

Intelligence Framework for Risk Management currently available in the market.

facilitate your company’s complete enterprise

Our partnership with Royal Bafokeng

risk profile. Our product is designed on the

Platinum has included full implementation of

principle that the system should do the

SHEOR function.

work, and as such the system implements automation in all aspects of the solution, from real-time system integration to the dissemination of derived analytical results.

T 012 665 1152 E info@infinitbis.co.za www.infinitbis.co.za

BUILDING HOMES. EMPOWERING FAMILIES. GROWING THE ECONOMY.

For more information, please contact: info@ddandg.co.za

Providing quality accommodation since 1996

Double D & G - a proudly South African

www.ddandg.co.za

residential property developer provides

Double D & G offers the complete value chain in the residential property lifecycle:-

premium quality, competitively priced

• Opportunity identification

homes, creating true value for both investors and home owners, and helping

• Commercial and technical due diligence

grow South Africa’s economy one house

• Development planning and execution

at a time.

• Property management

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RBPlat has played a significant role in the commodity market on the African continent since the end of the global financial crisis. As such, the Company ensures that it keeps ahead of the industry curve, forecasting and preparing to that effect. Global market outlook: • Global platinum demand, excluding investment, is forecast to rise by more than four percent in 2015 to 8.2Moz • Platinum recycling is forecast to grow by more than eight percent, potentially dampening net primary demand growth • A weaker macroeconomic environment and a stronger dollar suggest that platinum prices will remain relatively flat throughout 2015, at less than $1,300 per ounce, and if the rand continues to weaken against the US dollar, dollar denominated prices could be even lower • In the long-term, the current recycling trend will peak within the next two years • Demand in general will continue to grow steadily, despite a lack of expenditure in primary supply, limiting supply growth • As palladium stocks deplete, higher prices and a structural market deficit are forecasted to persist, but this is not expected in 2015 with a well stocked market and subsequently dipping prices being seen at present • Automotive palladium requirements are forecast to rise to around 80 percent, as a percentage of total demand, with China expected to show the highest demand growth • Medium-term rhodium production growth is expected to be more constrained than neighbouring compounds due to the exhaustion of previous resources in recent years

Styldrift I main shaft headgear

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Double D&G Building Contractors D

ouble D & G is a reputable and highly commended residential property development and construction company based in the platinum city of Rustenburg, South Africa. Established over 12 years ago, the company has sought to meet the housing needs of this rapidly expanding region by reliably providing quality-assured homes at competitive prices. Over the years, the Double D & G team has developed a keen eye for identifying development opportunities, and effectively marketing and delivering housing solutions of the highest standard; cementing its position as the premier supplier of quality housing in Rustenburg’s residential property market. Since inception, Double D & G has grown from strength to strength, maturing into a company with the financial capacity and skills to take on the most challenging of building projects. It is for these reasons that Royal Bafokeng Platinum Limited, a premium platinum group metals (PGMs) producer, chose Double D & G as the implementation partner to deliver housing infrastructure as part of the RBPlat Employee Housing Scheme. Intended to deliver more than 3000 new homes for RBPlat employees and their families, this housing project is considered a flagship within

the South African platinum mining sector. Double D & G’s key expertise in the residential property industry includes: • Infrastructure planning and development • Property maintenance • Rental/tenant management

Double D & G offers a full scope of property development services, including: • Technical and commercial due diligence • Environmental management • Town planning • Architectural design • Civil and electrical engineering services design • Civil and electrical services installation • Building works • Construction project management

Tel +27(0)14 536 3172 E info@ddandg.co.za www.ddandg.co.za

ROBE MINING & CONSTRUCTION (PTY) LTD

Mining Services Building and Civil Construction Supply and General Maintenance (Plumbing, Painting, Renovations and Tilling) Electrical Engineering Conveyors, Surface and Office cleaning

Contact Person: Lucky Mokgethi (Managing Director) Contact Details: 073 1716 229 OR 078 259 3244 Email: lemokgethi@webmail.co.za

Contact Person: Thabo Ndlovu ( Chief Operations) Contact Details: 073 8888803 Email: od20101@mtn.blackberry.com

Address: 266 Robega, Chaneng North West, 0310

Postal Address: P.0.Box513, Phokeng North West , 0335

P r o v id in g e xc e l l e n t s e rv ic e s w it h a g r e at r e p u tat io n

Robe Mining & Construction is a 100% black owned company, whose primary goals are to exceed customersâ&#x20AC;&#x2122; expectations and provide high quality work and good workmanship. We aim to generate significant growth for our company through the delivery of competent services, whilst also setting high standards for our competitors to follow.

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Pre-shift briefing session during the construction of underground ore handling facilities at the Styldrift project

Differentiating within the globally cyclic mining domain isn’t always an easy prospect, but the size and subsequent versatility of Royal Bafokeng Platinum - as well as the extensive history and reputable ownership structure - has ensured that its position within the market at large is up there with the most reliable and progressive in the sector.

BRPM concentrator flotation circuit

Continuous improvement results: • Stable labour relations - with minimal disruption as a result of industrial action • Continued investments being implemented in expansion projects and development processes • New long-term wage agreements to provide cost stability and certainty • More than R400 million spent in the past five years across infrastructure, health, education, poverty, job creation and community skills development initiatives • Complete adherence and surpassing of all Mining Charter Scorecard requirements in terms of the black economic empowerment (BEE) and employment equity

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RBPlat has played a significant role in the commodity market on the African continent since the end of the global financial crisis

Down the hole geophysics being conducted in the Styldrift II project area

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Bafokeng Rasimone Platinum Mine

In 1999, Bafokeng Rasimone Platinum Mine (BRPM) came into production having been developed by Anglo American Platinum, a subsequent 50/50 joint venture between the initial incumbent and RBPlat came into place in 2002. The joint venture was then restructured in December 2009 to allow RBPlat’s participating interest to increase to 67 percent , with operational control being transferred to RBPlat in January 2010. “We soon translated this into a public vehicle by listing on the Johannesburg Stock Exchange in November, 2010,” Carr notes in reference to the BRPM. “BRPM consists of two operating decline

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Newly installed and commissioned chairlift at BRPM north shaft

BRPM consists of two operating decline shafts from surface, known as North and South Shaft

shafts from surface, known as North and South Shaft,” Carr continues. “Each shaft produces approximately 100,000 tonnes a month of ore, which equates to around 2.4 million tonnes a year. “At present, we have mined predominantly the Merensky ore body which makes up approximately 80 percent of our mining, while we have also opened up reserves on the UG2 which makes up the remaining 20 percent of our mining at BRPM.” BRPM was designed and implemented as a conventional mining site, with the associated

Traka T

raka Africa (Pty) Ltd was established in 2001 after identifying a need for Key Control in the Sub-Saharan market. From a choice of several systems, we selected the most superior product and we are now pleased to be the official Sub-Saharan distributors for the Traka key management system. Designed and manufactured in the UK, Traka encompasses the following electronic key management systems: Electronic Key Cabinets, Electronic Key Boxes, Key Control, Key Management, Asset Control, Truck Data Logging, Access Control, Lockers and Software. Whilst every market can benefit from Key Control, Traka Africa specialises in the industrial, medical, aviation, defence, military establishments, museums, financial institutions, petro chemical, correctional institutions, casinos and mining industries. Security breaches can significantly affect the smooth running of any business, which is why we take our clients’ concerns seriously. So when we talk about security, we’re talking about providing highly competent security solutions that allow our clients to focus exclusively on their business. With users from around the world, it’s not surprising that Traka is, without doubt, the global market leader. Traka is a company full of creative ideas. The Traka system has evolved from many years working closely with some of the world’s largest corporations. Tried and tested, it is in use 24 hours a day every day of the year all around the world. Yet its development is still ongoing as new opportunities arise. Traka Africa is one of 62 Worldwide

Distributors Certification & Standards • B-BBEE Certified QSE Level 1 • Lenel OpenAccess Alliance Program Partner • AES 256 Data Encryption • CEE and UL Certification • Valpak`s Compliance Scheme for the Waste Electrical and Electronic Equipment (WEEE) Regulations 2006. • ARX access control system via the ARX Access interface. • Software House CCURE 9000 integration module •Microsoft Active Directory Integration Engine Module

Compliance and Trade Associations Traka plc are members of the following Trade Associations: • UK Trade and Investment • Business Link Federation of Small Businesses Chamber of Commerce - Milton Keynes • Safe Contractor Scheme • Construction Skills Certification Scheme • Traka Engineers and Project Managers have attained CSCS

Health & Safety Certification

Tel 0861 872521 www.traka.co.za

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mining processes being in the form of traditional in stope handheld drilling with track bound footwall haulages. Carr continues: “We are now developing deeper into the ore body through what we call the Phase III replacement project at our North Shaft which will open up the reserves from 10 level to the mine boundary at 15 level within that mine. “It is a project that began at the end of 2010 and is scheduled to be complete in 2017. The project has a capital cost of R1.4 billion and will open up approximately 1.4 million 4E ounces. “It’s all about exploiting the ore body and the reserves that we have available to us. It’s a natural progression within BRPM to take the resource to the end of its boundaries on Boschkoppie.”

We are now developing deeper into the ore body through what we call the Phase III replacement project at our North Shaft which will open up the reserves from 10 level to the mine boundary at 15 level within that mine

Bafokeng Rasimone Platinum Mine BRPM accesses the ore reserve via two twin decline shaft complexes, at a depth of less than 500 metres Recently completed replacement projects extended BRPM’s North and South shaft complexes from five level to 10 level BRPM’s Phase III project is set to be completed by 2017 and will deepen the North Shaft’s infrastructure to the mine boundary, establishing mining sections from 11 level down to 15 level Phase III development will provide access to 1.4 million 4E ounces

EBJ MINING & CONSTRUCTION

BJ Mining Construction started with important mining services operations, which has developed into a sustainable business. The company currently conducts a variety of mining projects, including core mining and construction operations, and is at present working on contracts within the platinum and gold fields. Boasting a workforce of about 1,250 employees, with owners Johannes Pretorius and Abel Mosime at the helm, EBJ Mining Construction provides its customers with a variety of services which far exceeds what many other contracting companies are able to offer to the mining industry. With more than 28 years experience in drop raising, EBJ Mining Construction has even been called in at times to rehabilitate drop raises after attempts from novice companies have failed. With a vast amount of experience in a multitude of areas, our experience and expertise is second to none. Some of the areas we service include: • Rail bound mining • Shaft deepening • Trackless mine development • Grout plant • Box front installation – Mark 3 and Mark 4 • Grizzly installation With our belief in continuous improvement and application of the latest technologies, we have the capability to handle large contracts and have a proven track record of success with various large mining companies. EBJ Mining Construction has built up a reputation as problem-solvers and welcomes any new challenges. If you require excellent and reliable service, coupled with extensive experience and innovation for your next project, then EBJ Mining Construction is the best choice.

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CONTACT DETAILS Tel: +27 14 537 2977 Fax: +27 14 537 2790 Mobile: +27 82 775 8469 E-mail: info@ebjhld.co.za

NUWELAND Old Johannesburg Road (R24) Rustenburg, 0300 GPS Coordinates: 25°44’26”S 27°16’38”E

Abel Mosime abelmosime@ebjhld.co.za Jaco Pretorius jacopretorius@ebjhld.co.za

BUSINESS EXPERIENCE • 20 Years of Underground Production Experience • Vast Range of experience in deep Gold Mines; Platinum, Coal, Chrome and Copper • Company founded in 2007 with a good safety record. • Awarded best in class safety performance in safety at Mine Safe Awards 2013 • Achieved 1 000 000 fatality free shifts and 5 year fatality free in 2014 • Currently operational at 7 different mining houses CAPABILITIES • Extensive experience in feasibility studies and trade-off studies • Capital development; both horizontal and inclined • Development and stoping on various reef types • Primary and secondary support including mesh and lace, shotcrete, long anchors, sets, void fill, grout support, thin spray lining • Ore pass rehabilitation • Opening up of damaged/old areas • Underground and shaft construction • Surface engineering including manufacturing and installation of steelwork • Vamping of old areas both mechanically and conventional means • Drop Raising of all size excavations including bunkers and silos • Prospect and geological drilling on all terrains as well as underground • Water ingress and dam sealing • Drain hole drilling • Grout plant design, fabricate and installation

“Rough terrain materials handling systems” BUSINESS EXPERIENCE • 37 Years of experience in the lifting and loading field • We render services to 12 large organizations • We provide standby services to more than 350 units in the North West Province • We have received dealership of the year award in 2011, 2012 and 2013 SERVICES • Supply telescopic mobile machinery which can lift any load between 1 – 35 Tons • Supply Telescopic mobile machinery which can move any lift between 1 – 40 meters, both vertically and horizontally • Surface and underground application including construction, agriculture, timber and warehouse applications on all terrain • Render 24 hours per day field maintenance and service plans • We have a fully stocked parts and accessory store with 92% availability for any type of breakdown or service • We have a huge range of ancillary equipment which compliments the machinery • Well trained and experienced technicians on standby 24 hours a day, 7 days a week

CONTACT DETAILS Tel: +27 14 538 1227 Fax: +27 14 538 1233 Mobile: +27 82 775 8469 E-mail: info@bsll.co.za

Abel Mosime abelmosime@bsll.co.za Jaco Pretorius jacopretorius@bsll.co.za Albert Oberholzer albertoberholzer@bsll.co.za

the preferred contracting company

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Styldrift

Compared to the 6,000-plus people who are employed to work at the BRPM mine, RBPlat’s latest project currently being executed is set to take on a whole new dimension, in line with a concerted focus on innovating and developing ahead of the wider industry curve. Styldrift I project execution began in 2009 and is a natural progression as part of RBPlat’s organic growth strategy in terms of harnessing the full opportunity available within the region. The new underground mine will come at a capital cost of more than R11 billion, and is situated approximately five kilometres - as the crow flies - from its established BRPM operations; the Styldrift farmland and Boschkoppie area acting as a natural boundary between the two mines. “Styldrift I is an exciting project, having started in 2009 and set to be ready for mining ramp up in quarter one 2016, and reaching steady state of 230,000 tonnes per month in quarter one of 2019,” Carr explains. “It’s a twin

MDM ENGINEERING A Focused Beginning MDM Engineering endeavours to provide all clients with a complete package that delivers on both cost efficiency and performance, encompassing preliminary and final feasibility studies, through to plant design, construction and commissioning. In October 2014, MDM delisted from AIM (London Stock Exchange’s Alternative Investment Market), following the merger with oil, gas and mineral giant Foster Wheeler. This was followed by the merger between Amec and Foster Wheeler on 13 November 2014, making MDM part of the Amec Foster Wheeler Group. Our core philosophy is simple: no two ore bodies are alike; therefore no two process plants can be identical. Our attention to detail and lateral problem solving skills are exhibited in all we set out to do, and provide us with the technical innovation that unlocks superior economic value for our clients. We invite you to take a closer look at how we go about business at MDM Engineering. Industry Experience Our engineering and project management staff offer a vast level of experience in the mineral resource industry, covering all mineral types, many global regions and a combined knowledge of the most modern extraction and processing techniques. Having worked on various key projects with Royal Bafokeng Platinum, we are sure that our partnership will continue to grow from strength to strength and partner them for many years to come. T +27 11 993 4300 E info@mdm-engineering.com

www.mdm-engineering.com

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Part of the Amec Foster Wheeler Group

www.mdm-engineering.com Tel: +27 11 993 4300 Email: info@mdm-engineering.com

MDM Engineering is a minerals process engineering and project management company, based in South Africa. With a proven track record of over 26 years, a team of skilled professionals with experience in 15 countries around the world, and the support of both strong financiers and shareholders. We are well positioned to undertake small, medium and large scale minerals projects on a global basis.

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Listening with care. Designing with purpose. Delivering beyond expectation.

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vertical shaft system with a 10.5 metre diameter main shaft which has been sunk to a depth of 758 meters and will have two 22 tonne rock hoisting skips and a single deck cage transporting 180 people. “The services shaft has been sunk to a depth of 723 meters and will carry all the mine services and a smaller cage for transporting people.” Within this project, the underground infrastructure will be developed to cater for large mechanised workshops, stores facilities and offices, replicating surface processes at the core of the operation. Carr adds: “Initially, we will only be mining the Merensky ore body from this mine, but we have made provisions on the underground and surface infrastructure to enable us to mine the UG2 ore body concurrently.”

INTERFLEX NORTHWEST (PTY) LTD

Styldrift I is an exciting project, having started in 2009 and set to be ready for mining ramp up in quarter one 2016, and reaching steady state of 230,000 tonnes per month in quarter one of 2019

nterflex Northwest (Pty) Ltd (INW) is situated in Rustenburg North West Province. It is an independent company owned and controlled by local partners belonging to the Royal Bafokeng nation, including a local Broad based trust, the Tau and Bashiga Community development Trust. INW has secured the support from International Belting & Marketing Corp (Pty) Ltd (IBM) a leading conveyor belt supplier in South Africa who is also the largest stockholder of new and used conveyor belting in the Southern Hemisphere. IBM is the owner of the well-known “Interflex” Brand, boasting both ISO and SABS accreditations. Through it and its various subsidiaries, IBM also provides a variety of other value added services and products related to mining with its owners and management team having over 35 years experience in this field, fully committed to the transformation process. Through its partnership with INW, IBM is very proud to be associated with Royal Bafokeng, not only to increase the Interflex footprint, but to also empower local people in the North West Province. That being said, INW has already become a force to be reckoned with by recently securing the delivery of the steelcord belting for the Styledrift Expansion project at the Royal Bafokeng Rasimone Platinum mine. This is testament to the fact that this wonderful initiative is working and that INW is well on its way to being the first locally owned leader in its field. INW and IBM want to thank Royal Bafokeng for its belief and support in the concept of empowering local people and local business. The Interflex Brand has been a name associated with keeping products moving worldwide for the last 25 years, and strives to move forward for the next 25 years and beyond.

Top-down view of construction activities of the loading box arrangement at the bottom of the Styldrift I main shaft

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Ernest Mogopodi Chairman Interflex North West (Pty) Ltd A Royal Bafokeng Enterprise Development Supported and Accredited Supplier

GAUTENG 112 Christian Road Nuffield, Springs South Africa 1560

KWA-ZULU NATAL Unit 7-8 Kingfisher Office Park 30 Siphosethu Road Mount Edgecombe 4300

E-mail: northwest@interflex.co.za

www.conveyorbelting.co.za

NORTH WEST House B616 Ratshwene Section Luka 0322

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Mechanised focus

Styldrift I not only represents the next chapter in BRPlat’s overall growth, but represents an exciting development in regards to how the Company conducts its mining activities, with a bigger focus than ever before on mechanised operations. Carr explains: “When one looks at the mining and platinum industry in South Africa, they see a predominantly conventional mining scene still, employing large numbers of people and handheld in stope drilling. “With the ore body we have at Styldrift, however, we have the opportunity to take a more mechanised approach due to the reef being wider and shallow dipping, allowing us to place mechanised equipment underground. “We will be able to do the mining using low profile equipment, LHDs, drillrigs and mechanised bolters.” This system brings to the fold a lessened reliance on personnel volumes; instead replacing the conventional, extensive employee count with more highly skilled staff overseeing the mechanised operations.

SRK CONSULTING (SA)

• SRK’s involvement with Royal Bafokeng Platinum since 2007 bears witness to the solid working relationship developed over the past eight years where SRK Consulting (SA) has been responsible for obtaining a number of environmental legislative approvals during the development of the Styldrift mine. • Royal Bafokeng Platinum strives to be environmentally responsible by operating in a sustainable manner which is aligned with SRK’s own values and approaches. • Specialist inputs made by SRK include Environmental Impact Assessments (EIA’s), Environmental Management Plans (EMP’s), groundwater and surface water specialist studies, determination of floodlines, waste management and closure-cost assessments. • As a leader in natural resource and development solutions, SRK Consulting provides independent technical advice and services through over 50 offices in 22 countries, on six continents. With an African presence in Angola, and practices in the Democratic Republic of Congo, Ghana, South Africa and Zimbabwe, the global group employs more than 1,500 staff in a range of engineering, scientific, environmental and social disciplines.

Johannesburg T +27 11 441-1111 E johannesburg@srk.co.za Pretoria T +27 12 361-9821 E pretoria@srk.co.za

www.srk.co.za

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“Styldrift I will typically run with just below 3,000 people at steady state,” Carr notes. “Compare that to BRPM’s 6,000 people on a smaller size operation - 200,000 tonnes a month compared to Styldrift’s 230,000 this will bring about greater mining efficiencies, safer mining operations and cost benefits.

Concentrator expansion

Complementing the Styldrift I project exists a plethora of capital investment activities across both mines to ensure that the latest trends and industry developments are being effectively adhered to. Similarly, these investments also occur as a result of RBPlat’s own organic growth and subsequent need to expand and enhance existing infrastructures. This is currently being epitomised by the Company’s expansion within its BRPM concentrator plant which, currently, can process 200,000 tonnes of ore per month, from which it produces approximately 180,000 platinum ounces a year. “The upgrade of the concentrator, which is currently under construction, will increase its capacity to 250ktpm, this will then be further upgraded to 350ktpm with the addition of a further 100ktpm module in 2017. This increased capacity will allow us to treat all the

A view of the Styldrift I main shaft personnel winder

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Key business partnerships Instilled into the success of the two aforementioned mines is a longstanding relationship with significant business partners; working in tandem to ensure that mutually beneficial operations are being conducted and that the sustainability of the mines are being safeguarded year on year.

Royal Bafokeng Nation (RBN) remains a community with traditional leadership and community structures, complemented by a contemporary vision that aims to secure long-term prosperity by actively ‘mining the future’ in every possible way. Our operations are therefore geared to benefit the community. RBN, through its communitybased investment company, Royal Bafokeng Holdings (RBH) is the majority shareholder in the business at 52.31 percent, following the restructure of the joint venture in 2010, and the lessors of the land upon which the mining operations are located

Anglo American Platinum As a major partner in relation to the BRPM joint venture - having developed the mine initially - the globally-renowned Company is still a 33 percent stakeholder in that joint venture operation, subsequently maintaining a key interest in how the business operates

National Union of Mineworkers The National Union of Minworkers (NUM) is the majority trade union at RBPlat and as such engages with management on various matters of mutual interest. To this end the Executive meets with NUM on a regular basis to discuss and resolve matters. There are Partnership Forums inside the business at various levels which aim to resolve concerns at the relevant operational level, leaving only strategic issues to be discussed at Executive level. I would at this time also want to congratulate the newly elected NUM leadership and look forward to meeting with them and engaging on matters of mutual interest

FOUR TOPS ENGINEERING SERVICE

WE SPECIALISE IN MECHANICAL ELECTRICAL REFRIGERATION AND AIR CONDITIONING. PLUS WE OFFER OTHER ENGINEERING SERVICES TOO.

Mr. Essau Motloung, Manager BBBEE: Level 1 QSE - Contributor - Value Adding Supplier T: 014 558 2031 / +082 333 5538 F: 014 558 2052 eFax: 086 729 6631

RBPM Styldrift 4.6 MW Rock Winder

Actom and GE Power Conversion supply high performance hoisting systems for royal bafokeng platinum mine The new Royal Bafokeng Platinum Styldrift Merensky Mine utilises a 4.6MW Rock Winder to hoist 22,000kg from a depth of 750m at a full speed of 15m/sec to achieve an output of 5 million tons per annum and the associated Personnel Winder is equipped with an identical Motor and Drive Inverter and duplication of all the Control System technology. The electrical portions of the Winders have been supplied by the leading Winder Electrical Contractor in South Africa, ACTOM Industry, together with their drive and motor technology partner GE Power Conversion (GE PC) of Rugby, England, using a common motor frame size rated at 4569kW RMS (FV) and 8381 kW Peak, which is ideal for the direct coupled arrangement to drive the 5.5m diameter double drum mechanicals at 50.7 rpm for the rock duty and 40.6 rpm for the Personnel/Material hoist. ACTOM and GE PC have provided a number of unique features for the electrical drive, motor and hoist control systems, based on their joint historical co-operation and expertise, which dates back more than 100 years, when the first electrical mine hoists were supplied to the South African Mining Industry.

Modern Controls for Styldrift Winders

The GE PC MV7000 range of medium voltage PWM (pulse width modulated) variable voltage and frequency drives is based on power transistor (IEGT) technology, which can be arranged in various physical topologies to suit the application and which is easier to control using different options of software pulse firing patterns. The Inverters are arranged with active input front ends (AFE) to recover regenerated energy back into the electrical supply grid or other connected loads. GE PC perfected the design and complex control algorithms for the control of high performance slow speed direct coupled cage induction motors, equipped with robust, insulation free rotors for high starting torques, which will allow a hoist to remain at zero speed on full load, continuously. This feature, together with the excellent torque and speed control is ideal for slow speed manoeuvring with heavy loads, such as shaft sinking and conveyance decking. ACTOM’s high performance winder control and safety systems have been developed over many years of experience and close co-operation with the South African Mining Industry, to achieve a control system which the sinking shaft Drivers’ say, “is the best control that they have experienced in the industry”. These controls are complemented by ACTOM’s Electronic Speed Distance Protection, Escort Brake Controls and distributed

remote I/O nodes to provide an integrated control and protection system. The PC based supervisory, maintenance and data logging SCADA and HMI systems can also be monitored and interrogated remotely by ACTOM’s engineers. ACTOM Industry and GE PC’s Winder business units originate from the same UK and German founder Companies such Metropolitan Vickers, AEI, English Electric, British GEC and German AEG and after more than 100 years of development and numerous mergers and acquisitions, both in Europe and South Africa, still enjoy a mutually beneficial co-operation which has maintained them as one of the foremost mine hoist electrical suppliers to the International Mining Industry. Together the Companies have pioneering many of the leading edge hoisting technologies, particularly for high powered Blair Multi Rope hoists for many different and arduous applications. ACTOM and GE PC are proud to be associated with Royal Bafokeng Platinum Mines and all of its stakeholders and contractors in the development and operation of the Styldrift Merensky Phase 1 Mine for the future well-being of the local communities and the South African economy.

T +27 (0) 11 430 8700 E neville.lock@actom.co.za www.actom.co.za

ACTOM INDUSTRY LEADERS IN HIGH PERFORMANCE WINDER TURNKEY SOLUTIONS

Site assembly of unique Cage Induction Motor

RBPM Styldrift 4.6 MW Rock Winder

Modern Controls for Styldrift Winders

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Meresnsky reef production from BRPM and Styldrift I,” the Company explains. Carr adds: “The ore from the Styldrift shaft will be transported to the concentrator plant by overland conveyors.” “We then have a concentrate offtake agreement with Anglo American Platinum where they smelt and refine our concentrate and produce the final metals.”

Capital investments

The concentrator upgrades are indicative of the general RBPlat continuous improvement model based on an ongoing and dedicated involvement in capital investments. This ensures that the most modern technologies and systems are being implemented in the mines, when the reef dimensions allow. In regards to BRPM this entails upgrades of longstanding processes within the conventional domain, but

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BRIDGIT AFRICA PTY LTD

The upgrade of the concentrator, which is currently under construction, will increase its capacity to 250ktpm, this will then be further upgraded to 350ktpm with the addition of a further 100ktpm module in 2017

ridgit Africa Pty Ltd assists clients in sustaining project drive, through project controls as implemented and proven at Royal Bafokeng Platinum (RBPlat) on the Styldrift Project. We use state-of-the-art schedule, cost and risk management tools with our Professional Project Controls and Project Management Specialists. Bridgit Africa Pty Ltd has years of knowledge controlling successful results and strongly believes that project controls reporting should be both easily understood and reliable. Ultimately, these are tools and techniques utilized by our teams that will enable successful project management outcomes. T +27 11 658 0363 E Info@bridgitafrica.com

www.bridgitafrica.com

Bridgit Africa (Pty) Ltd is a progressive Portfolio, Program and Project

Management Consulting Company founded by Kevin and Tyrone in’t Veld in 2013.

The efficiency and financial stability of your project is Bridgit Africa’s business: whether your need is real-time project dashboards, project audits or reviews, project staffing or project-related training, Bridgit Africa is your one-stop shop. If your concern is the integration of your project with your core business operations, Bridgit can also provide tailored continuous improvement programmes to maximise your profitability and minimise handover time. Using state-of-the-art technology, highly-skilled staff and a wealth of experience, your business success is in good hands with Bridgit Africa.

You can benefit from Bridgit Africa’s expertise in the following fields: PORTFOLIO, PROGRAM AND PROJECT RESOURCES You can call on Bridgit Africa’s network of Owner Team Representatives—All Disciplines, Portfolio Managers, Program Managers, Project Managers, Construction Site Managers, Microsoft Project Schedulers, Primavera Schedulers, Planners, PMO Managers, Cost Engineers, Project Coordinators, Project Facilitators, Project Estimators, Cost Controllers, Risk Managers and Project Governors. PROJECT INTELLIGENCE DASHBOARDS Your real-time project data can be visualised to allow you to make the right decisions at the right time, with no reporting lag. PROJECT FACILITATION SERVICES Your project staff can be helped to function as a team, more effectively managing the key deliverables in the project. SCHEDULE AUDITS Your peace-of-mind is guaranteed knowing that your schedule is sound, your cost forecasts are accurate and your earned value and project performance are being tracked in real time. PROJECT MANAGEMENT COMPETENCY DEVELOPMENT

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You know your team is trained and has the necessary skills to successfully initiate, plan and execute your projects.

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for Styldrift, the excitement lies in fast-forwarding to the most advanced and forward-thinking technologies and systems available, as Carr enthuses. “We continue to introduce a number of new technologies into our organisation, including the low profile mechanised equipment I mentioned within Styldrift. The mine has been built around that approach so the whole infrastructure and lifecycle of the mine can be tailored towards that. “We have subsequently included a drive in-drive out cage system to get the material from surface to underground, while we have also innovated the underground approach by putting all workshop infrastructure and major stores space in place.” Underground offices for employees to work out of are also a work in progress, to build an entire working environment at the heart of what is sure to be a complex and advanced operation.

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A view over the BRPM concentrator facility

Carr adds: “It really holds key success potential for the business to have these new technologies incorporated into Styldrift. “Technologies that we have implemented at Styldrift also include our new state-of-the-art winders, components and controls which provide up to 99 percent efficiency,

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high reliability, low operating costs, high quality of supply to the motor, and minimum network interference (low harmonics, high power factor) while, internally, we have worked to keep abreast of new systems to update our IT and enhance the way we run our business. “All of these capital investments

Aveng Grinaker-LTA is a multi-disciplinary construction and engineering group, anchored in South Africa with expertise in a number of market sectors; Power, Mining, Infrastructure, Commercial, Retail, Industrial, Oil and Gas. The Group’s multidisciplinary capability is delivered through focused business units acting in synergy.

Every aspect of Aveng Grinaker-LTA’s business is shaped by our core values of: » Safety » Accountability » Integrity » Client satisfaction » Employee fulfilment

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are examples of how we are using technology to drive our operations; they are key to how we make our business more efficient and therefore are very important to the future of Royal Bafokeng Platinum.”

Sustainability

Sustainability and efficiency are key pieces of the overall RBPlat jigsaw, especially given the nature of the industry and the necessity to plan for a mine’s entire lifecycle. To have the correct procedures and systems in place from the offset are pivotal in order to sustainably evolve in the years to come. Carr explains: “Sustainability is paramount in our focus going forward, and it is seen in many areas; not just in how we can produce ore from the ground. “It is about how we interact with stakeholders, how we take care of our environment, how we connect with people, the communities and our suppliers. Every aspect is important in creating a sustainable business.”

Sustainability is paramount in our focus going forward, and it is seen in many areas; not just in how we can produce ore from the ground

PRYSM RESOURCES

rysm Resources is a privately owned and operated mining and resource industry consultancy, providing independent, strategic and tactical advice and personalised professional services to exploration and mining companies, engineering firms, financial institutions and investors. Prysm Resources draws on a diverse team of professionals that embodies many years’ experience in the design, management, operation, installation and evaluation of mining projects. Whilst mine optimisation, mine design and planning together with project management remain our main focus areas, our services also include capital and operational cost estimation, financial evaluation of projects, risk management, exploration management, geological modelling, ventilation design, geotechnical modelling, maintenance, manufacturing and health and safety practices. Through its association with a number of consulting associates and contractors, Prysm Resources is able to provide a wide range of expertise both in terms of knowledge and experience to a broad client base that requires a high-quality professional response to their needs. Prysm Resources is committed to remaining at the forefront of our profession in in order to improve the value of our clients and to minimize their risk. Our aim is to create a sustainable future for our business, people and associates, and as a company we contribute to the unlocking of potential in the mining and resource sectors by focusing of delivering the best solution for each unique project, whilst consistently producing a professional service. Prysm Resources is a world-class company committed to quality service. E: info@prysm.co.za T: +27 (0) 82 561 8732

www.prysm.co.za

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w w w. p r y s m . c o . z a E info@prysm.co.za T +27 (0) 86 111 2292 F +27 (0) 86 672 3595 M +27 (0) 82 561 8732 PROJECT MANAGEMENT • Desktop to Feasibility Studies G E O LO G I C A L M O D E L L I N G • Exploration • Modelling S U R FA C E M I N I N G • Desktop to Feasibility Studies • Pit Optimisation • Resource to Reserve Conversion • Mine Design & Scheduling • Competent Persons Reports UNDERGROUND MINING • Desktop to Feasibility Studies • Resource to Reserve Conversion • Mine Design & Scheduling • Mine Optimisation • Tr a d e O f f S t u d i e s • Competent Persons Reports FINANCE • Operating Cost Estimation • Capital Cost Estimation • F i n a n c i a l Ev a l u a t i o n • Monte Carlo Simulation GEOTECHNICAL MODELLING & DESIGN MINERAL RESOURCE MANAGEMENT V E N T I L AT I O N S E R V I C E S • Ve n t i l a t i o n M o d e l l i n g • Refrigeration Design • Dust & Contaminant Control Systems RISK • Risk Management • Risk Assessment M A N U FA C T U R I N G S E R V I C E S • Maintenance Management Consultation • General Engineering • Design • Equipment Repair 3D PRINTING SERVICES • Prototype Design • Prototype Production • Mining Infrastructure SURVEY SERVICES • Arial Surveys • Measurement of Landfills, Mining Areas, Dumps, Quarries • Digital Height Models • To p o g r a p h i c S u r v e y s • Vo l u m e & H y d r a u l i c M o d e l s

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From an environmental standpoint, this is seen via an all-encompassing monitoring and adaption to eco considerations across what is inevitably an industrially-driven operation. Showing willingness in this area is a major plus-point for stakeholders and supporting businesses in the supply chain who are under similar pressures to become more environmentally responsible; placing the emphasis on RBPlat’s door to lead by example. “Throughout it all, we are guided by our sustainable and safety agreement framework, implementing sustainability in all aspects and ensuring we engage with our stakeholders,” Carr notes in introducing the ideology behind one of the Company’s major operational driving forces. “Our mission is to provide a fundamental approach within our framework for sustainability,” Carr opens. “A management sustainability committee has been established to advise and drive the implementation of the sustainability policy, sustainability framework and other pertinent systems and processes.

FASKEN MARTINEAU

asken Martineau is a leading international business law and litigation firm with more than 120 years of mining industry experience. Tracing our roots back to the mid1800s, today Fasken Martineau has nine offices with nearly 800 lawyers globally. The office in South Africa results from the 2013 merger with Bell Dewar Inc., a major Johannesburg law firm founded in Johannesburg in 1890. Our long established presence and market leading reputation in Africa enables us to be perfectly placed to assist our clients in exploring the exciting opportunities this continent has to offer. We have led high-profile deals in all of Africa’s key industry growth sectors including mining. Fasken Martineau represents exploration and mining companies, banks and brokers, investors, and industry service providers. We also work with governments on mining related matters, having advised more than 50 developing countries. Our Expertise

Sustainability is paramount in our focus going forward, and it is seen in many areas; not just in how we can produce ore from the ground

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• Capital market transactions, including IPOs • Debt and equity finance, including project finance • Mergers, acquisitions and dispositions • Option, joint venture agreements and strategic alliances • Corporate social responsibility (Traditional community consultation) • Project development and construction • Government negotiations and strategy • Services and supply • Royalty creation and purchase/sale • Offtake and streaming • Environmental compliance and closure • Hedging and forward sales • Resource taxation • Tax stabilization • Regulatory compliance • Mine permitting

Fasken Martineau’s relationship with the Royal Bafokeng Nation spans two decades, originally working together in the late 1990s on the Bafokeng Rasimone Platinum mine. The firm advised the Royal Bafokeng Nation with regards to the joint venture with Anglo American in early 2000, which ultimately led to RBPlatinum and its subsequent listing. It is a privilege to have worked so closely with the Royal Bafokeng Nation and to have been a part of their success.

Setting the gold standard. Who’s Who Legal has named Fasken Martineau as the Global Mining Law Firm of the Year for 2015.

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G4 MINING AND CIVILS

4 Mining and Civils (Pty) Ltd is a construction company providing comprehensive sector-specific construction and infrastructure solutions to the mining industry. The company has emerged to provide a more comprehensive range of services that are sector-specific, and yet still able to cater to a broad range of construction needs. We consult on a broad range of construction and infrastructure requirements and deliver infrastructure and construction services such as bulk earthworks, land rehabilitation, reinforced concrete structures, storm water, sewer and water reticulation services, load and haul of Mine Ore, and underground infrastructure. T +27 (0) 11 100 7126 F + 27 (0) 86 551 5958

www.g4miningandcivils.co.za

Surface exploration drilling at Styldrift II shaft

“The committee has been established to assist the Board and its committees and is essential for the implementation and coordination of sustainable activity throughout the company. “Materiality mapping processes further allow us to continue to identify, along with our stakeholders, a report to show the connectivity between material information on our strategy, governance, performance and prospects and how strategy affects and is affected by environmental, social and financial issues.” Extra adherence to these trends is achieved through RBPlat’s involvement with the United Nations Global Compact (UNGC). Carr continues: “RBPlat is a signatory to the UNGC and supports the 10 principles of the Global Compact with respect to human rights, labour, environment, and anti-corruption. We annually submit a Communication of Progress (COP) that describes our

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Our mission is to provide a fundamental approach within our framework for sustainability

www.g4miningandcivils.co.za Office: +27 (0) 11 100 7126 Office Fax: +27 (0) 86 551 5958

G4 Mining and Civils (Pty) Ltd is a construction company positioned as a niche service provider to the Mining Industry. We have emerged to provide a more comprehensive range of services that are sectorspecific, and yet still able to cater to a broad range of construction needs.

www.topperformers.co.za

Email: admin@topperformers.co.za

 Bulk Earthworks  Land Rehabilitation  Reinforced Concrete Structures  Services – storm water, sewer, water reticulation  Load and Haul of Mine Ore  Mining Infrastructure, including underground infrastructure

Tel: 013 935 1893 | 013 935 1912

Training & Consulting in Africa

Training Programs » Work at Height » Occupational Health and Safety » Assessors and Moderators » Supervisory Development Programme » First Aid » Consulting Services » School Prefect Leadership Skills Programme » Team Building

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PRETCO CONTRACTORS

retco Contractors was established in 2009 by Managing Director, Jaco Pretorius. Kodesa Mogale, also experienced and knowledgeable in this industry, has holding shares in the company. Specializing in the complete relining of steel-, rubber- and polymed ball mills, they fill a gap in the market and simultaneously contribute to job creating in the mining industry and Rustenburg area. Pretco values the safety and well-being of staff, reliability and high quality work. With competitive quotes the company strives to build a personal relationship with all our customers as we did with Royal Bafokeng. Jaco +2778 500 8544 Office +2773 133 5885

Styldrift I main shaft headgear with a spare sheave wheel in the foreground

company efforts to implement the UNGC’s ten principles. “Our overall efforts towards sustainable and transparent business practices confirm us as one of the best performers on the JSE Social Responsibility Index for the past three years, with our management based on international best practice, compliant in monitoring our environmental and social license. “We are committed to preventing environmental pollution and are ISO 14001 certified, as well as enforcing this awareness through continuous engagement with our employees.”

Corporate social responsibility

Closely tied in to RBPlat’s sustainability promise internally is an equally well-rounded and extensive, sustainable, approach to its external influence in the Rustenburg region. Local inclusion is the banner under which the Company carries out a vast majority of its employment,

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TECMAN

The committee has been established to assist the Board and its committees and is essential for the implementation and coordination of sustainable activity throughout the company

ounded in 1993, Tecman is based in France and South Africa and is the world’s largest custom manufacturer of rock breaker booms. From compact heavy duty booms for underground operation to some of the largest booms used in open cast mining Tecman has a complete range that can operate with any crusher or grizzly bar arrangement! Furthermore all Tecman boom systems can be designed to suit your exact requirements. Tecman also boasts an extensive high performance, mine duty hammer range with operating weights from 100kg to 7200kg. E tecman@tecman.com

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MORRIS MATERIAL HANDLING SA (PTY)

orris Material Handling SA (Pty) Ltd, Southern Africa’s largest crane company, supplies and manufactures electric overhead travelling cranes, wire rope hoists, jib cranes, chain hoists and accessories. Through Crane Aid, Morris’ national service division, the company services, maintains, load tests and refurbishes all makes of cranes, hoists and lifting equipment. Morris supplied 5 electric overhead travelling cranes, using our exclusive Abus components, for underground application in the BRPM Styldrift Merensky phase 1 project. These ranged from 10 to 15 tons with spans of 5 to 7m and 6 to 7m heights of lift.

Cornelius Chimbanga, Styldrift I Engineering Manager engaged in a construction safety briefing

charitable and partnership-building initiatives, once again laying the groundwork for processes that will remain successful throughout the lifecycle of the mines themselves. “Our programmes integrate and ensure local inclusion of our communities, beginning in high schools where we help produce the kinds of skills that we would look to utilise in the future,” Carr explains. “The intention is to produce a major pool of skills so they can grow to be exemplary to the best use of their own commitment.” Already, this has transpired through the development of unique skills from its graduate programmes, having seen individuals rise up the ranks to reach production manager status within the Company. “We have four communities located around our mines, so we target our social projects and labour plans around those communities,” Carr continues. “Starting at ground level, we enhance

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Our programmes integrate and ensure local inclusion of our communities, beginning in high schools where we help produce the kinds of skills that we would look to utilise in the future

the level of skills in the communities and this is a priority in regards to education, so we can later recruit from these communities and get these people into the business.” Not only does this further compound its sustainability initiative, but this approach also addresses common industry challenges in finding the necessary skills; especially when it comes to the more contemporary, advanced systems procured for the Styldrift mine. By training local people to operator and artisan level for mechanised equipment, the encouragement of internal promotion also elevates RBPlat to ‘employer of choice’ status; promoting longevity among prospective employees as well. “We are 52 percent owned by Royal Bafokeng Nation so it would be remiss of us not to enhance the communities around our mines,” Carr says. “Therefore, our social labour plan is an important part of our community

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Rustenburg Unit 4, Memorial Park, Ruby Sands Road, Rustenburg Tel : +27(0) 14 596 5049 Fax : +27(0) 14 596 5061 For over sixty years, Morris Material Handling SA (PTY) LTD has been committed to providing standard and engineered material handling solutions across a variety of industries throughout South Africa and into Sub-Saharan Africa. Specialising in; -

Wire rope hoists with capacities up to 120 tons Standard cranes with capacities up to 250 tons Electric & manual chain hoists Engineered cranes for special process requirements Lightweight crane systems Jib cranes

Crane Aid, a division of Morris Material Handling, is the largest service company in Sub-Saharan Africa consisting of 17 branches specialising in; - Servicing and repairing of all cranes, hoists and associated lifting equipment - Refurbishment and modernisation of all makes of lifting equipment - Annual load testing as per the OHS Act - Spares and associated electrical equipment - Comprehensive crane maintenance training at our fully equipped training centre Head Office - Benoni Cnr Dusseldorf & Ruhr Road, Apex Ext 3, Benoni Tel: +27(0) 11 748 1000 Fax: +27(0) 11 748 1159

Mining Employe no es Pri

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We currently offer the mining industry contract mining solutions: • Conventional mining • Conventional stoping and development • Drilling, blasting, cleaning • Ore movement • Haulage maintenance • Specialized drilling and blasting including

t r M o lo

Prino Mining also offers Mechanised mining solutions such as: • Drilling, blasting, ore movement • Specialized drilling and blasting • Belt cleaning, maintenance and operation • Extension of belts • Developing and equipping of inclines/ declines • Secondary support • Long anchors • Wire mesh and lacing • Shot Crete

P et e

We also offer High Speed Development (including Large Excavations) • Sweeping and vamping • Secondary support • Long anchors • Wire mesh and lacing • Shot Crete

u ti v e D ir ec

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VOITH Voith’s successful cost optimisation directly benefits platinum sector With the platinum price plummeting to just over US$1000/Oz, production has become highly-challenging in this volatile mining sector. Voith has achieved cost-optimisation on its hydrodynamic technology-based power transmission solutions offering, which results in direct savings for operations in the industry. This was achieved on a global-scale through Voith’s internal optimisation processes on aspects such as commercial manufacturing, business costs and rationalising. There has been absolutely no compromise on quality in terms of materials, processes and manufacturing. The end-result is the same high-quality range of products at reduced cost, in challenging economic conditions. Students making use of the RBPlat-sponsored computer lab at Charora High School

investment to make a difference and to deliver real results to a vast number of individuals.” RBPlat has spent more than R413 million between 2010 and 2014 in meeting its social and labour plan commitments, both in areas of human resources development and local economic development. “We have intervened in the area of the supply of quality high school students from our doorstep high school by supplying two mathematics and one science teacher and also by supplying a person to integrate the governance between primary and secondary schools in our doorstep communities,” Carr explains I regards to the education arm of this philosophy. “This will ensure that, over time, most of our bursary recipients and learnership participants are from the doorstep communities. “Our bursary programme, in turn, feeds our graduate programme, from where we source our future

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INNOVEN CONSULTING CC

Starting at ground level, we enhance the level of skills in the communities and this is a priority in regards to education, so we can later recruit from these communities and get these people into the business

ombining years of experience in the vendor management and supply chain management

arenas, Innoven, Prochain and Axidex provide a comprehensive solution to enhance conformance to the DTI & DMR legislation on behalf of their corporate clients. This is achieved through a variety of ways, including vendor verification & vetting, vendor capability and outsourced supply chain management, vendor development and enhancement. T +27 14 597 2073 F +27 86 685 5840 E michelle@innoven.co.za

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KING COSTA ASSOCIATES

ing Costa and Associates (hereinafter referred to as KC&A and trading as The HRD Group SA) is an ETD Practice (education, training and development) founded in May 2002 by King Costa, with a sole purpose of providing clients with access to credible, real-time information, education and communication in the area of organisational development and healthcare.

professionals and our learnerships feed our supply of artisans and other skilled employees. This will improve the number of employees from the local community benefiting from our efforts.” In developing doorstep communities RBPlat funds local economic development in the following areas: • Poverty alleviation and job creation, where the Company is constructing a hub from which light industry can supply goods to the mine • Agricultural Support, where RBPlat has intervened to assist farmers to improve the quality of livestock that they breed, as well as assist with supplementary grazing in an area where grazing is insufficient to sustain the livestock • The building of household tunnels for subsistence farming while improving a garden for a local association of the blind to ensure large scale production • Education Support, where the Company continues to build Grade R classrooms and intervene in improving the quality of maths and science students • Health Support through the construction of a new Pathology Centre in Phokeng which will serve the entire area • Infrastructure Support by involving itself in a roads programme with the community, as well as recently

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Our business is to help our clients develop their business through, training, development and consulting and as a result we have worked with RBPlat in providing Peer Educator and Management Training for the entire mine since 2013. Our programme at Royal Bafokeng Platinum Mine is aimed at creating a robust and active Peer Educators programme that champions holistically the cause of health and wellness at the mine. We have thus far trained more than 200 Peer Educators on aspects of complete health and wellness.

R413

million Royal Bafokeng Platinum has invested more than R413 million in five years into local communities and corporate social responsibility projects. This includes training and education within the mines and represents a major level of investment in the region.

The programme enjoys full support of line managers, and is anchored by the current RBPlat Wellness Co-ordinating Manager, Johanna Mpye. T +27 83 621 4012

OUR INFORMATION SESSIONS CATER FOR HR PROFESSIONALS, MANAGERS, LEADERS, PRACTICING COACHES AND MENTORS.

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Specialising in: ✓ Corporate health and well-being solutions ✓ HIV/AIDS strategy development and management ✓ Leadership coaching and mentoring ✓ Management Advancement Programmes (MAP)

Dr King Costa +27 83 621 4012 kingc@hrdhealthcare.com doctorlead@outlook.com

SAQA accredited programmes are awarded by SABPP and are recognised by Logos University.

Paul Martin Engineering

PTY (LTD)

Paul Martin Engineering was established in 1972. The companies main focus is repairs to all low voltage electrical motors AC and DC for the Mining Industry. We specialise in: Winch Motors • Loco Motors • Vibrator Motors • Pump / Plant Motors We are also suppliers of New Electric Motors. We supply the following brands: WEG (ZEST) • CMG (Regal) • Motorelli • Actom We are contracted and approved suppliers for: Anglo Platinum • Royal Bafokeng • Harmony • Goldfields • Pan African Resources • Gold One • Sibanye Gold www.paulmartinengineering.co.za E wesley@paulmartinengineering.co.za T (011) 894 2285

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partnering with another mining company to put in place a water pipeline to supply water to all doorstep communities • Community Skills Development where RBPlat is providing portable mining skills to members of the local communities to enable them to find employment in the mining market. All of this is carried out in close consultation with community leaders to ensure that alignment is not only kept with the regulator but that projects are acceptable within the chosen communities.

Employee retention

Sitting closely alongside the established commitment to local development is the Company’s internal HR strategy, which is responsible for monitoring this aforementioned recruitment process while also exploring new avenues and opportunities to identify rising talent and training schemes. Carr says: “The recruitment of staff in our business is linked to our HR strategy where we’ve identified potential individuals and are developing them within the organisation. This key programme looks at internships and community training programmes in order to prioritise the local communities and students from the region.” From a retention perspective, the Royal Bafokeng name alone instils a significant level of loyalty and longevity among key personnel, but the Company is also aware that it needs to remain innovative in a competitive environment to ensure it remains an attractive employment option for years to come. “In regards to retention, we include unique benefits such as our housing project for low-level employees and retirement benefits to support this,” Carr states. “Traditionally, mining in South Africa has been criticised by the way it carries out housing of employees, as well as

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SUPER GROUP TRADING

he dealership division of Super Group Trading owns 44 motor dealerships which comprises 28 of the major franchise brands, including Land Rover, sold within South Africa. Our dealerships throughout South Africa offer finance, insurance, vehicle servicing and parts. We build long term relationships with customers, staff and suppliers which allow our business to develop and have contributed to a number of industry awards and regular compliments throughout the years. 5 Howick Avenue Waterfall Park Rustenburg 300 T 014 940 1277 F 014 597 6339 E christo.henning@supergrp.com

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w w w . g t i . c o . z a

GTI has had the privilege of being involved with the Styldrift and BRPM Decline Projects in a project management and owner’s team capacity since 2010. GTI hopes to remain involved in the same capacity with Royal Bafokeng for the upcoming Styldrift II Project, and possible projects thereafter. Bringing to the owner a wealth of mine development experience and good old fashioned common sense, from concept to commissioning, is what GTI is all about.

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Engineering Training

Accredited Mining Training Learnerships & Skills Programs Accredited Trackless Mobile Machine Training – Underground & Surface DMR Section 54 Training Client Specific Mining Training Client Specific POLC Training

Our Vision is to Contribute to the development of each individual, to ensure that the company remains financially viable . Our Mission is to Deliver effective and sustainable training and development solutions, to ensure that the company can realize business objectives through the application of acquired skills.

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Portable Skills Training We are a group of training companies who joined forces to address the need for portable skills training, not only in the Mining Industry, but any other industry requiring portable skills. We also collaborate with governmental departments to assist in providing portable skills in order to address unemployment, Retrenchments as well as improving the livelihood of Community members.

Tel: 018 484 3020 / Fax: 018 484 3535 info@trainthenation.co.za / www.trainthenation.co.za

We offer a One-Stop-Service solution in the obtaining of specialized services and equipment, addressing the specific needs for Logistics in the Supply Chains of the Mining Industry. These include: Transport of bulk materials in Side Tippers Trucks

Materials Handling Equipment such as Front-end Loaders

We are privileged to supply our services to BRPM for the past 5 years.

Tel: +27828897697 • Email: northshoreandrew@gmail.com

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the conditions that they live in.” An initiative was subsequently worked out with the Company’s union, the National Union of Mine Workers, to develop a housing strategy unrivalled by those seen in the past. Incepted in 2011, the past three years have culminated in more than 400 houses already being developed to advanced standards and dimensions in a secure Rustenburg environment. Carr recalls: “We set out on a journey to achieve two objectives relating to housing and living conditions. The first is to restore the dignity of RBPlat workers and the second is to create long-term wealth in the hands of our employees. A house is an asset that appreciates in value while it is in use, and the employees will be able to liquidate the asset at the end of their careers or at least be able to continue to live comfortably post-retirement.

The recruitment of staff in our business is linked to our HR strategy where we’ve identified potential individuals and are developing them within the organisation. This key programme looks at internships and community training programmes in order to prioritise the local communities and students from the region

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These services include: • Conventional, Hybrid and Trackless Mining • Mining and mining supplies including personal protective equipment • Conveyor systems manufacturing, repair, rebuilding of machinery and installation • Scaffolding • Earth moving and Opencast mining • Ore movement and dust suppression • Open cast drilling and blasting • Waste management and reclamation operations • Across border mining Postnet Suit 138, Private Bag x82329 Rustenburg, 0300 • Fax: 0866011041

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“Our employees are housed in a security estate that is rivalling the best of estates in South Africa and will, going forward, be able to enjoy a middle-class existence without having a crippling financial effect on them. “Employees in 2014 bought a property of R500,000 and they commenced repayments at an affordable rate; this means that they enjoy a prime property without the financial strain that would otherwise come with it. “This enables our employees to bring their families closer to where they work, it provides a more productive workforce where there should in turn be a positive impact on our safety performance. “Funding has been secured to finalise Phase II of our Housing Project and we will thereafter go out to market to secure funding for a further Phase to accommodate Styldrift employees.”

P L A T I N U M

Safety and People First

3,500 houses

RBPlat’s housing initiative began in 2011, and will be completed around 2020, culminating in nearly 3,500 houses developed for employees to purchase. The initiative has been supported by governmental bodies and will require R2.8 billion of investment moving into phase two

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Royal Bafokeng Platinum’s respect and care for its employees comes from an understanding that it is not possible to achieve sustainable business performance without high health and safety standards and performance; a realisation that drives the Company’s long-term strategies in that area. Mining operations located in South Africa are subject to a variety of industry specific health and safety laws and regulations, formulated to improve and to protect the safety and health of employees. RBPlat therefore views safety as a priority, which is reflected in its values under the umbrella; Safety and People First. Carr notes: “Our safety vision is “Zero Harm”, and our safety strategy model is based on three levels: • The foundation level consists of our safety code of conduct, safety discipline and teamwork • The second level consists of the four barriers necessary to prevent unwanted events; i.e. leadership, design, systems and behaviour

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RBPlat’s housing initiative

• The third level addresses latent defects that can lead to unwanted events “The safety principles which support our holistic safety, health and environmental strategy are: • All injuries are preventable • Our standards and procedures are non-negotiable and must always be applied” RBPlat’s safety vision of “zero harm” ensures that every person working on the mine must go home unharmed every day. Carr adds: “We subscribe to a safety culture where everyone takes responsibility for safety, as this will have the greatest impact on our ability to achieve resilience. “Trust, respect, teamwork and an uncompromising commitment to the safety and health of our people is of utmost importance to RBPlat.”

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Supply chain management

Housing is a major initiative of ours in giving stability and sustainability to our employees as we go forward. We believe we’re pioneering the way and will be the benchmark for a lot of mining houses now looking at us and seeing what we are doing – Neil Carr, Executive Head of Operations, RBPlat

Localisation is further engrained into the RBPlat value chain via its supply chain management ethos, where the Company seeks to promote black economic empowerment and local procurement across all operations. “This is done through the application of our HDSA policies and procedures, and in pursuit of this policy, the primary focus is to support and develop local HDSA suppliers with mainstream procurement activity to align ourselves to the South African Mining Preferential Procurement Forum,” Carr says. “This is achieved without compromising RBPlat or putting the mining operations at risk.” Optimising this facet has led to the retention of achievements within the procurement charters, which have confirmed the Company to be performing well across all indicators and categories. More importantly, it

once again emphasises the overriding commitment to bringing value for all stakeholders, as Carr elaborates: “As part of our supply chain management strategy we strive to have effective stakeholder engagement, especially with enterprises and vendors. “Regular consultation takes place with represented vendors while we connect with local SMEs via social engagement initiatives, as they remain very important to our business’s operations.”

More than mining

Never one to stand still or simply go through the motions, the amount of investments, partnerships, innovations, expansions and enhancements will continue to combine for the benefit of RBPlat’s long-term future, and these are merely scratching the surface of what is one of the more progressive mining operations in South Africa. In the short-term, a number of complementing key goals are in place, primarily supporting the overall mechanisation of the Styldrift project during its ramp-up phase. Carr adds: “As part of our organic growth, we also have a mining area in the pipeline beyond Styldrift I called Styldrift II; a new mining initiative. “We have completed the prefeasibility study with an extensive exploration drilling programme now in place to better understand the ore body. Styldrift II is the future beyond

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Styldrift I once it is ramped up to steady state and will be a key piece of our organic growth in the future.” The ongoing refinement and building of stakeholder relationships will complement this physical growth, alongside the continued commitment towards employee satisfaction and union collaboration. Carr concludes: “It is all about keeping stability within our workplace and the communities in which we

operate by engaging with them and creating a positive influence both for them and the growth of the business. “We will look to create around us an improved infrastructure for education while also working hard on health and safety, and environmental issues. “All of these things represent Royal Bafokeng Platinum and who we are, going back to the strategy which underpins it all, to be ‘more than mining’.”

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ame K O N K O L A

C O P P E R

M I N E S

Copperbelt Leaders ZAMBIAâ&#x20AC;&#x2122;S

KCMâ&#x20AC;&#x2122;s operations along the Copperbelt have been brought into the 21st century, with investments in equipment upgrades and training programmes that promise to further strengthen safety practices Writer: Emily Jarvis Project Manager: Arron Rampling

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opper mining has been a significant contributor to Zambia’s GDP for close to a century, with experts estimating at that the sector is responsible for at least 12 percent of the country’s business; therefore the sector is of historical importance for the country. Since privatisation of parastatal companies in March 2000, Konkola Copper Mines (KCM) has been able to grow its already substantial mining assets, with the help of foreign direct investment (FDI) and support from government shareholders ZCCM-IH and ZCI. In 2004, Vendanta Resources, a UK based Company, bought a 51 percent share in KCM, further increasing this to 79.4 percent in 2008. “Not only did this increase our confidence, but we were able to grow our operations with new found vigour, investing over US$2.9 billion in upgrading equipment, building new facilities and expanding capacities,” says David Paterson, Vice President of Local Economic Development at Konkola Copper Mines. “These investments increased the life of the mines by more than 25 years, allowing us to retain our position as one of the largest, fully integrated mining bodies on the continent,” he adds.

Economic circumstance

From its three mines – Konkola, Nchanga and Nampundwe – KCM currently produces 140,000 tonnes of copper per annum. “At Konkola, we are targeting 3.5 percent growth this year and we are putting all our energies into achieving a higher standard of operational efficiency and more stringent safety practices across these three mining operations,” states Paterson. Since the economic highs of 2010 where Zambia saw a 50 percent rise in government revenues from mining

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C O P P E R

as a result of a 16 percent increase in copper production - the past five years have been more of a challenge due to lower ore prices internationally. Paterson explains: “The peak in 2010 turned into a steady decline driven by an unhealthy external environment which has increased the cost of operation. This being said, we are doing all we can to focus on areas of the business that we can influence in order to increase profit levels; and the government have been very supportive throughout this challenging time.”

M I N E S

Overcoming obstacles

In order to improve the effectiveness of its workforce, KCM understands that part of its continuous improvement strategy must focus on developing this area of the business. “Particularly since Steven Din took the helm as Chief Executive Officer (CEO), the Company has taken significant steps forward in the progression towards achieving ‘Zero Harm’ in the workplace,” Paterson says. As a result of the current economic environment and export prices for copper ore, mining remains a high cost activity in Zambia. For KCM, these high costs make the mine capitalintensive in the short-term as outdated machinery needs to be replaced. He highlights: “Due to the age of our operations and to aid continuous improvement of production levels -

Konkola Mine Situated in Chililabombwe, approximately 26 kilometres (km) north of Chingola, the Konkola mine is the most northerly and largest of the KCM mines along the Zambian Copperbelt. Commencing production for the first time in 1957, the Konkola mine remains the main focus for KCM today, with the capacity to produce 15.5 tonnes of copper ore per annum via its flagship Konkola Deep Mine Project (KDMP). This Project represents the largest investment by a Zambia mining company and is key to extending the life of the mine, increasing copper production for the Company. Via a new mine shaft with a depth of approximately 1,500 metres, KDMP is the deepest new shaft sinking project in Africa. Deployment of the relevant infrastructure is now complete and mine development to ramp-up production is now underway. An employee is captured during casting of copper anodes at the Nchanga smelter furnace

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Smart Mining Innovative, Competitive Mining Supply Solutions from Abeyla Exports and Abexsteels For over 20 years, Abeyla Exports and Abexsteels have provided solutions to make mining operations more reliable and cost effective. Our customers make use of our superior product knowledge and international relationships with top producers which ensures lower operating costs and increased profitability.

To see how we can add value to your mining operation, improve safety and increase profits,visit: www.abexsteels.com

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Abeyla Exports

www.abexsteels.com +(27) 11 622 0908

WHO WE ARE:

he Abexsteels Group of Companies are International Steel Merchants who have been creating shared value across the African continent for more than 25 years. We partner with our clients to facilitate growth and development. We are the African Specialists with an understanding of the various markets across the continent, and the unique challenges they present. Our mission is to provide top-quality steel products at competitive prices, with superior service. Each product is manufactured to our clients’ exact specifications and requirements. Through its exporting arm Abeyla Exports, the Abexsteels Group of Companies has been partnering with Konkola Copper Mines for over 20 years. We are proud to be associated with an international company that balances profitability with social responsibility to the people of Zambia.

WHAT WE DO: Our expertise spans the mining, construction and manufacturing industries and we offer financial support, logistical, processing and turnkey project solutions. Together with Abeyla Exports, the Group’s exporting arm, we provide an end-to-end logistics service delivering products from our warehouse to your specific location, anywhere in Africa, on time and within budget. Our international partnerships extend beyond just supply and we pride ourselves on efficient expediting and follow through, keeping you the customer, constantly updated. Our flag ship products include Type Ω Steel Arches, Roof Bolts, Split Sets, Bernold Sheets and Liner Plates. Steel arches type THN Ω provide not only a higher resistance but also a higher yielding support and can be

installed above and underground in various environments such as mining, hydro and civil tunneling. Our arches are manufactured to international standards and also available in the superior grade S480, with improved performance in a lower gauge. This translates into a lighter and easier to handle THΩ, but with exceptional performance. The Bernold Sheets, constructed from hot rolled steel, are perforated steel sheets with V-shaped reinforcement ribs. They are either supplied flat or bent to the required tunnel radius. It is a professional solution for void sealing in shaft excavation as well as a cover for underpasses and channels. Other products include pipes, fittings, plates and coils in a range of materials such as: • Stainless steel, Duplex and High Alloy Steels • Carbon steel products including Hardwearing and Boiler qualities • Burning Bars, Lancing Tubes, Mill Rods, Mill Balls and Mining Hose • HDPE and PVC We also offer a full fabrication facility.

OUR PROMISE: To build and maintain lasting relationships with our customers by understanding their requirements and ensuring 100% compliance. Abeyla Exports and Abexsteels build partnerships that last.

Tel +27 11 622 0908 www.abexsteels.com

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K O N K O L A

C O P P E R

M I N E S

Miners captured during a shift at the Nchanga underground mine in the town of Chingola

and prolong the life of our mines - we must invest in the latest equipment while also ensuring ongoing exploration studies take place. So we remain realistic and understand these current improvements will secure longterm profitability and longevity.” In line this, KCM has upgraded its smelting machines via its largest equipment investment yet. “Our new smelting machines have a high environmental performance, ensuring maximum efficiency by capturing 99.6 percent of flue gases. Additionally, we are in talks with local companies to bring more aspects of the value chain in-country via beneficiation to maximise our local economic contribution,” Paterson further details. To alleviate further challenges in

exporting copper ore, it is important to maintain a good relationship with local partners. One such partner is Sabot Management Limited, who help to alleviate the stresses of cross-border transport via an extensive depot and infrastructure network. “Being a landlocked country makes import and export costs higher to reach the nearest ports, so strategic partners such as Sabot help to combat challenge in this regard. “It is also worth noting that we conduct as much of our business as possible in Zambia. Our equipment, however, comes from reputable international suppliers who often have local maintenance services that we use to maintain our heavy machinery,” Paterson emphasises.

Promoting teamwork

Another key aspect of the business has always been its people focus, and KCM offer some of the most comprehensive training programmes in the country; providing support for students at universities both within Zambia and the surrounding countries, offering a wide range of scholarships and management training. Each year,

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Nchanga Mine One of Zambia’s oldest mines with exploration roots tracing back to the early 1920s, the Nchanga mine produces copper and cobalt mineralisation within two stratigraphic horizons; the lower ore body and the upper ore body. Located in the vicinity of Chingola, Nchanga comprises an underground and open pit mine, refractory ore stockpiles and tailing dams. Due to its age, the mine is currently facing a unique set of challenges as copper grades have seen close-to a five percent decline. As the depth of both the underground and open pit mines significantly increases over time, KCM will continue to invest in its assets with the aim of extending the life of a selection of pits at the site by a further 10 years.

t. 00260 212 226 827 Kuplak (Z) Limited P O Box 23085 Kitwe Copperbelt Zambia

Kuplak was founded in 1999 with major business being the importation of mining & industrial chemicals, fertilizers, detergents, edible oils to the South African region.

Kuplak

K O N K O L A

C O P P E R

M I N E S

Employees prepare themselves during a change of shift at Konkola underground mine

Nampundwe Mine The Nampundwe underground pyrite mine and concentrator is located in the central province of Zambia, approximately 50km west of Lusaka. Pyrite material from the mine is normally used as a blending material with copper concentrate for smelting. Beginning operations in 1913 and originally known as the King Edward Mine, Nampundwe is the oldest of the three mines that KCM now operate.

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Being a landlocked country makes import and export costs higher to reach the nearest ports, so strategic partners such as Sabot help to combat challenge in this regard

250 students go through its training school, which is inspired by almost a century of mining experience and deep understanding of the Zambian landscape. Likewise, KCM has a concerted focus on contributing to the communities within the vicinity of its operations. The Company operates two hospitals and eight satellite clinics in the region and is proud to have one of the largest malaria roll-back programmes in the country. Adding to this, KCM has rolled-out several community health initiatives which include the distribution of 23,000 free pairs of glasses, the fitting of artificial limbs and undertaking eye cataract operations. â&#x20AC;&#x153;We have allocated US$150 million to corporate social responsibility projects so far and our latest project involves

the provision of literacy training for 800 adults, which demonstrates just how diverse our initiatives can be,” adds Paterson. KCM is also involved in the sponsorship of four football teams in the top-tier Zambian soccer league, and runs two schools, which it has expanded from primary level to full secondary level, providing education to over 2,000 pupils. Despite recent economic challenges, Vedanta Resources is committed to seeing KCM succeed, leveraging the mine’s long operational history in the country, along with the Company’s consistently successful training and emphasis on safety policies. Touted to increase production in line with its ongoing investments in machinery and the latest in copper technologies, CEO Steven Din is determined to make sure the mine remains a substantial part of the country’s austerity for decades to come.

Driving your sucess

Specialists in Southern African road transport solutions. Sabot is the most trusted cross border road haulier in Southern Africa, continually exceeding customer expectations by seeking to always add value and improve on our delivery.

www.sabot-group.com info@sabot-group.com

A science lesson is in progress at the KCM Nchanga Trust School in the town of Chingola in Zambia

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ame M I N O P E X

M O Z A M B I Q U E

Commodity Perfectly Placed for the

Boom Minopex has built a concerted presence in Mozambique over the past four years to be the best positioned player in a dormant minerals market on the brink of more lucrative times to come Writer: Matthew Staff â&#x20AC;˘ Project Manager: Arron Rampling

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inopex has worked tirelessly to replicate its well-established South African operations in Mozambique over the past four years and is now in a prime position to capitalise on a future boom in the commodity market in the country. Invited into its initial operation in the East African nation in 2011, the mining operations and maintenance contractor has since leveraged and duplicated the vast expertise and industry knowledge across the full range of mineral processing activities to now be the leading player in Mozambique; stealing a march on any prospective competitors looking to enter the rapidly developing country in years to come. Since being chosen by Jindal Steel and Power to carry out operations and maintenance at its Chirodzi plant, Minopex Mozambique has gone from

strength to strength through the attraction and application of its full turnkey offering. The Company’s Managing Director, Dave Spottiswoode says: “The move into Mozambique was a general move from our owners, Minopex South Africa, with it necessary for the Company to expand across borders. “Our turnkey approach has been very successful across the Group because it saves the clients on capital, with us essentially doing the dirty work for them. The only aspect the clients own and need to bring to the project is the plant itself.” The remaining elements taken care of within the Minopex service comprises the personnel from top to bottom and all technical equipment, all the way to office furniture, vehicles, IT software and major tools needed to fulfil the requirements of the plant. Across the wider Group, Minopex is equipped to run plants processing the

full host of minerals; from diamond, chrome, platinum and gold, to coal which is the sole commodity being catered for within Mozambique at present. “The world’s commodity market isn’t great at the moment, and things are tight in Mozambique, but what we have done is position ourselves for the next couple of years for when things get better and take off in a rather big way,” Spottiswoode continues. “We’ve set ourselves up; we’ve got the vehicles, the people, the accommodation, and everything else required within Mozambique. “We’re there, and now we’re just waiting for the boom.”

Versatile offering

The turnkey philosophy which has been so integral to Minopex’s growth over the years is epitomised by the Group’s initial rise in South Africa between 1996 and 2012; by which

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M I N O P E X

M O Z A M B I Q U E

point the Company was carrying out operations and maintenance across 27 plants for some of the industry’s most well-reputed businesses. “Ranging from diamonds, platinum, gold, coal and chrome - basically any metal or mineral - we have the ability to get involved in it. This became a very popular model quite quickly because the bigger we became, the more versatile we became as well.” This versatility enables Minopex to pull upon expertise, equipment and capacity from adjacent plants, while keeping more administrative processes centralised to achieve an ideal balance from which to expand and remain entrepreneurial and flexible. “This flexibility was something we were moving away from in South Africa purely because of the size we had grown to,” Spottiswoode says. “My belief is that every operation is different and every client is different,

27 plants Operations and maintenance carried out for its clients between 1996 and 2012

and my idea is to run the Company as a silo type of operation with each plant running exactly according to the client’s specifications. “If the client wants us to supply the vehicles then we will, but if they prefer to supply their own, then we won’t. The same goes for the purchasing of consumables or raw materials, for example. “We’re extremely versatile and open in our offerings, and willing to tailor our operations to each client’s requirements within their plants.”

Track record

With the all-encompassing, yet customisable, approach that Minopex has honed and refined over the years still a niche attribute in the industry at large, the reputation that has been formed within the sector has been comprehensively positive, and has laid the groundwork for all current and future contracts being attained. “When discussing big contracts, we are able to state confidently that we can perform to the highest standards because we have the track record proven throughout our other operations. Essentially we can display that we do what is required better than the client could do it themselves,” Spottiswoode states. This track record is equally impressive from an all-important health and safety perspective with no

LINTEC ENGINEERING

stablished in 1987 in Johannesburg, South Africa, Lintec Engineering has long been providing wear solutions for bulk materials handling. The founder, Eric Olsen, has been involved with wear-resistant materials such as ceramics, carbides and hard metals since 1969. He was responsible for the first alumina ceramic lined pipes in England, Australia and South Africa. It was with this knowledge that Lintec Engineering was formed and Eric remains a director and shareholder of Lintec Engineering. Lintec Engineering’s core focus is to protect its customer’s plant from excessive wear. Wear, problematic in bulk materials handling, causes high maintenance costs and unnecessary downtime resulting in lost revenue. Lintec wear resistant applications will reduce maintenance costs and downtime, and increase plant performance. Lintec selects the best lining materials for the application parameters and the client’s budget, thereby creating invaluable benefit for customers. Lintec Engineering provides wear solutions to a range of industries and the company has since grown its customer base to include the likes of BHP Billiton, Implats, Glencore, De Beers, Anglo and Sasol as well as many OEMs, consultants and project houses. Lintec proudly supplies wear linings to Minopex. T +27 (0)11 708 1037 F +27 (0)86 6458360 E info@lintec-engineering.com

www.lintec-engineering.com

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Protecting Plants from Wear since 1987

Proud supplier of wear resistant linings to Minopex

SPECIALISTS IN WEAR RESISTANT PRODUCTS & APPLICATIONS Lintec Engineering manufactures customised wear linings designed for specific plant parameters. Lintec is an ISO 9001:2008 registered firm which offers superior service and strict quality control of wear products and manufacturing. The senior staff at Lintec Engineering have over 80 years combined knowledge of wear protection, this with the skilled and experienced artisans offers customers cost effective results and reduced downtime. Lintec wear resistant materials include: Alumina and other Oxide Bonded Ceramics; Carbides; Basalt; Concretes; Chrome Iron; Hard-Facing; Lingrids; Linpact Panels and Linrods. Lintec Engineering offers complete turnkey services for Wear Protection, from: consultation; design; planning; fabrication; installation of wear linings; delivery; testing and guarantee.

Tel: +27 (0)11 708 1037 Fax: +27 (0)86 648 8360 E-mail: info@lintec-engineering.com www.lintec-engineering.com

M I N O P E X

M O Z A M B I Q U E

KKa KKa is based in Johannesburg, South Africa. We are a boutique multi-disciplinary practice specialising in mining, general commercial, mergers and acquisitions and insolvency matters and have a strong team of litigation, dispute resolution and labour specialists to compliment this offering. Our attorneys have spent years in the “Big Firm” working environment. We are a youthful and dynamic team which enthusiastically provides our clients with technically sound, efficient and affordable legal advice. The quality of service and expertise we offer is uniquely tailored for corporates looking for the “Big Firm” quality at affordable rates. Facing challenge head-on to expand the Company footprint

lost-time injuries reported across its tenure in Mozambique; Spottiswoode emphasising this element and the safety of Minopex’s employees as “the driving force behind operations, and first and foremost in carrying out processes”. As a consequence, Minopex is also at the forefront of potential clients’ minds, including, most recently, Vale. Having completed short-term periods of operation for the globally-renowned organisation in recent years, the two businesses are now looking at a potentially longer term partnership. “It is an owner-operated plant which they have asked us to come into over the past three years for commissioning and training of their people,” Spottiswoode explains. “They’ve seen us come in and make massive improvements for six-nine month periods, and have also seen those improvements fade away when we’re gone, so for them to look at us to operate their plant moving forward is major because it is by far the biggest operation in Mozambique.”

T +27 11 483 0966

www.kkalaw.co.za

Localisation

Expanding the footprint into Mozambique hasn’t been exclusively challenge-free despite the leveraging of the Company’s South African experience and unrivalled regional reputation, with skills shortages in the still maturing Mozambique a problem which Minopex has had to resolve internally. An extensive localisation strategy has been integral in developing national levels of expertise, with the overall aim of reducing the amount of expatriates working within the business. Spottiswoode notes: “It is not only of primary importance in order to develop the locals within the country, but also in reducing the amount of capital going towards expats and all the salaries, accommodation and travel costs that come with them. “So, both in terms of costs and what we needed to do for the benefit of the country, we have an extensive localisation strategy which we have been running for three years now, and we have now got to the stage where

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we are virtually only reliant on local artisans that we’ve trained ourselves.” Having established such a foothold in Mozambique before the real industry boom has even taken place leaves Minopex in a commanding position moving forward with any new entries to the market having to play catch-up and build a reputation from scratch. It also fulfils the more concerted, overriding philosophy of utilising local resources which can similarly be seen throughout its supply chain where possible, and through the Company’s adherence to CSR in the surrounding communities.

Advanced services

Regardless of the dominant market position that Minopex enjoys within Mozambique, the Company still refuses to rest on its laurels, continuously looking for new opportunities to improve its current operations, as well as looking for new

www.kkalaw.co.za T: +27 11 483 0966 65 Central Street Houghton Johannesburg, Gauteng South Africa

plants to operate within. “We’re always on the lookout for new plants but things are constrained in Mozambique at this moment in time so we have moved out of our normal operations and maintenance practices to diversify in the country,” Spottiswoode says. The result is a separate company having been formed called Ensermo (Engineering Services Mozambique)

Litigation Corporate and Commercial Conveyancing and Notarial Alternative Dispute Resolution

which has been $2.5 million in the making and consists of a specialised engineering unit. The Managing Director explains: “In South Africa, there are usually specialist engineers local to your operations, but there are none of those advanced services available here in Mozambique, so we took the decision, based on us planning to be here for a long time, to build a fully

Minopex will continue to look for new opportunities to further improve its standing

integrated workshop in the Tete area at our own cost.” Already coming into its own in carrying out major overhauls, motor rewinds, pipe installations, steel fabrications and analysis activities, the recently commissioned addition to the Minopex portfolio is a niche which has already brought the Company a lot of business as it looks towards the next stage of its development in Mozambique. Spottiswoode concludes: “Moving forward, we will remain totally focused on our clients and their needs and will continue to bend over backwards to do what they want and require. “We have training programmes in place to attract the right people in order to do this as efficiently as possible and, as we’ve proved in the past, we believe we can operate the plants more efficiently than the owners themselves.”

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ame M O N U R E N T

H O L D I N G S

Betterme of West Africa Diversifying for the

With an agnostic approach to its equipment supply, MonuRent is able to provide an end-to-end tailored solution for the mining, construction and agriculture sectors while freeing up capital so that its clients can focus on their core business Writer: Emily Jarvis Project Manager: Arron Rampling

ince inception in Nigeria in 2010, MonuRent Holdings (MonuRent) has strengthened its presence in West Africa’s heavy equipment solutions sector; with initial investments in construction equipment rental, to a strategic move into the mining industry as a result of managerial changes and subsequent experience levels. “Our focus swiftly changed when Chief Executive Officer (CEO), Tony Carr, joined the African operation in 2010. From here we were able to begin building meaningful relationships across the mining sector, starting with an equipment rental contract in Sierra Leone which spanned around four

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years,” explains Chief Operating Officer, Dan Hoppe. In 2015, a widened geographical business scope across the two aforementioned countries, and Liberia, Botswana and Ghana, has allowed MonuRent to increase its diverse portfolio of work across West Africa as Hoppe further adds: “We have what is called an agnostic equipment supply, which is where a client comes to us with an equipment brief and we work on a rental plan that is best for the client and educate our staff accordingly. Our interoperability across mining, quarrying, construction, infrastructure and agriculture works is just one of our unique selling points.” Boasting 350 rental assets across Africa

ent at present, predominantly serving the mining industry via long-term projects, MonuRent is demonstrating its ability to diversify its offering with the future of West Africa’s economy in mind.

End-to-end

A key advantage of doing business with MonuRent is the Company’s ability to offer an end-to-end rental service, including front-end management services which is something Hoppe is particularly proud of: “Our reliable, safe and efficient equipment is complemented by an all-inclusive service offering including aspects such as application management. With our strong track record over the years, I am proud to say that we have the financial

ability to fund large scale projects, which consequently benefit from comprehensive training opportunities, availability guarantees and a costeffective maintenance service,” he says. In West Africa, maintenance of machinery is sometimes still considered a cost-heavy aspect of mining. However, MonuRent provides this service for a fixed cost to its customers via the MonuRent Fleet Option, “taking away some of the business headaches to let clients focus on what they are best at”. Influenced by equipment trends in the global mining and construction sectors, MonuRent utilises enormous depth of experience, capabilities, skills and resources to provide clients

with leading integrated equipment solutions. “We like to get involved with a project as early as possible; ideally in the pre-feasibility stages, where we ask the right questions to find the most economical fleet blend tailored for each individual project. “With the support of both internationally recognised equipment manufacturers - like Komatsu and Caterpillar – combined with some local brands, gives us a full spread of apparatus to work on any project that comes our way,” confirms Hoppe. Through local purchasing agreements with these companies, MonuRent is able to boost local content levels, proudly maintaining a 92 percent local staff level itself.

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M O N U R E N T

H O L D I N G S

Further to this, all aspects of financing are dealt with by African banks, which Hoppe added that their good attitude towards business has resulted in fantastic support levels. “For us, it is about searching for the right suppliers locally who can demonstrate that they can provide the right stock levels and quality before joining our supply chain. From here it is then an education process to bring them in line with our company ethos and fulfil expectations,” he highlights.

African content

Comprising just shy of 300 people, with key seniors within the organisation being of African origin, MonuRent is committed to investing in the industry trends which serve to drive the necessary training initiatives forward. “Liberia has huge potential for us at the moment as we assist with several gold mining projects in the country.

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For us, it is about searching for the right suppliers locally who can demonstrate that they can provide the right stock levels and quality before joining our supply chain

In line with this, we have invested in state-of-the-art equipment training simulators for our people which has proved not only valuable for our staff, but also the furtherance of our client’s skills as we provide the opportunity for them to use the simulator as well. “Moreover, these training tools have proved useful for empowering women in the community, serving as a fantastic entry point for women to get into mining and associated industries,” details Hoppe. By integrating various levels of technology into its training processes, MonuRent is making an active and easily scalable contribution to skills development in West Africa. “And you can’t take your finger off the pulse in Africa; through front line mentoring, skills transfer and external training policies, we are culturally empowering people towards self improvement,” he adds.

YOUR CAT DEALER IN WEST AFRICA State-of-the-art simulators

Ever closer to support you ever further

Encouraging equality in the work place

THE STRENGTH OF OUR NETWORK

Particularly in Liberia, this has not come without challenge as the recent outbreak of Ebola has plagued the country and the surrounding West Africa region. However, MonuRent was quick to put in place impressive measures to minimise the virus’ impact on operations at Liberty Gold Mine in Liberia as Hoppe explains: “Right through the Ebola period, we managed to maintain 170 staff free of the virus, including all expats in the country throughout this period as well. This can be attributed to our high standard and adherence to health and safety practices, making sure to filter this message right through our workforce.”

Corporate culture

For MonuRent, it has become second nature to tackle any cultural challenges when integrating into communities; and the Company has been able to show the areas in which it operates

that initiatives for the betterment of local people have become second nature. “It became quickly apparent that you cannot move into a developing country without recognising in some way that you are a guest in the country. West Africa is not the easiest of places to do business given the fluctuating social and political environments, but it is very satisfying when things go right as you get a great sense of achievement and a feeling of real value,” emphasises Hoppe. Going forward, MonuRent will continue to move sustainably from project to project, maintaining its corporate culture and firm client focus. “In such a relationship-driven environment, it has taken considerable attention to detail and hard work to make sure our value proposition differentiates us from the competition in the mining space, both now and into the future,” he concludes.

BENIN BURKINA FASO IVORY COAST GAMBIA GUINEA GUINEA BISSAU

LIBERIA MALI MAURITANIA NIGER SENEGAL TOGO

THE EXPERTISE OF OUR TEAMS OUR SCOPE OF OPERATIONS

· Mines & Quarries · Construction & Forestry · Energy & Transportation · Industrial Equipment OUR EXPERTISE

· Training · Maintenance Contracts · Technical Consulting & Support · Used & Rental Equipment · New Technologies

VISIT US ON JADELMAS.COM

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ame V O D A C O M

C O N G O

Connecting People and

Vodacom has been creating opportunities in Congo for more than a decade; leveraging its influence as one of the world’s most renowned telecoms giants to enrich lives nationwide Writer: Matthew Staff Project Manager: Donovan Smith

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ince launching its activities in Congo 13 years ago, Vodacom has gradually and increasingly realised its promise of saturating the entire country with its market-leading telecoms services, combining its unparalleled technological expertise with an arguably even more significant social influence on a national scale. Following its inception in May, 2002 the Vodacom Pty subsidiary has invested hundreds of millions of dollars in order to fulfil its aim of galvanising the levels of communication in the country, with the primary goal of making its full range of internationallyacclaimed products accessible to the entire Congolese population. Built upon its “connecting people, creating opportunities and changing lives” ethos, Vodacom’s network in the country now envelops 1,000 cities and 500 villages, comprising a total of more than 12 million subscribers. The person entrusted with overseeing such an extensive

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influence is the newly appointed Managing Director (MD), Murielle Lorilloux, who has already signalled her intent to expand the Company’s network infrastructure on a business level, while continuing the positive influence that has been established nationwide. “Vodacom has heavily invested in telecommunication infrastructures and has positioned itself as a data-leading company by providing to all Congolese the possibility to communicate and experiment the great power of 3G internet via the undersea cable,” the new MD explains. “Vodacom Congo is a socially responsible corporate that is involved in social welfare, health and

education throughout Congo. It also has a privileged partnership with the Congolese Government. “That’s why the company is committed to assisting the government to achieve its objectives.” Currently employing more than 1,500 permanent staff, and a further 25,000 indirectly, Vodacom’s position as market leader is firmly cemented, paving the way for the Company to focus on the ongoing marketing, education and unveiling of its trademark consumer services; comprising voice services, SMS messaging, 2G and 3G mobile internet, and its continent-famous M-Pesa mobile money solution.

Continuous network expansions

Bridging its three core customer segments across the mass market, youth, and high value consumers, the need to remain diverse and proactive in regards to technological innovation still remains significant despite the country’s relative immaturity surrounding some of the more niche offerings. The responsibility placed on Vodacom to therefore complement its products with a general enhancement of the national network has been paramount, and is something that Lorilloux is especially focused on improving further during her tenure. “Vodacom DRC has been investing

systematically in infrastructure and equipment of the latest generation to improve our customer experience,” she says. “From a voice quality, data speed and coverage perspective, our network has been deployed in such a way that it reaches the most remote areas of the country in a way worthy for DRC’s telecoms market leader.” Prior to the Company’s 2014 unveiling of its ‘rural coverage system’ - a new, flexible technology which promises to bring improved coverage to the most remote areas of Congo - Vodacom had already invested $484 million into the country’s infrastructure. The result: more than 7,000

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When you want the best mobile phone, you need a company you can connect with. Call ZFJ Investments.

T: +2438138 50 915 / +2438138 44 222 / +2438103 23 555 ZFJ Investments, AV Du PORT No: 7 -B, Commune de la Gombe, Kinshasa, Congo DRC javed.mohd@zfjinvestment.com

V O D A C O M

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i-JETNET

ou are tempted by a new Mac or iPod, but you do not know which is best for your needs? At i-Jetnet, we discover and test the latest Apple products, while highlighting the differences, so that you can identify the one that exactly fits your needs.

Network expansion promises total network coverage across the nation by the end of 2015

kilometres of fibre optic network laying the groundwork for an endof-2015 goal to achieve total network coverage across the nation. Lorilloux says: “Continuous network expansions are improving our geographical footprint far into the rural areas of our country as well improving our network deep inside the buildings of urban and suburban areas. “Vodacom uses, to the maximum, all technologies covered by its different licenses; such as 2G+ (gsm, gprs, edge), 3G+ (hspda, umts), WiMax and WiMax Evolution, Point-to-Multi-Point solutions, fibre optic and satellite connectivity, and dedicated customtailored solutions for VIP and high-end corporate customers. “We have also successfully tested 4G technology (mobile LTE) and prepared our network through a single RAN solution to be 4G ready.” Keeping ahead of the industry curve, not just in Congo but on a continental scale, is something which Vodacom as a brand has always prided itself on, and currently fits within a wider twoyear modernisation campaign being undertaken in the country. “During the campaign, all network elements have been upgraded to the latest generation of telecoms equipment available on the international markets,” Lorilloux continues. “This modernisation covered our access, transmission, core, signalling, billing, IT and back office equipment. We effectively put,

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at the service of our customers, one of the most modern networks globally available.”

HR Talent

While network optimisation and world-class telecoms services are the bread and butter of Vodacom and Vodafone subsidiaries the world over, the Company’s notoriety in Congo and most prominent feather in its cap stems from its role in the communities and its commitment to enriching the lives of the wider population. While this evidently comprises vast levels of corporate social responsibility initiatives outside of its technological domain, the enrichment process begins within the industry itself; addressing a core challenge engrained into the country. Skills shortages have long been a bane of telecoms operators looking to reach international standards of working, but the Company has countered this through the development of its own HR Talent project. “HR Talent is part of the Human Resources Department at Vodacom Congo and is mainly in charge of talent acquisition, talent integration in the company and their development throughout their professional lifecycle,” Lorilloux says. “In regards to talent acquisition, in order to ensure that Vodacom Congo always attracts the best talent, HR Talent oversees the implementation of different

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As Apple technology experts for the Democratic Republic of Congo, we have not only the full range of Apple products and accessories, but also offer expert after-sales care. i-Jetnet offer a series of training courses which will allow participants to get full use of their Mac, iPad and iPhone, receiving an overview of all of the applications delivered as standard on their device. 6-7 Galerie du Centenaire, Boulevard du 30 Juin Kinshasa-Gombe Democratic Republic of Congo T: +243 8200 00088 E: contact@i-jetnet.cd

...in order to ensure that Vodacom Congo always attracts the best talent, HR Talent oversees the implementation of different recruitment programmes

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recruitment programmes. “Those programmes are mainly designed to maintain a healthy talent pipeline and readily available pool.” The two programmes subsequently introduced are the Motomolo Bursary Programme and its tailored Graduate Programme to ensure that the most talented individuals available are not only being identified but are being honed and refined over the course of their academic development to gear them up for the working world. The next stage addresses talent integration, as Lorilloux explains: “HR Talent activities around integration are summed into the orientation or induction programme for new staff in the company. This programme is currently organised once a month (HR induction) and once every six months (overall company induction) where possible.” The delivery of learning and training programmes across the education element of development is then carried out in two formats; a structured basis as per the Company’s approved training plan, and an ad-hoc basis which is conducted more in line with dynamic industry demands. In regards to the former, the “training plan is compiled as per needs received from various departments yearly and delivered through a three-year period as per priorities determined by the Executive Committee”, Lorilloux notes. “The training needs are identified in each function according to performance dialogue principles and agreed upon with line management and staff. “An ad-hoc basis includes demands which rise outside training plans during the year. Those requests are dealt with through the formal submission of a duly approved training application form.”

specific initiatives designed to develop tailored skills for individual departments within the Company. Incorporating facets such as leadership programmes, finance education, managerial and supervisory skills development, and universitysupporting bursary schemes, it is this dedication to formulating bespoke solutions to industry challenges which makes Vodacom an employer of choice within the sector and country. “We launched our Employer of Choice campaign last August in order to reinforce the image of Vodacom as such in the Congolese market,” Lorilloux says. “The campaign has an overall external objective to strengthen the image of Vodacom as the best employer in the local market and attract the best talent to work for our organisation.” “We cannot achieve this objective without our own employees being ambassadors of that message externally.” The campaign has consequently begun internally across two main focuses; improving efficiencies of key internal employee practices, and reinforcing the benefits attached to

Employer of choice

Complementing Vodacom’s established talent development programmes are a series of more

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NAFI NETWORKS NAFI is a communication service provider, with over 20 years experience providing multi-layered services in the GSM, satellite and telecom industries. This has allowed us to grow into one of the largest distributors in the DRC. With excellent customer service and open all year round, we are always on call to provide the best pricing and offers, partnering with the biggest industry providers to sell original devices. Our range of products is as diversified and flexible as our customers. Everyone’s communication needs are different; hence we customize our products and services to suit the individual need of our clients, whether for home or office. Our superior service is maintained by a highly professional and dedicated staff, outstanding engineering skills and excellent organization. T +243 817 007732 E farhad@nafidrc.com

• Airtime sales • Mobile handsets and devices • Office computers and printers • PABX • LAN installation and cabling • Repairs of mobile handsets • Customised internet service solutions • Installation of telecommunication and GSM equipment • Managed services for large telecom operators such as Vodacom

NAFI Networks Mobile: +243 817 007732 Mobile: +243 814 440001 Email: farhad@nafidrc.com Skype: farhada5

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THE COMMUNICATION GROUP

eet CMCT TCG; a full service communication agency that has witnessed rapid growth in The DRC’s emerging advertising market since its inception in 1994, originally under the name of CMCT Marketing & Communication. After joining Foote, Cone & Belding (FCB), one of the largest global advertising agency networks, we were able to combine our 21 years of experience and brand presence with international thinking and apply this to the local market.

the Company identifying the youth segment as its next target for potential growth. “Recent studies highlight youths’ preference on competing brands as they are offered tariffs which address their needs in terms of usage while clearing the key affordability barrier to staying connected with their loved ones and preferred activities. Youth segment “Vodacom defines its youth segment Identifying and displaying key differentiators in the telecoms as a group of users aged between 15 and 24, and is convinced that the market is something that all industry segment is a potential growth driver players must strive to achieve, and is something that Vodacom has since it accounts for more than half of the country’s population.” succeeded in establishing across all parameters set out for a leading The Company’s attentions have therefore turned towards leveraging enterprise. Lorilloux states: “Vodacom has done the Vodacom brand and reputation phenomenally well in DRC, maintaining to ensure it becomes the operator of choice among the youth segment its positioning as the number one telecom brand by all indicators, despite also, via its Vodacom Planete Jeune the entry of new competitors such as (Vodacom Youth Universe) initiative. Lorilloux continues: “Vodacom Orange and Africel penetrating the market with lower rate offers.” wants to provide a platform of This isn’t to say that there isn’t unlimited possibilities through this campaign where it is positioned as an room for improvement though, with the “status of the employee”. By creating this positive atmosphere and development culture within the Company, the knock-on effect that has subsequently been seen in its influence externally across the DRC has been made all the more concerted, consistent and sustainable.

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Over the course of 20 years, CMCT TCG has retained a high level of professionalism across its staff, working across five departments including client service, media, research, field force and CREA (Creative and Production Department). Clients receive a one-stop shop service and the opportunity for a long-term business partnership formed on the basis of professionalism and trust. More than three-quarters of our clients hold a leading position in their respective sectors, and we look to support these clients throughout all their ventures. One such venture is with Vodacom Congo, who we have accompanied since the successful launch of its network in the country in 2002. Vodacom has revolutionised advertising in The DRC, investing in a whole host of iconic branding activities including quality TV productions and corporate social investments in the community. To date, we have assisted with the provision of strong communication campaigns that have helped to secure Vodacom’s position as the number one network in The DRC; always remaining one step ahead of the competition. Long may our relationship continue! T +27 (0)11 236 8600 E cmct.infos@gmail.com

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ACCESS BANK Having begun operations in 2009, Access Bank (RD Congo) has a capital base in excess of $16m and was one of the most profitable banks in the DRC in 2014. It was also listed as the best bank for civil servants payment in the DRC in 2014. It’s strong and experienced management team is focused on a retail strategy in building a sustainable business model. As a subsidiary of Access Bank Nigeria Plc, Access Bank DRC is committed to the Group’s vision of being the world’s most respected African bank and to SPEED, SERVICE and SECURITY for all its clients. T: +243 812 222123|+243 812 222160 E: infordcongo@accessbankplc.com

www.accessbankplc.com

prime position to build upon this first decade of prominence as one of the most recognisable brands, across any sector, within the country. The pressure now lies in ensuring that the Company never loses sight of the attributes that propelled Vodacom Addressing key performance indicators (KPIs) across the youth segment has been to such a commanding position in the important to company growth first place; by being the best from a technological standpoint, and the most considerate in enriching the country enabler to enhance youth experience incorporate awareness, emotion, at large. with dedicated youth propositions performance, uniqueness, value, “The next generation will be leadership and consideration; all facets around products, tariff offers, sponsorship programmes, training and which have become synonymous with living in a society dominated by technology in all aspect of their job opportunities.” Vodacom’s rise in the DRC over the daily lives. This futuristic vision has past 13 years. The Company’s JS8 campaign already started today,” Lorilloux further compounds this commitment The Company’s notoriety has concludes. “Communications, reached such an extent that it now to improving offerings to this segment breaches the entertainment domain telecommunications, internet and data of the population, addressing tariff access, etc. will all be indispensable in concerns specifically through dedicated via its Vodacom Best of the Best singing competition which is now one one’s daily routines. offers and engagement programmes. “Therefore, including such of the most successful shows in the technologies and teaching our children Best of the Best history of Congolese television. KPIs across the youth segment Demonstrating yet another string in how to deal with them is a moral and over the coming months and years the Vodacom bow, the business is in a civic obligation.”

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DRIVING INNOVATION,

AFFORDABILITY

and SERVICE

With expanded 4G data, optical fibre, Airtel Money and Airtel Premier service offerings, Airtel Seychelles continues to reach new heights through the strategic deployment of cutting-edge technologies Writer: Emily Jarvis Project Manager: Donovan Smith

irtel’s operations in Seychelles represent a significant number of Airtel and industry firsts. As the first venture into Africa 16 years ago, the Company has experienced double-digit growth year-on-year even through tough economic times. Witnessing vast technological improvements and an ever-increasing mobile penetration rate - which currently stands at well over 150 percent - Airtel Seychelles has taken advantage of industry trends and quickly adopted 4G, becoming both the first 4G African venture for Bharti Airtel Group, and the first commercial LTE network in the country. “The service is a state-of-the-art network based on FDD-LTE, making Seychelles among the first countries in Sub-Saharan Africa to commercially deploy this cutting-edge technology,” reasons Managing Director, Amadou Mahamat Dina. Phase one of the 4G network rollout covered

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High level of service

Providing equipment and internet access to a local school as part of a CSR project

10,000 LTE subscribers and this month the second phase was completed; Amadou Dina further details: “Initially, 4G coverage was available in urbanised and key areas of the country; available in corporate offices and the airport for example. As of May 2015, we have added 15 additional sites in phase two of the project.” By the end of the year, Airtel Seychelles hopes to provide 70-80 percent of Mahé, Praslin and La Digue with high-speed 4G technology. “The 4G network was launched by the Vice President of Seychelles, Danny Faure, which demonstrates just how deeply rooted and valued the Airtel brand is in Seychelles. Mobile data usage has currently only reached 25 percent in the country therefore, the market holds amply opportunity for Airtel to grow,” he adds. Similarly, 3.75G has been rolled out over a large proportion of the country and its islands, with six more sites planned for Mahé, Praslin and La Digue. “Our long-term goal is to achieve the same quality of service, wherever you are in Seychelles, and the government has been very supportive throughout these milestones,” summarised Amadou Dina.

Airtel Seychelles firsts First Bharti Airtel operation in Africa First to launch 3G and 3.75G in Seychelles First 4G African venture for Bharti Airtel

With telecoms being one of Seychelles’ biggest growth sectors and a substantial GDP contributor, Airtel worked hard to rollout fibre optic across the island in November last year and the Group proudly invests 100 million rupees back into the development of the business in each country every year. “This is so that wherever our customers go, they will receive the same high quality service and connectivity levels,” explains Amadou Dina. Supported by one of Africa’s largest telecom companies in terms of geographies, Airtel Seychelles is driven by both Group strategies and an individually tailored approach specific to the country’s 115-island structure. “Working for a globally recognised company places us in good stead when it comes to industry challenges. The in-depth knowledge of that the Group has of Africa’s telecom market allows us to focus on the positives and get excited about what the future holds,” says Amadou Dina. By adopting a local strategy to meet local customer needs, Amadou Dina says that the Company is on its way to becoming the best smart city in Africa: “We are in the top three i-city African nations and strive to provide a high quality of IT communication and associated infrastructures not just in urban areas, but eventually across each island.”

First to launch a money service in Seychelles First Airtel Seychelles Premier Lounge opened in November 2014

The 4G network was launched by the Vice President of Seychelles, Danny Faure, which demonstrates just how deeply rooted and valued the Airtel brand is in Seychelles

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Vice President of Seychelles visits the Airtel Premier Lounge

The VP shares his thoughts on Airtel’s 4G and fibre plans

Affordability and quality of service are the two cornerstones of Airtel Seychelles’ operation, and in order to provide this, the Company is proud to bring only the best technologies to the unique island nation.

All-inclusive services

The game-changing platform, Airtel Money has brought financial inclusion to millions across the African continent, and Airtel was the first telecom operator to introduce this life-changing service to the Seychellois public. “Given that more than 50 percent of Seychellois are banked, this, combined with the high mobile penetration rate of 150+ percent has guaranteed rapid uptake and has brought financial inclusion services to great heights which we are extremely proud of,” emphasises Amadou Dina. Alongside this, the launch of Airtel Premier last year has pioneered exclusivity and inclusion in the telecom market for loyal Airtel customers. Those subscribed to Airtel Premier receive priority treatment from the Company and have access to the latest and greatest services as Amadou Dina details: “Airtel Premier is for customers who have been with us

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The company completes two or three CSR activities every month

for a long time and expect the best service. The Premier customer is fast tracked through any interaction with the company, with priority routing on services on the network plus the ability to earn loyalty rewards in terms of offerings like Priority Pass; a service that allows our customers to access more than 600 airport lounges in more than 120 countries worldwide. “So far, we have received positive feedback in terms of our level of

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service and will continue to invest in Airtel Premier going forward, adding more destinations abroad to extend this VIP treatment.” In terms of staff who represent the face of the Company, Airtel Seychelles is able to mitigate the country-wide skill shortage via its access to the wider Group’s resources, including secondment programmes and the Airtel Academy facilities. “We always aim to hire and train local

people, from those unskilled to local graduates. One aspect that is vital to us is encouraging those who left the country in search of work to return to Seychelles and receive training under the Airtel umbrella. “Additionally, skills transfer across our secondment programme is designed to teach staff about Airtel operations in larger countries and is a valuable tried and tested programme across the Group,” Amadou Dina details.

Minister of Education inaugrates free Wi-Fi for students

Lifelong service

Every aspect of Airtel Seychelles ensures that the public receive the best level of service possible and this ethos extends into its corporate social responsibility (CSR) activities in the community. “On average, we complete two or three CSR activities every month that tackle every aspect of the community; education, healthcare, sport, environment, music and so on.

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HM RAWAT GROUP

or decades, the HM RAWAT Group of companies (HMRG) has been rated among the best performing business groups in Mauritius. Founded in 1959, the group is a 100 percent owned and self-financed family business headquartered at the HASSAM MOUSSA RAWAT BUSINESS CENTRE, a landmark facility in Beau Bassin, Mauritius. HMRG is driven by Chairman, Mr. Mohamad Ameen H. Rawat, and CEO, Mr. Mohamad Ali H. Rawat. Established in the Mobile Devices Market in Mauritius and in the Indian Ocean Islands in 1999, followed by Dubai in 2004, HMRG - involved in both import and export - has enjoyed exponential growth with an increased portfolio of activities. Additionally, HMRG’s own electronic brand, “W” was launched last year with the first device to be marketed, is a Microsoft-approved, “W-Mobil” Two-in-One Tablet-PC.

Airtel Seychelles will continue to invest in Airtel Premier going forward

“We want every single citizen to feel Airtel is part of their DNA,” asserts Amadou Dina. All of the above factors demonstrate just how far Airtel Seychelles has come since entering the country 16 years ago. Amadou Dina concludes: “By the middle of 2015, our focus will be on the completion of our fibre network and we are currently 300 kilometres away from completion. The main goal for us is to drive exclusivity: we want customers to get the best service from all things technology-related. This will include moving into the television space to overhaul the limited services available in the country. “Our high level of innovation, emphasis on customer experience and inclusive technology will ensure we remain ahead of the competition, and our products are carefully designed so that when customers try us, they stay with us for life.”

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Our high level of innovation, emphasis on customer experience and inclusive technology will ensure we remain ahead of the competition, and our products are carefully designed so that when customers try us, they stay with us for life

Over the years, HMRG has diversified its business activities to become a pioneering leader in the fields of ICT, mobile telecommunications, IT hardware and software solutions, mobile applications, kitchen and bakery industrial equipment, luxury furniture, elegant kitchen appliances and luxury cars. Additionally, the Group has also recently begun representing the Subway fast food chain in the country. With a mission to bring world-class quality of life to the people of Africa, HMRG currently distributes more that 20 world-renowned branded products across a number of African countries. With a concerted presence in mainland Africa established over a number of years, HMRG now looks to strengthen and expand its technological devices business in the short-term, cementing its positioning in South Africa and Central Africa; namely in Gabon, Democratic Republic of Congo, Cameroon and Congo. T +230 405 99 99 E info@hmrawat.com

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The vision goes beyond the frame O

HM RAWAT GROUP... Building on our family values for more than 130 years to always be at the forefront of technology and trends by looking at the bigger picture.

HM RAWAT Business Centre, 227-229 Royal Road Beau-Bassin, Mauritius E: info@hmrawat.com , W: www.hmrawat.com T: +230 405 99 99,F: +230 465 99 90 WWW.AFRICAOUTLOOKMAG.COM 117

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Promoting Economic Empowerment through

LOW-INCOME Motheo Construction Group has developed into one of South Africa’s largest black female-owned construction companies, driven by a shared interest in bringing low income housing to those who really need it Writer: Emily Jarvis• Project Manager: Stuart Parker

otheo Construction began as one woman’s ambition to empower South African people through the provision of better living conditions; providing ordinary people with a means to escape poverty. Now with an order book of more than 1.3 billion rand and around 80,000 houses in its portfolio, the Group hopes to maintain growth levels with blue-sky thinking and a keen focus on black economic empowerment targets; placing gender equality at the forefront of its activities. What began as a hobby on the side while running a private medical practice in Johannesburg in 1996,

Motheo Construction Group CEO, Dr Thandi Ndlovu identified that with better living conditions came a better standard of healthcare for South Africans. When the South African government instated the Housing Act of 1996, shortly followed by the establishment of South Africa’s Housing Development Board, Dr Ndlovu was able to facilitate sustainable housing development to fulfil the basic human need for housing. “The Act gave the funding required for low income housing in the Mpumalanga province, and what started as six projects began to grow new wings and we were able to construct residences of higher quality and consistent standard over

a wider geography,” says Tim Potter, part-Owner and Director of Motheo Construction Group. In 1998, Chris Cudmore and Tim Potter entered into a joint venture with Dr Ndlovu and, given the joint interest in social housing, she sold her medical practice to her partner and Motheo Construction Group was subsequently formed in 2007. “Chris Cudmore and I were able to offer our construction expertise via our own company, Cudmore & Potter, and we worked together to figure out the best way of achieving our goals before the eventual merger happened,” Potter highlights. Motheo Group has experienced 18 years of organic growth, expanding

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Motheo has benefited from organic growth for 19 years

from the construction of hundreds of houses, to tens of thousands, and a significant order book in the public sector as well. “The business has now expanded beyond Mpumalanga into eight provinces and what started as just a residential low income housing company has now grown to include schools, hospitals, office buildings, railway stations and much more,” he states. “At present, we have between 35-45 active projects across South Africa, with many of our contracts categorised as ‘deep rural’ construction,” Potter adds.

Diversifying

As its main interest lies in low income housing, the majority of Motheo Construction Group’s business has come from government-funded projects. However, in light of the consistent success over the past two decades, the Group is now looking to diversify into the private sector. “In the past we have dabbled in this area,

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M O T H E O

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

ROBMEG STEEL

obmeg Steel was founded in February 2002, as a steel service centre, aimed at supplying steel related products to the Manufacturing and Building Industries. Soon thereafter, it became apparent that our direction also lay in the manufacturing industry, and we changed objectives accordingly. The majority of our staff have originated from the door and window manufacturing industry. We have a wealth of skilled and knowledgeable people, which enables us to produce top quality products. Robmeg Steel strives to supply quality good, at competitive prices, and we have become market recognized for our quick turn-around times. T (011) 9740047 / 59

www.robmeg.co.za Promoting gender equality

working with big names such as MTN and First National Bank. It is important that as we grow, we diversify our offering into new sectors in order to remain competitive, and given that available working capital in the private sector has been steadily increasing, we are now finding the right balance of projects to remain sustainable in the long-term,” explains Potter. Remaining ahead and offering something different is at the forefront of Motheo’s promise to recipients of social housing, and there are several differentiating factors behind the scenes that contribute to this as Potter details: “Since being in business, we haven’t done a single build with a mortgage bond from the bank; opting instead for either full capital subsidy or taking on rental housing projects. There can be a significant amount of cost associated with adding mortgage options with banks and we have identified that this structure is not

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About Tim Potter Having qualified with a Bachelor of Engineering (Civil) Hons in 1979, Potter earned a reputation as an accredited professional engineer and has worked across various disciplines including; civil engineering, engineering design, prefabricated building and residential development and construction. In 1998, Potter opened social housing company, Cudmore & Potter with fellow businessman Chris Cudmore. In the same year, it entered into a joint venture with Dr Ndlovu, which culminated in the formation of Motheo Construction Group in 2007.

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suitable for Motheo.” This year, the Group was accredited as a social housing institution, which will allow Motheo to access government institutional subsidies for projects; one of which is to answer the demand for higher density housing to minimise cost effectiveness over a smaller geography of land as Potter says: “We are now able to manage a project from start to finish; from finding the land, seeing a project through its design and construction, to managing the unit once complete. “The above opportunity allows us to consider the development of 250-500 rental accommodation units with good transport links to house local workers, and we predict a steady stream of business from this new venture area in the coming 12 months,” he adds. Moreover, a new scheme called Black Industrialists Development Programme is beginning to gain traction in South Africa, with a mission

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to improve the number of black-owned enterprises in the country. Motheo has chosen to align itself with this new scheme through strategic acquisitions of civil construction companies to fast-track the spread of wealth of black-owned businesses in the next three years.

Level 2 B-BBEEE

Right from the beginning, one of Motheo’s key focus areas has been the promotion and development of young talent and gender equality, choosing to reinvest its earnings back into the company to fund its growth. “As a business that is 52 percent black female-owned, considerable efforts have been made to ensure that we give everyone equal opportunity to give them the best chance in life; an ethos that has been spread right down the value chain since day one,” Potter further explains. “From day one, our empowerment-

Answering demand for low-cost housing

orientated focus has made Motheo an attractive business to work for. Our strong company culture gives us plenty of room to grow. Motheo’s position as a level 2 B-BBEEE Company complements its empowerment attitudes, making the Group attractive to any investor looking to boost its scorecard. “If a Company chooses to procure through us we can help improve their own scorecard through our high compliance level. We are extremely close to level 1 status and will be working hard to achieve this top level in the short-term future,” states Potter. Furthermore, companies have recognised Motheo’s local commitments with the majority of supplier relationships standing the test of time. “We make a conscious effort to work with regional partners and have good longstanding relationships with local partners. Not only is this cost effective for all involved, but our

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Longstanding relationships with local partners prove cost-effective for all involved

scorecard allows us to contribute to the economy. “Additionally, we often take part in joint ventures with other smaller local businesses in order to increase local content. “This, combined with our ongoing commitment to local skills

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Low income housing will remain our main focus and our biggest order book, and we remain optimistic that Motheo’s future in South Africa will be a bright one

development and our strong desire to give back to the community via corporate social responsibility activities, reflects our emphasis on truly empowering both individuals and companies,” he further explains. Exhibiting an 18-year long track record for quality construction, high standard of delivery and time management across the public sector, Motheo Construction Group hopes to grow sustainably into new sectors in the long-term. Potter concludes: “Residential accommodation will remain our main focus and our biggest order book, and we remain optimistic that Motheo’s future in South Africa will be a bright one. “Fronted by blue-sky thinking, we will continue to grow into a truly indigenous company led by empowered local partnerships that combine youthful exuberance of young black professionals with the vastly experienced seniors of the previous generation.”

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We will ensure that we: • Identify, assess and manage all the risks our operations may be responsible for • Create a culture of interactive communication between management, employees and clients • Meet and exceed all requirements in respect of safety targets, legislation, equity and empowerment • Implement industry best practices to ensure continual improvement and to avoid damage to property and the environment • Minimize exposure to noise and dust and any other occupational health issues to minimize the risk of occupational disease during our operations • Deliver a service of the best quality that we are capable of, with cognizance of the available advances in technology

Line & Light Electrical Contractors is a dynamic, up-andcoming electrical contractor, focusing on new electrical installations and servicing, maintaining and alteration of existing installations as well as the repair and refurbishing of electrical equipment and installations.

Line and Light Electrical Contractors CC Shop 1, Wall Street Mall , Rustenburg East, 0299 Tel: (014) 592 3367 • Fax: (086) 243 0386 lineandlight@telkomsa.net

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riven by a strong entrepreneurial spirit and results-orientated family culture, Betts Townsend has spent a significant amount of time working on how it is perceived as a business; while allowing its experience level and portfolio of large scale projects to speak for itself. Incepted by Howard Betts 20 years ago, a merger was actualised as a result of joint interests between Betts Projects and well regarded project management guru, John Townsend. “Betts Townsend was subsequently formed with a concerted focus on strengthening the initial backbone of the company by investing in training both our general staff and project managers to be the best they can be,” highlights Michael Taylor, Managing Director of Betts Townsends’ African Interest. Growing from a simple installation company over the course of the first decade of business, Betts Townsend quickly progressed into a substantial construction business looking to take advantage of South Africa’s infrastructure trends, particularly in the retail and hospitality sectors. Post 2010 - since the World Cup infrastructure growth injection - the South Africanbased Company has been looking beyond the borders as part of its latest business development strategy: to capitalise on economic growth in East Africa after weathering the storm of time and capitalising on the emerging middle class movement.

Michael Taylor, Managing Director of Betts Townsend

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Managing risk to gain a reputation as formidable project managers in East African markets is just one of the vital steps that will allow Betts Townsend to unlock Africa’s potential Writer: Emily Jarvis Project Manager: Stuart Parker

“Depreciation of the rand had been a concern. However, Africa as a continent remains one of the world’s biggest growth markets; even after the recent GDP drop in South Africa. Kenya, Uganda and Tanzania are still exhibiting some of the highest GDP rates globally and we were able to apply the tools and skills we have learnt in South Africa to development

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opportunities in East Africa,” he says. Leveraging its status as a 100 percent African-owned Company, Betts Townsend was able to gain a foothold in South Africa, Mauritius and Kenya; backed by a hands-on and dedicated project management team, with an aptitude for continuous improvement and learning. “Our position as an indigenous company

Investing from the

Fairmont Zimbali Resort, Nairobi, Kenya: Betts Townsend were mutually appointed in both a project management and construction management capacity to fast track the internal fit and external works completion of the Fairmont Zimbali Resort

means that we already know the pitfalls and challenges in the African market. In March 2014, I relocated to Nairobi in order to be at the forefront of business development here and set the benchmark as high as possible, while being situated as close to the clients as possible. Taking the helm as Managing Director in Africa, the Company is now gaining traction in this

new market and we are seeing great interest in our work,â&#x20AC;? explains Taylor.

Shopping mall popularity

Traditionally, Betts Townsend has focused on construction of some of the largest shopping malls in South Africa; recognised in the country as one of the top firms in this regard. â&#x20AC;&#x153;Food and entertainment will always

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LAXMANBHAI CONSTRUCTION LTD

axmanbhai Construction Ltd are prominent building contractors’ in East Africa drawing over 60 years of experience in building, financing and developing major projects and have a remarkable position in the East African construction and property market. Using our expertise and in collaboration with both clients and their investors, we deliver successful landmark projects that are completed on time, on budget and to the highest quality. We also ensure that they meet all design criteria which consistently sets new benchmarks within the construction industry. We are currently working with Betts Townsend on the HUB Karen project which is a mixed use complex in the heart of Karen, which is Nairobi’s green suburb.

Baywest Mall, Port Elizabeth is one of the largest shopping malls in South Africa

be a vital part of people’s lives from a social perspective and as a result of the emergence of the middle class, retail malls are becoming a popular destination. We have noticed a steady increase in both the number and scale of malls in South Africa in particular, and our latest project is our biggest yet: Bay West Mall is monumental in size and has a total value of in excess of ZAR 1.8 billion, which was delivered on time and on budget at the start of June 2015.” By contrast, western countries outside of Africa have adopted online shopping as the consumer’s preferred choice of retail experience. In South Africa however, and in fact most African cities, consumers favour the social aspect due to good weather, and the security and safety an indoor mall can provide. Taylor highlights: “We’ve had a phenomenal run of business in this sector, which reflects well in the highprofile institutional clients that we have

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FRANS FARMER ARCHITECTS CC

Bay West Mall is monumental in size and has a total value of in excess of ZAR 1.8 billion, which was delivered on time and on budget at the start of June 2015

rans Farmer Architects CC has a collective expertise and involvement across a broad range of sectors and building typology, including large scale commercial projects, training institutions, housing, office blocks, tenant installations, industrial developments and motor showrooms. It is our aim to provide an approachable architectural service to the client which is practical and aesthetically pleasing. Our clients will benefit from the wide experience of the implementation of all statutory regulations. This has proved to save the client vast amounts of costs through our practical approach to the regulations and laws imposed on buildings by local & national authorities. We are dedicated to ensure that our client benefits from prompt, personal service of the highest quality.

www.ffarch.co.za

60 yearbusilding

in experience wers, High Rise To otels ry H xu Lu , ls o Scho ts, Retail & Apartmen ercial m m outlets, Co dustrial In to gs in Build . ts le out

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PO BOX 74920, LYNNWOOD RIDGE, 0040, GAUTENG, SOUTH AFRICA TEL: +27 12 361-1010 FAX: +27 12 348-5291 EMAIL: FRANS@FFARCH.CO.ZA

O N E O F S O U T H A F R I C A’ S L E A D I N G A R C H I T E C T S I N R E TA I L D E S I G N

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formed relationships with, where news of our successful partnership is spread by word of mouth.” These relationships are just the start of the strategic business partnerships Betts Townsend has been able to build. Earning its leading position in South Africa has resulted in trusted financial debt support from 10 of the continent’s biggest banks.

Co-development managers

After decades of fostering quality relationships, this year the Company is set to share the development management function with the STANLIB fund on two notable projects in East Africa. “By teaming up with an internationally trusted and formidable partner such as this we are now able to work on projects in higher risk environments. Given that in Africa, financial institutions are perceived as highly risk adverse, we can anchor these risks through such relationships with our on the ground execution team,” Taylor details. There are already two projects secured under this partnership: retail malls located in Uganda and Kenya. “As the retail funds start recognising the shopping trends in Africa, we are very well positioned to handle new projects or cater for new entrants to the market off the back of our portfolio and prior reputation. We understand the requirements of these clients, from the financial aspect right through to the final result,” Taylor explains. “A further trust case in point is Betts Townsend relationship with the Virgin Active Group whom are set to enter the east African market in two months time,” he adds. For the first decade or so of business, Betts Townsend relied on retail developments for around 70 percent of its income. Now, the Company has a more diverse offering spanning recreational, commercial, industrial – particularly distribution centres – and hotels

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90 Grayston, IBM Head Office, Sandton, South Africa: Betts Townsend were recently project managers at a 16 storey commercial building with over 19,000m2 in Sandton. 90 Grayston is a trend-setting building which will create a new benchmark for future commercial development. This iconic and sustainable building is a precedent for future development solutions

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Proud to be associated with Betts Townsend Project Management in their Commercial Projects and Ventures

MCA/ GAPP ARCHITECTS

MCA ARCHITECTS/ B+P

MCA Architects is a South African, Durban based and Commercially focused Architectural Practice specialising in Retail, Commercial, Corporate Offices, Industrial & Mixed Use Development including high density Residential.

MCA ARCHITECTS

BAI/ MCA ARCHITECTS

Contact: Tony Whitfield â&#x20AC;&#x201C; Professional Architect and Principal Email: mca@mcaarchitects.co.za Tel: 00 27 31 2666010 / 00 27 82 891 5391

across three geographic locations. Additionally, a further 20 percent of work is generated from the hospitality industry where Betts Townsend has worked with the majority of national and international players in operation across Africa, in a whole host of project and development management roles.

Face-to-face business

Peter Mokaba Football Stadium, Polokwane, South Africa: The Peter Mokaba Football Stadium now stands as one of the most iconic stadiums in South Africa completed for the 2010 FIFA World Cup. FIFA rules and regulations called for an extremely stringent execution with no room for programme delay or quality concerns. Our appointment was based on our project management capacity and successful track record

Currently among the top two project management firms in Kenya since moving into East Africa last year, Betts Townsend has made sure to aggressively address challenges in this new environment in order to strengthen its continuous improvement strategy. One element which Taylor says is key to doing business in any country is managing projects from the ground-up via faceto-face interaction: â&#x20AC;&#x153;This is imperative, especially when moving into new markets. We have witnessed a number of international firms who come

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into Africa without prior experience and operate at an arm’s length. By comparison, we operate from the ground up, making sure that we have a project management office at every single site; and repeat business has been rewarded from this. “The way we present ourselves and execute projects has assured clients that our quality control and procedures are far more fastidious than our competitors,” he emphasised. Nairobi City Council has been particularly helpful in growing Kenya’s general infrastructure, embracing the ideology of Kenya as ‘the hub of East Africa’. “The government places huge emphasis on continually reviewing sustainability practices and renewable energy is a prerequisite to any build. Considering that we often have to create the relevant power and water infrastructure ourselves, there have been clear guidelines to achieve clean energy goals from the start. Kenya is taking a leaf out of the international book and running with it, even deploying a fibre line across the whole of the country,” comments Taylor.

One of the most noteworthy of projects Betts Townsend is completing in East Africa at present is the construction of The Hub in Kenya, the country’s first high-end, super regional shopping centre. This strategic 70,000m2 project promises great things, and the Company is proudly on track to deliver on time and under budget in three months time. “There are very few projects currently valued in excess of US$50 million in Kenya, and with The Hub valued well beyond

The Dusit D2 Hotel, Nairobi, Kenya: Betts Townsend were appointed as project managers underneath interior designers, Planning Interiors Limited to manage the construction of this prestigious hotel

News Café Rollout, Nairobi, Kenya: With Betts Townsend’s fit-out and construction experience, we have been appointed as construction project managers for News Cafe’s roll-out in Kenya. News Cafe is a chain of restaurants that combines food, beverage and entertainment, promoting high quality spaces for customers. As construction managers, our role in appointing the professional team goes hand in hand with our attention to detail throughout the project process

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this once capitalised the project will fit nicely within our portfolio and pave the way forward for future projects of this size in the country,” says Taylor. Elsewhere in East Africa, the Company has approximately 10 projects in motion, worth an average of US$25 million, over and above the aforementioned. “We are proud to have secured close to US$400 million business in Kenya in our first year of business. We really have got off on the right foot and set the bar high,” he adds.

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Empowering the team

A big plus for Taylor is the strong backing he receives from the East Africa team, along with his partners and given that the region is often criticised for exhibiting skills shortages, he has been truly impressed by staff willingness to learn and their IT literacy as he further explains: “East Africans take immense pride in their work and retain the enthusiasm needed to succeed. Subsequently, under the guidance of expats and local components, our total team complement of 80 staff are receptive and fully understand the market needs. For our local regional-based employees to come up to international standards over a two year period is a fantastic achievement. “And the training is two-way, which is exactly what a skills transfer should be.” Based on the inherent growth of its East African business, Betts Townsend hopes its wider footprint on the continent will outperform the current South African business given time. “We have picked up some wonderful projects in the past two decades, but

City Lodge Hotel Two Rivers, Nairobi, Kenya: The company has been appointed as project manager to this 174 Key, 3-star accredited hotel, maintaining brand standards and quality

CBA Fit-out, Nairobi, Kenya: Betts Townsend were appointed as project managers underneath interior designers, Planning Interiors Limited. The bank’s branch included tellers, vault rooms, boardrooms, offices, AV room, server and technology rooms and consultation rooms. With an in-depth knowledge in construction processes and quality assurance, Betts Townsend acted as lead project manager to ensure that the bank quality standards were exceeded

Tamarind Tree Suits, Nairobi, Kenya: 110 key furnished apartment project. Tamarind Tree Suites promotes a luxurious and convenient residency, designed with a modern edge, and a Kenyan flavour

it’s time to unlock Africa’s potential in emerging markets and East Africa will be the key to long-term growth. We are eyeing opportunities in Tanzania, Rwanda and Uganda where the formal retail market is very strong,” says Taylor. The next few years will be paramount to identifying the best opportunities in these markets, and growth will be based on successful delivery of current projects. “Due to

their size, our projects are always in the public eye, therefore we can never falter in our performance otherwise this will quickly tarnish our reputation. By managing from the ground-up with a team of professionally-minded people, we will be sure to keep our finger on the pulse to secure future profitability,” he concludes. For further information, visit Betts Townsend’s brand new website: http://www.bettstownsend.com

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FLEXIBILIT Across Borders

Diversification and development have been integral pillars for Spencon as it cements its position as the leading indigenous construction company in East Africa Writer: Matthew Staff â&#x20AC;˘ Project Manager: Stuart Parker

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pencon has defied numerous regional and industrial challenges since its inception in 1979 to expand its extensive portfolio of infrastructure projects to the majority of East Africa. Specialised in the construction of water supply and sewage systems, as well as civil works and power lines across the region, the Company now comprises four regional offices as evidence of its rapid growth over the decades. Headquartered in Nairobi, its 200plus projects have bridged not only Kenya, but also Uganda, Tanzania, Zambia, Malawi, Mozambique and South Sudan; making the business one of the most widespread in the local sector. This isn’t to say that the business has been spread too thinly, however, with Spencon growing methodically and proactively over the years alongside carefully selected strategic partners; all of which has led to the most expansive decade in its history since the turn of the century, which has incorporated the majority of its East African migration through the delivery of exciting infrastructure projects. “Our focus has always been significant infrastructure projects,

not only because of the scale of opportunity available but also to fulfil our mission of providing innovative engineering solutions that enhance the quality of life in East Africa,” says the Company’s Chief Executive Officer (CEO), Andrew Ross. “We are incredibly proud of our track record in implementing successful infrastructure projects and continuously strive to build upon this.”

Decades of experience

To compound this adherence to continuous improvement, much of Spencon’s recent development has surrounded the refinement of its employment structure, from the top down. Initially, this comprised the introduction of a new management team to ensure that recent successes and innovations being achieved in the construction domain are leveraged effectively to establish future partnerships, both locally and internationally. Ross notes: “Our management team, with decades of experience working across multinational organisations, have been key in implementing procedures that enable us to work more efficiently and incorporate best practice from around

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the world. Hence, we can retain our East African focus but operate using international standards.” Further down the hierarchy, Spencon has worked hard throughout its tenure to offset the much publicised infrastructure gap in the region, placing emphasis and responsibility on the Company to not only find the most talented and skilled personnel for its own benefits, but to also aid the wider communities and industry through the development of younger workers. “As an organisation, we have the capabilities and scope to transform communities through the successful delivery of road, water and power projects,” Ross continues. “At Spencon, we pay great attention to developing local talent and skills which can bring about its own set of opportunities and challenges in East Africa. “Understanding the importance of local knowledge, we are committed to investing in developing our people on the ground through in-house training.” Addressing this infrastructure gap requires a long-term strategy and dedication to corporate social

responsibility in East Africa, and the Company’s regular upgrades to its training and development initiatives make sure that a sustainable pool of talent is being formed for years to come.

At Spencon, we pay great attention to developing local talent and skills which can bring about its own set of opportunities and challenges in East Africa

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International development

The size and subsequent versatility of Spencon is key in overcoming challenges such as skills shortages, while it has also been imperative in achieving its primary business goal of being a main contractor on significant engineering and construction projects. Further enforcing this claim is its collaboration with leading international partners, as Ross explains: “We regularly work with the international development agencies, including the World Bank and African Development Bank, amongst others. “Our projects vary vastly in terms of size and our flexibility to implement such projects is one of our USPs. We are small enough to subcontract

N establish

ed in

1979

Designing & Building Challenging Projects in A F R I C Aâ&#x20AC;&#x2122; S TO U G H E S T L O C AT I O N S

KEY MANAGEMENT

Investment Opportunity in a Leading East African Civil Engineering & Construction Company Andrew Ross CEO

Steven Haswell CFO

Peter Bacha Regional Operations Manager

S P E N C O N

Construction of the Sotik-Sigowet road

Because of our track record in implementing such a diverse range of projects in different locations, we are trusted by our clients to deliver complex projects successfully

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to international companies and big enough to be a main contractor. Hence we either work alone or in partnership with international civil engineering and construction companies who respect our ability and local knowledge.” The extensive cross-border experience that has been attained as a consequence of its flexibility has given Spencon a reputation for completing projects, to high standards, in both rural and urbanised locations; showcasing a diversity in its portfolio than many market competitors would struggle to replicate. “We are unique in the sense that our skills, plants, equipment and people can and do regularly move across borders and locations,” the CEO adds. “Because of our track record in implementing such a diverse range of projects in different locations, we are trusted by our clients to deliver complex projects successfully.” Affirming its reputation as a trusted partner with numerous international businesses through its completion

Mpigi water supply

of various complex projects, a significant amount of time is spent in collaboration between all parties, to hone in on future opportunities and forecast industry trends.

Building on successes

As far as industry forecasts go at present, the outlook is positive, with the construction sector largely thriving in East Africa despite policy and regulatory issues that can occasionally challenge the delivery of larger, more complex infrastructure projects. “While the construction industry in East Africa is performing positively, there are systematic challenges that need to be addressed to ensure sustained growth across the industry,” Ross says. “Nevertheless, at Spencon, we work with our partners to overcome such issues by seeking out external contractors where necessary, but also by making use of our local knowledge and expertise to ensure smoother delivery of our projects.” As the leading indigenous construction company in East Africa, there is an expectation to facilitate such challenges, while taking advantage of less obscured opportunities moving forward. Such opportunities are currently being seen via an increased demand for road, water and electricity projects in East Africa, which Spencon is well positioned to capitalise on as

Mpigi water supply

We continue to diversify between infrastructure, water and power projects that support regional economic growth and development as well as building on relationships with our partners

part of its long-term growth plan; spanning electrification projects in Uganda and Rwanda, all the way to water treatment plant installations in Tanzania. Ross concludes: “Over the next year, we are focusing our efforts on building on our successes of the past and seeking the multitude of opportunities available in East Africa for sustainable infrastructure projects. “We continue to diversify between infrastructure, water and power projects that support regional economic growth and development as well as building on relationships with our partners. “To support our long-term plans for growth, we are committed to investing in talent, skills, people and technology. We continue to support innovation within our company and the sector and retain our focus on sustainable development through controlled regional expansion that makes best use of our expertise and flexibility across borders.”

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PROJECTS TA K I N G P R I D E I N

Flame’s influence in Zambia has seen numerous peripheral successes over its first decade, epitomised by an ever-growing portfolio of builds comparable to the very best in the country Writer: Matthew Staff• Project Manager: Stuart Parker

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fter enjoying unprecedented success in Zambia throughout its first four years of operation, Flame has spent the subsequent six diversifying, innovating and expanding as it looks to cement its status as one of the country’s leading market players. Incepted in the country in 2006, the aim of the Group of Companies was to replicate its reputed Egyptian operations to a relatively traditional and slow-moving market; a plan which came to fruition far quicker than the organisation,

and its Chief Executive Officer (CEO), Mohamed Salama could have anticipated. “The opportunity in Zambia arose from the idea that we could transfer skills capacity from Egyptian artisans to local labour here, and in 2006 we completed our first building, Finsbury Park,” he recalls. “Before then, everyone was building to very traditional brick and mortar methods without much concept of aesthetics or new building materials that were available internationally. “We saw this as an advantage in setting up a construction company in Zambia, and after one project,

everyone was really amazed by the quality of our workmanship.” Placing concerted emphasis on the design and build approach in the early days, Flame’s reputation quickly grew in the country; being earmarked for 13 new contracts by the time it had finished its first project. The double-edged sword of success even became too much by 2010 as demand exceeded resources, but following a subsequent stabilisation since 2012, the Company can now look back at an initial nine years of operations which has seen the business rise from zero to $180 million in turnover, while looking forward to a sustainable future in the region.

Diversification

Following the two-year difficulty in catching up with its own success, the market issues faced by Flame in more recent years present a different array of challenges in regards to staying innovative and ahead of the industry curve.

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DAW / CAPAROL DAW is the 3rd-biggest manufacturer for architectural and decorative paints and the largest family-driven paint producer in Europe. The main brand CAPAROL is THE brand for the professional painter and is market leader in the home market GERMANY. With activities in more than 40 countries and 30 production sites in and outside of Germany, we are heading for new opportunities on the African continent. With FLAME we have started a strong partnership which stands for • Professional quality • Technical know-how • Creative solutions Come and join us to create the future together! T +49 (6154) 71-1427 E Carsten.stein@daw.de Flame diversified its offering to counter the rise of competition in Zambia

Within six months of introducing new processes and materials to the Zambian market, competitors had followed suit, while a Chinese influx into the construction domain further challenged the attainment of projects. Salama explains: “We could not remain or rely on being a main contractor because the work coming in began to reduce a bit. So what we did is diversified.” This diversification occurred across four main areas, the first of which being a more streamlined target market for its construction works, and an enhanced focus on more niche and upper-level projects. “Second to that was the development of our contractor support unit,” the CEO adds. “We are now happy for another contractor to take a main contract, and for us to then support them by supplying certain materials or by doing certain work under them as a sub-contractor.” Having been very successful in

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We want to continue to merge with manufacturers and suppliers moving forward and see our power coming through there

the market, this method has been the opening to numerous lucrative business partnerships - including with global construction giant, Lafarge - which has subsequently set the tone for the third arm of Flame’s diversification plan. “We have become an agency for international brands - mostly European - looking to sell their products into Africa,” Salama continues. “Some people in Africa are ignorant to Europe and European products because they are afraid of the cost, but we have shown that the products are actually more cost effective in the long run, so we have created awareness for contractors by being an agent for companies like paint manufacturer, Caparol DAW in Germany. “We want to continue to merge with manufacturers and suppliers moving forward and see our power coming through there.” The final diversification has further encouraged faith and trust among

Paints. Enamels. Building protection. Thermal insulation. • • • • •

Quality made in Germany Width of product range Innovative force Design capability Made in Customer proximity

Germany

www.caparol.com

Painted with CAPAROL

significant industry relationships in the region, by boasting specialised machinery within its still-thriving construction activities. “We have two or three pieces of machinery here in Zambia where we are the only people in Africa who have them or who operate them, which is good for us in the market when people see us using the most advanced technologies,” the CEO affirms.

Setting the pace

Adapting and reacting to industry challenges has had to become an attribute engrained into Flame’s continuous improvement strategy, having initially faced issues surrounding logistics and shipping within a landlocked nation, and, more pressingly, skills shortages. Cultural, health and political constraints stunted the development of

Experience Quality.

artisans in Zambia in the 1990s and early 2000s, leaving companies like Flame to resurrect the personnel infrastructure themselves, as Salama notes: “In 2006, when I started Flame it was one of the weapons I had intended to use to penetrate this market, in building the capacity of local artisans or local labour by using hands-on training programmes on the sites. “This has proven to be tremendously successful, bringing in an Egyptian artisan to build capacity with the locals, train them and be the pace-setter for their growth in line with our quality control standards.” Once again suffering as a consequence of its own innovation, Flame has since had to face retention challenges with competitors also making the most of the Company’s labour initiatives but, once again, the Group has reacted through the introduction of the Flame Centre for Excellence.

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The installation of academic education into its labour force, to complement the core industry skills development, has often been repaid by enhanced loyalty, while more niche training has also been introduced through its agency arm; teaching people the benefits of specialised products so they can then market them to the wider Zambian sector.

Taking pride in projects

All of these peripheral considerations and adherences culminate in what have been Flame Construction’s biggest achievements to date, in the form of the projects themselves. With the partnerships, contracts, materials, personnel and supply chain strategies in place, the turnkey offering that the Company is able to provide has been epitomised by builds such as the Radisson Blu Hotel. “Secondly, we also built the Robert Makasa University for the government in the north of the country,” Salama

Radisson Blu Hotel, Zambia

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Quality delivery, honesty, customer satisfaction and the building of relationships are what set us apart, as well as the promise that, after we have completed a project, we will be with you for the next three years to maintain or replace anything at no cost

adds. “When we started this project, there was absolutely nothing in that area, but now that the project is complete, we have trained more than 2,000 people and have changed the economy of the area completely, from extreme poverty, no supplies and not even a filling station, to today where the government has declared it the capital of Muchinga Province and construction is taking place almost everywhere.” The complete structural, architectural and mechanical engineering of the Nkana Mall is further evidence of Flame’s expertise; this time adopting a continental integration approach by engineering all facets of the three-storey building in Egypt before transporting them for erection in Zambia. “We take great pride in all of these completed projects as well as current existing projects we’re working on,” the CEO says. “We are adding an extension and putting four hostels up

for a university in Lusaka which will be completed by the end of the year, while we’re also working with Alstom Grid on two electrical substations and are co-tendering with an Indian company for the construction of a Methanol plant in the south of Zambia. “These construction projects will not only fulfil our revenue targets for 2015 but also for the first two quarters of 2016.”

High standards

Flame’s success is all the more impressive given the ongoing imbalance within the industry and country at large, which places even more pressure on the Company to find differentiators on which to leverage. Salama says: “Quality delivery, honesty, customer satisfaction and the building of relationships are what set us apart, as well as the promise that, after we have completed a project, we will be with you for the next three years to maintain or replace anything at no cost.”

In the longterm, we will look to complete our new development projects arm which revolves around build-for-rent and build-for-sale projects

The use of European materials further compounds this successfully alternative approach to construction works in Zambia, as well as the diversification that has been achieved through the introduction of its contractor support unit and agency business. In regards to the latter, the Company now aims to expand its influence as a trading commodity in Zambia, while also looking to Zimbabwe as a way to kick-start its international progression. Salama concludes: “Other than that, our goal is to minimise the amount of labour we have in the construction company but to train the employees we do have to very high standards, as well as rewarding them very well also. “In the long-term, we will look to complete our new development projects arm which revolves around build-for-rent and build-for-sale projects. Substantial land has been acquired already and it is another way that we can diversify in the future.”

Using European materials as a successful alternative

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Indigenous Developers Sustainable Proposition from

Lord Trust Developers is moulding a sustainable township establishment design with international standards to create the Lords View Industrial Park for South Africaâ&#x20AC;&#x2122;s burgeoning industrial sector Writer: Emily Jarvisâ&#x20AC;˘ Project Manager: Stuart Parker

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oday’s industry giants in distribution and manufacturing require considerably larger facilities, higher clear heights, good turning circles, sizeable parking areas and bigger storage capacities than 10 years ago; while still maintaining a concerted focus on security and location. Situated in the Chloorkop Township in Gauteng, South Africa, Lords View Industrial Park has worked hard to provide its answer to these changes by bringing international standards to the South African market. “We are looking to bring the latest and greatest industrial township to South African industry, utilising European standards to draw in both multinational and indigenous companies seeking a modern, energy efficient industrial stand with state-ofthe-art FTTB (fibre-to-the-business) and sustainability at its heart,” says Warwick Lord, Chief Executive Officer (CEO) of Lord Trust Developers. Lord Trust Developers (Pty) Ltd was established in 2007 to oversee and develop the environmentally friendly and eco-sensitive Lords View Industrial Park (Lords View) and to house the Lord Trust’s land developments division. The Trust owns operating assets in The Echo Group, a company that manufactures hollow-core flooring solutions and has diversified its offering to work with Lord Trust Developers and Enviroserv to build an on-site municipal waste-to-energy facility that will, once developed, provide for the whole industrial park. “Before purchasing the land, three crucial factors had to be considered during a 12 month due diligence period: the availability of electricity, an assessment of sufficient road infrastructure and securing environmental approval. When we bought the land, the price was good. We bought considerably more than was required for the municipal waste facility as a result, and made

the decision to answer the growing demand for industry, designing a model of what we hoped the Park to look like when completed, while aligning ourselves to South Africa’s Millennium Development Goal of Sustainability,” explains Lord.

Unilever

Unilever was the first globally renowned industry player to locate itself in the Park, taking 105,000m2 of land in phase one for the development of a facility that will cater for the increased demand for its Magnum ice creams in Africa. Securing a company such as Unilever had a cascade effect that resulted in a splurge of interest from other potential investors and the park has grown from strength to strength as a consequence. “Often considered the gateway to Africa, there is a clear demand for new industrial buildings in the burgeoning South African manufacturing and distribution markets. Lords View is in prime location to answer this demand, also reducing transportation costs to key South African locations and streamlining the supply-chain process for clients,” says Lord. “As more and more multinational companies set up a facility at Lords View, we will see must-have attitudes increase due to the many standout selling points of the development. Clients like Unilever act as the anchors that will

Industrial Park Overview LORDS VIEW has been planned as an environmentally friendly and ecosensitive industrial and logistics park. This is reflected in: Eskom electricity being suplimented with electricity converted from Methane gas from the Enviroserv landfill site. Centrally landscaped storm water reticulation for irrigation purposes, On-site storm-water management and waste management, Private open spaces with jogging and walking tracks and Tree lined roads and central boulevard

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ALL IS WELL SECURITY SERVICES

pecializing in the provision of physical guarding and integrated security solutions, we follow a unique process that distinguishes us from other competitors in the industry enabling us to deliver a quality, cost effective and pro-active security solution that guarantees the safety of all our clients and their investments. All is Well Security Services helps businesses to answer the questions of how to reduce costs of security, enhance their image, and how to improve accuracy on their facilities. We have adequate resources that enable us to service and maintain high security standards in any business sector; hence we say we are here to listen to you and for you. T +27 (0)12 312 5423 E info@alliswell.co.za

www.alliswell.co.za

Lords View Industrial Park is comprised of eight townships

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encourage others to establish here,” the CEO adds. Comprised of eight townships, phases one, two and three are now complete and currently phases four, five and eight are being serviced. Lord emphasised that the remaining phases of the development will be launched as and when demand dictates: “Given the positive interest so far, it is clear the Park will only continue to grow as we focus on providing the latest and greatest industrial park in South Africa from a sustainable perspective.” Going forward, Lord has chosen to include leasing industrial buildings to potential tenants in order to maintain long-term interest in the park: “Emphasis will remain on keeping plot sales coming in at a steady rate, but as the Park grows, so does its value as a sustainable South African infrastructure project, therefore leasing will unlock its full profit potential for us.”

www.alliswell.co.za +27 (0)11 312 5423 info@alliswell.co.za

• Corporate Guarding • Retail Guarding • Electronic Surveillance Systems • Control Room Management • Armed Guards • Dog Handlers Patrols

Waste-to-energy

Across the world, there is a growing trend for companies to ‘go green’ and reduce their carbon footprint. In most cases, it has become an obligation which reflects a company’s respect for the environment, and in some cases it is reflected in the brand’s image through its products, services and even corporate logos. “More than half of South African consumers have a positive green attitude and this is sure to continue growing. Unilever’s presence on Lords View has exemplified sustainable operating targets as the Company strives to become carbon neutral by 2020,” Lord details. In answering this call for sustainability, the Park is able to take advantage of methane gas generated from Enviroserv’s landfill site, located adjacent to the complex. “The methane gas that is harvested and converted is able to supply power to

• Close Security Services • Secure Shuttle Services • Events Management • Surveillence and Control Room Management • Off-site Monitoring • VIP Protection

23MVA

The second phase of a renewable power project, in the form of a municipal biogas energy, will generate 23MVA once completed

Lords View. This innovative response to ‘greener’ property developments is still niche and we pride ourselves on being one of the first-adopters, incorporating the latest technology to decrease the country’s carbon footprint. Unilever has since declared it wants all of Enviroserv’s output in order to fulfil company goals,” says Lord. In light of this allocation to Unilever, Lord Trust Developers is now focused

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Computer Aided Design (CAD) drawings help with each phase being developed

on the ambitious second phase of renewable power in the form of a municipal biogas energy project, touted to generate 23MVA once completed. “The development requires considerably higher capex however, it will provide a full backup of power to the park which, given South Africa’s reputation for power outages, will negate the need for our clients to have generators; therefore saving money on diesel fuel to power these generators. Once we have the right

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procedures in place to make this work, it will make our offering extremely attractive,” highlights Lord.

Long-term timeline

Given the long-term nature and phased-development of the Industrial Park, Lord Trust will look to continue to maintain steady sales levels and increase the number of leases at Lords View. “We have to allow huge timelines for environmental approvals, securing electricity supplies and so on;

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...as a small development Company, relationships with suppliers and industry professionals are vital to our success

The latest phases of development will be completed by the end of 2016

and these have to be in place before construction can begin,” says Lord. Moreover, the Company will continue to work with those interested in moving to the site to encourage the employment of local people and companies surrounding the development. “We have a big focus on both employing and educating the community about the Lords View Industrial Park, and our Community Liaison Officer plays a crucial role here. “Similarly, as a small development Company, relationships with suppliers and industry professionals are vital to our success. We are always careful to foster good relationships with those locally and encourage business growth in South Africa more broadly through our development,” he adds. With the hopes to finish the latest phases of development by the end of 2016, Lord Trust Developers is creating a buzz in South Africa’s business scene, demonstrating the value that a lease or sale at the Park can create for companies seeking a sustainable and strategic locale to set up shop for the foreseeable future. To view prices, availability and plot sizes at Lords View Industrial Park, visit www.lordsview.co.za

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Fulfilling Industry and

Renico has aggressive expansion goals that have driven continuous growth patterns for the past three years of operation Writer: Emily Jarvis Project Manager: Stuart Parker

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nder the forwardthinking leadership of Nico Louw, the Renico Group of Companies (Renico) – including Renico Plant Hire, Renico Construction, Renico Quarrying & Crushing and Renico Earthworks & Civils - have been at the forefront of earthmoving equipment hire in South Africa since inception in 1998. With a fleet consisting of more than 300 pieces of large earthmoving equipment including; tractor loader backhoes (TLBs), crushers, excavators, loaders, tippers and other construction-related vehicles, Renico strives to be

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recognised in the industry as the premier plant hire company in the northwest area of Johannesburg. “TLBs are the most sought after piece of equipment by the construction industry. As such, Renico Plant Hire procured an additional 16 brand new CASE 570T’s in January of this year, bringing the total fleet to more than 40; making us owners of one of the biggest TLB fleet owners in South Africa,” the Group said in a recent interview. With standout company features including a fanatical concern for customer’s needs and in depth expertise from management right

through the supply chain, Renico demonstrates its operational excellence and willingness to work with industry professionals to help support the completion of a high quality end product. “Equipment is deployed on various sites not only in the Reef, but we have now enhanced presence in at

least four other provinces around the country at any given time,” highlighted the Company. The Group works with a wide range of clients, from large construction companies to small businesses who receive a tailored, end-to-end solution matched to their individual needs. Working on projects across the commercial, industrial, hospitality, civil construction, mining and other key construction areas, Renico is able to leverage its geographic position

and attend to any unforeseen challenges or needs that may arise in the field. By establishing long-term relationships with internationally renowned equipment brands including CASE, MAN and MercedesBenz, the Company promotes high productivity levels throughout all its projects, embracing change as an opportunity. Continuing to achieve steady growth throughout 2012-2014, Renico is confident this will continue: “In 2012, we realised turnover of R64.7 million which grew to R80 million in 2013 and R89.3 million by 2014. We are confident in maintaining this through 2015 and beyond.”

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STEEL BAND CONSTRUCTION

teel Band Construction has been established since 1985 and has a good reputation for quality, reliable service and personal attention. Although we are general structural steelwork contractors, we specialise in industrial buildings, factories, warehouses, sports halls and shopping centres. All structures are purpose built to suit client or developer requirements under the auspices of best architectural and engineering standards. We also have vast experience in exporting of structural steelwork and since 1992 we have successfully exported numerous projects across Africa and the Indian Ocean Islands.

Leading equipment

Renico has its own fully-equipped and well staffed workshop which is capable of carrying out all of its own maintenance and repairs, a trait which comes in handy in terms of cost-saving. “Additionally, every machine is run through a comprehensive checking process before being sent out to customers or used on site for contract work, thus ensuring a minimum of downtime to any hirer or project,” said the Company. With the Toyota DA range becoming obsolete in its quarrying ventures, Renico has recently secured a new 6m3 tipper supplier for rubble removal on sites that cannot accommodate the larger 10m3 trucks. “Our close alliance with Nico Kriek of the Stormill branch of Sandown Motors – the agents for our Mercedes-Benz and FUSO trucks – made our buying decisions much easier, and within a week we had made the decision to replace all the DA116 Toyota’s with new FUSO FM16-270 chassis cabs, fitted with the 6m3 bins.” Over the past 24 months, Renico has taken delivery for 13 of these tippers, two of which were also fitted with

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Nico Louw, CEO Louw established Renico Plant Hire in 1998 with just one TLB, which was rented out to local builders and developers on an hourly rate. The Company grew from strength to strength as it acquired more plant and soon became one of the leading plant hire companies in the northwest Johannesburg area; branching out via the formation of new divisions and extended service offerings. Today, his company plays a crucial role in the development of large-scale shopping centres, casinos, highway upgrades, mining exploration and renewable energy projects. Louw is passionate about the industry, the Renico family of dedicated staff and also the environment. He remains the hands-on driving force behind the Renico Group of Companies, awakening the same level of passion he has within his team.

E steelband@icon.co.za Gauteng 011 425 4569 Cape 041 367 2001

6,000 litre water bowsers, which are used extensively by civil contractors on smaller parking lots, paving and infrastructure work.

Earthworks & Civils

Due to an increased demand for earthworks contractors in Gauteng, Renico formed its own separate division to cater for this demand in 2014. Aptly named Renico Earthworks & Civils, the division was quickly awarded 11 new large scale earthwork tenders, while at the same time undertaking in excess of 20,225m2 of new earthwork platforms for Renico Construction on a monthly basis. “To cope with this demand, not only are reliable and competent people required, but so are reliable earthmoving machines. We have spent years researching the field thoroughly, considering all options before purchasing a grader fleet to meet the needs of the Earthworks & Civils Company,” explained the Group.

Building the future with Renico Construction

STEEL BAND CONSTRUCTION cc Email: steelband@icon.co.za GAUTENG: Tel 011 425 4569 CAPE: Tel 041 367 2001

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We are excited to extend our CASE machine offering going forward, and believe the new CASE 885B graders will become a stalwart member of our fleet, in the same way that the Case TLB’s have done over the years

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Graders are the core of any earthmoving, platform, road building or parking lot development and after much deliberation, CSE was chosen as Renico’s supplier. “CSE put together an excellent offering on their new 885B Graders, proving to be user friendly and more fuel efficient than some of their competitors. “We had purchased and used hundreds of pieces of earthmoving equipment from CSE in Isando previously as they are our local CASE dealer, and Renico has really enjoyed the ongoing support of the CSE management team,” added the Group. Four 885B CASE Graders were delivered to Renico’s Earthworks & Civils Company in March of this year and the machines have been making an impact in Gauteng as the first to become available in the rental market. “We are excited to extend our CASE machine offering going forward, and believe the new CASE 885B graders will become a stalwart member of our fleet, in the same way that the

Case TLB’s have done over the years,” commented Renico Group CEO, Nico Louw.

Zero Harm

Completion of its ‘Zero Harm’ objective demonstrates that safety is never compromised at Renico

Completion of its ‘Zero Harm’ objective has fortified Renico’s industry-leading position throughout all its divisions, which is something the Group is extremely proud of: “Supervisors and management ensure that safety is not compromised under any circumstances by taking responsibility for employee safety. Leading by example, we encourage positive safety behaviour and discourage negative behaviour through the application of a zero tolerance policy towards noncompliance with safety standards.” Through its focus on an employee wellness strategy and by forging fruitful local partnerships, Renico is embracing the needs of a changing industry; showing a willingness to diversify its offering via a commitment to encourage the continuous review and improvement of its operations. “Through stretching our reach by setting aggressive expansion goals, we have been rewarded with growth and increased business across all divisions. We see change as an opportunity and not a threat; an attitude which has proven beneficial to securing the Company’s future in South Africa,” the Group concluded.

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TO ZAMBIA An unparalleled speed to market, combined with a local understanding of what the customer needs, will secure Cavmont Bank’s position at the forefront of Zambia’s growing commercial banking scene Writer: Emily Jarvis Project Manager: Callum Philp

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merging technology trends in Zambia’s commercial banking scene have dictated the growing uptake of, and appreciation for, financial services in one of the continent’s key growth markets. Cavmont Bank has made every effort to be at the forefront of this, witnessing unprecedented growth in the past two years, actualised by major investments in technology and an increase of geographic coverage to include 19 branches across Lusaka, Chingola, Ndola, Kitwe, Chililabombwe, Mbala, Mpulungu, Solwezi, Chipata, Kasama, Mansa, Mwense and Mufumbwe. The Bank now has more than 50,000 clients and 240 employees who are eager to take Cavmont to the next level. Following a merger between Cavmont Merchant Bank Ltd and New Capital Bank Plc in 2004, and the later merger with Capricorn Holdings in 2008, Cavmont Bank has grown its presence as a commercial bank in Zambia

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known for its ability to understand the local market opportunities and create tailored solutions for the corporate and commercial spheres based on this. Across the past two decades, Cavmont has been increasing its local capacities and product offering in order to deliver as simpler package as possible to Zambian people. “Our unparalleled speed to market makes us highly competitive, and we are broadly respected for this. Not only have

we succeeded in creating financial products that are easy to understand, but after two decades of brand loyalty, our customers recognise our ability to operate in the country,” says Charles Carey, Chief Executive Officer (CEO) of Cavmont Bank.

New technology

Increasing its customer channels and distribution of its products is something that features heavily

on the landscape of Cavmont’s strategic themes for 2015. With significant investment in improving the brand through refreshed social media channels and increased media engagement, the Bank is on the right trajectory to maintain rapid growth. By embracing the latest technologies, Cavmont was able to roll out a new mobile payment platform, e-Cavmont, which enabled the institution to grow its transaction

volumes from 3,000 to nearly 30,000 transactions a month. “This interactive channel marks a new foray for us as a company, which we want our clients to view with vigour. It is designed to empower them to transact wherever and whenever they want. Moreover, we are able to reach far greater volumes of customers much more rapidly, without having to invest in further physical infrastructure and carry high OpEx,” explains Carey.

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avmont Bank has been one of our most trusted and loyal clients, we greatly value

their support and dignity in all our transactions and have reciprocated in Banking with them, Banking with Cavmont has just been awesome! They are efficient, friendly and always go the extra mile. We remain forever grateful.

T 221183 / 221184 M 0966592329 E info@conceptzambia.com

www.conceptzambia.com Zambia did not have standardised ATM machines until early 2014

The flexibility that comes from mobile payments is something that has become commonplace around the world, and platforms such as e-Cavmont bring Africa into the 21st century. “In terms of other financial services, Africa has, to an extent, skipped a step when it comes to ATMs; moving straight to mobile banking and money transfer applications. Cavmont did not have standardised ATMs until early 2014, and we have now begun rolling them out at our branches across the country to great success; with approximately 50 in place and close-to 100,000 transactions recorded a month between 2014 and 2015,” he adds. For Carey, this is just the beginning and by keeping his finger on the pulse he hopes to demonstrate Cavmont’s ability to operate in Zambia; “a frontier market, with a perceived higher-risk environment, where to succeed is to know how best to handle and respond to the financial requirements of the environment”.

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Upcoming products and services Nurse’s Account Imbasela Account Teacher’s Account Imiti Ikula Account Defence Forces Account

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Different dynamic

Since the merger in 2004, Cavmont has been gaining traction as a competitive employer in Zambia’s finance sector. After launching a partner programme between itself and New Capital there has been a brand new dynamic in the team. “Statistics have shown that we are becoming a much more attractive employer, with quality resources and improved ability to give critical yield back to our clients. “From a talent perspective, it can be about what you are offering to highly specialised capital, but this can be a very high risk strategy. We have avoided this by building momentum around the business – growing Cavmont’s brand presence and reputation – to attract young talent to the business and focus on securing the right people to become part of our success story in a plan to achieve longterm sustainability,” says Carey, who details that a number of his newest colleagues are part of the Zambian

St riv in g to be

We are a

total IT solutions provider,

th e

N o 1 s o lu t io ns p ro v id e r in Z a m b ia .

Delivering the latest and greatest technology to your door-step

E: info@conceptzambia.com T: 221183 /221184 M: 0966592329

www.conceptzambia.com

CONCEPT TECHNOLOGIES LIMITED

Integrated IT Security Solutions

We provide Security ICT Solutions in collaboration with various renowned manufacturers of Access Control Systems, Service Station Automation, Digital Electronic/Security CCTV/Surveillance, Biometric Identification Systems, Boomgates and Fire/Intruder Alarm Systems.

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Diaspora who have returned to the country after studying or working abroad. “These individuals bring international exposure, experience and skills to Zambia, in turn, transferring this to local organisations,” he adds. In order to complete the picture, Cavmont is committed when it comes to impacting positively in the communities where it operates, reaching the underprivileged by making it easier for them to access formalised financial services that unlock an individual’s potential and turn possibilities into realities. For the past two years, the Bank has placed emphasis on three key themes via ongoing CSR projects: women empowerment, children and education; however this is by no means limited to these three stakeholder groups. “Our community involvement and our commitment to delivering on our civic responsibilities impacts greatly on the lives of a diverse range of Zambians,” highlights Carey. Furthermore, Cavmont has a passion for securing education and learning for

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Our community involvement and our commitment to delivering on our civic responsibilities impacts greatly on the lives of a diverse range of Zambians

all children, and specific branches have adopted schools to help with cleaning and other duties; one example of this is Mapalo Bread of Life Community School in Ndola. Other charitable activities in the past two years include promoting breast cancer awareness, supporting local

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Charles Carey,

Chief Executive Officer After joining Cavmont Bank as Managing Director in July 2013, Carey used his 17 years of expertise on the continent to drive the Bank’s rebranding and technology-laden strategy forward, seeing it through to the healthy growth position it holds today. Throughout his career he has been involved in the finance sector, primarily in the corporate and investment banking segment with experience spanning a significant number of skill sets gained from a broad and diverse multicultural background.

sporting activities, boosting awareness of men’s health issues including cancer, emphasis on improving literacy, and a continued emphasis on environmental consciousness and energy saving. The ability to truly understand the local market and convert this into appropriate customer solutions is undoubtedly a key component that sets Cavmont Bank apart from the competition. Carey concludes: “We check each product is right for the local financial structures in Zambia and have demonstrated that we are able to launch these products with a pace that meets market expectations. “Not only this, we have a history of being competitively priced and delivering high service levels that are broadly respected by local businesses, and with this comes unquestionable loyalty to our brands which is responsible for our latest high growth levels, which are touted to continue into the future.”

Nkwazi Office Supplies Ltd IMPORTERS AND DISTRI BUTORS Suppliers of Commercial, Educational stationery and Office Equipment.

Nkwazi Road, Codrington House, P.O.Box 34288, Lusaka, Zambia. Tel: +260 211 234367/65 Fax: +260 211 234068/63 Email: nosltd@yahoo.com / nkwaziofficesales@gmail.com

Bank with an award-winning local bank.

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Reinsurance Landscape TRANSFORMING AFRICA’S

irst Reinsurance Brokers Ltd (FirstRe) was incorporated in 1993 and licensed by the Insurance Commissioner as the first locally-owned Kenyan reinsurance broker to transact reinsurance broking services. During the renewal of reinsurance treaties for the year 1994 in the Kenyan Market, FirstRe managed to book its first business. Since then, there was no looking back. The Company was established on the backdrop of a quest to help the African insurance industry enhance technical capacity in both the insurance and reinsurance sectors. Prior to the establishment of FirstRe, the majority of reinsurance brokerage services for the region’s industry were done by foreign brokers, either from the UK market or Asia, with particular interest from India. FirstRe was the first to set up shop in the local reinsurance market in Nairobi, Kenya. Ordinarily, being a first-mover would prove advantageous in the early stages; already ahead of the competition in terms of superior brand recognition and customer loyalty. “However, due to many foreign briefcase reinsurance brokers from Europe and Asia, early business was lost as cedants were unaware and

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uneducated in terms of the valueadd services that could come from a local reinsurance broker. At this time, there was also the issue of local outfit mistrust and the attitude that nothing good could come from a local company,” further explains Group Managing Director, Mrs Jacinta Karita. “FirstRe had to prove itself capable of the level of technical knowledge, professionalism, availability and dedicated service delivery that had previously only been associated with international business; then take this and apply a localisation strategy. “Due to the above availed to our clients, FirstRe has remained a leader in the region, even after witnessing the influx of many competitors in the market, who try to capitalise on our success. We have accumulated a big market share, and remain on top due to our expertise and customer loyalty levels,” she adds. Since day one, Mrs Karita has grown the business exponentially;

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Group Managing Director, Mrs Jacinta Karita was quick to recognise reinsurance as a global business, adapting her Kenyan company to meet international standards and deliver beyond expectations Writer: Emily Jarvis Project Manager: Callum Philp

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Claims department

Caeser Kagwe - Group Finance Director

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from management of an order book worth KSh2 million (US$22,000) in its first year, to more than KSh10 billion (US$111 million) in the present day. She has influenced steady growth in the diversity of both her workforce and the company’s geographical expansion, to include a plethora of capabilities for clients across the whole of Africa. “What started in Kenya as a local business rapidly transformed into an international broker with business partners all over the world. We were quick to learn that reinsurance is a global business, therefore FirstRe has adapted to build a formidable reputation for professionalism and credibility, forming relationships all over the world,” says the Group Managing Director. The combination of indigenous practices in East Africa matched with international standards makes FirstRe a competitive contender in Africa’s reinsurance sector; bringing ISO quality management standards to Kenya to

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offer the continent a truly tailored and high quality brokering service. “We intently listen to our clients, many of which did not receive this bespoke service from others in the past, which is why we have so many longstanding relationships with insurers; some of whom have been with us since our inception,” she further explains. Not only do these holistic relationships help generate new business, but through continued contact and interaction with clients, FirstRe has been successful in teaching local people to appreciate reinsurance as a necessary product. “Improving potential clients’ insights and understanding of reinsurance is a challenge which we hope will be less apparent as we further educate the market.”

Treaty reinsurance

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This year, FirstRe will continue to focus on growing its treaty reinsurance contracts to free up the capital of

Reinsuring Africa, Middle East and South Asia TAN-RE underwrites all Life and Non-Life insurance business including Marine, Aviation, Political Violence and insurance.

TAN-RE Credit Rating A+(Domestic currency claims paying ability), B+(International currency claims paying ability) as rated by GCR of South Africa.

8th Floor, TAN-RE House Plot 406, Longido Street,Upanga P.O.Box 1505 Dar es salaam,Tanzania. T: +255 22 2922341/3 F: +255 22 2922344 E: mail@tan-re.co.tz www.tan-re.co.tz

Specialist skills for a booming continent Continental Property and Engineering Risk Services (Pty) Ltd (CPERS), offers insurance related risk advisory services to serve the growing demand within the infrastructure, construction, power, manufacturing and property development sectors. We are also committed to the advancement of specialist local skills and knowledge transfer to ensure our local insurance markets are well positioned to support our Continentâ&#x20AC;&#x2122;s development and in so doing, secure their own growth through improved premium retention.

5064_CPERS_Specialist_Skills_Launch_Ad_96x160mm_L_EN.indd 1

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Key reinsurance services Claims management

Coordination of reinsurance coverage

Facultative and treaty reinsurance broking

FirstRe ISO certification celebration

insurance companies and reduce underwriting costs and associated risk for them. “What this means is that we, as the reinsurer, will cover a specified share of all insurance policies issued to us by the ceding company under a contract, with an emphasis on risk management,” details Mrs Karita. The broker works with insurers to find the right product in both the life and general reinsurance areas to enable them to effectively manage the combination of premium growth, claims settlement and a favourable return on capital. “FirstRe is well structured to meet the needs of a variety of clients and our organisation is supported by our own IT software to make sure that we can always cater for the different supports needed. Every process is computerised and this modern approach to business means we can replicate our products and services easily into other markets,” highlights Mrs Karita. Currently, FirstRe is in the market

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looking for expansion opportunities in microinsurance treaties, while also keen to increase its coverage of East Africa by moving into Ethiopia in the future. “We are looking at different markets and ways that will enable them to appreciate what we can offer; and Ethiopia is one of these markets,” she adds. Overall, FirstRe’s business levels have been dictated by growth in the continent’s insurance sector as Mrs Karita explains: “When insurers expand into new markets, this is another entry level for FirstRe and given the increased appreciation for insurance products in Africa in recent years, the market is moving in the right direction for us to maintain or even exceed current growth levels.”

“A drop in the ocean”

In terms of finding the right staff, Mrs Karita is confident that FirstRe has all the right procedures and programmes in place to help hire those

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Fronting of reinsurance cover

Portfolio administration and management

Risk management and capacity consultancy

Mrs. Lucy W Ngugi, MD

Mr. Karanja Kabage, Chairman

ISO certificate award

right for the job: “From expatriates to students fresh from university, we are very much invested in identifying and working with experienced local people in Kenya. This being said, we have not closed our doors in terms of international employment because it brings another dimension and blue-sky thinking into the business.” Internal training includes everything from education in different specialisms, to tailor-made external training targeted at educating specific clients/insurers on the products that FirstRe offers. “We are proud to say that we have been able to build a team of strong and dynamic, self motivated, dedicated, cohesive and qualified professionals that carry out all FirstRe services. As a company we have embraced diversity in terms of gender and age. Additionally, we also gear ourselves to engaging staff from other regions to diversify even further,” she continues. With the right attitude towards

...we intend to work with partners to demonstrate our ability to create a personalised service, while simultaneously spreading appreciation for reinsurance products over a much broader footprint

increasing staff capacities and retaining strict high standards, FirstRe hope to have a footprint in every African country in a long-term vision; learning how each country’s insurance/ reinsurance sector works and how best to roll out its products to make a valuable impact. Moreover, the Company has provided extensive holistic support to its partners and clients, which hasn’t gone unnoticed by those in the market looking into reinsurance. “Africa is a huge country and FirstRe’s current market coverage is really just a drop in the ocean. Although there will be many challenges in moving into new geographies – including addressing the language barrier in some cases – we intend to work with partners to demonstrate our ability to create a personalised service, while simultaneously spreading appreciation for reinsurance products over a much broader footprint,” concludes Mrs Karita.

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Set Apart by

INNOVATION & Boxmore is supported by some of the biggest names in plastic packaging globally, which allows the Company to adopt the latest and greatest industry practices Writer: Emily Jarvis Project Manager: Ben Wigger

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oxmore Packaging is one of South Africa’s most diverse players plastic packaging, supplying bottles, plastic containers, jars and closures to the beverage, pharmaceutical, home care and personal care industries for the past 20 years. A South African owned and operated company since1995, Boxmore has strategically positioned its operations - with manufacturing facilities in Harrismith, Johannesburg and Cape Town – so as to be in the best geographic location possible to service the local market with an ever-increasing array of products. “Our manufacturing footprint puts us in the ideal position to supply not only South Africa, but the region as a whole,” the Company added.

TECHNOLOGY

Complimented by PET pre-form production facilities in Port Louis, Mauritius and Lusaka, Zambia, Boxmore has a significant export business that qualifies under a number of regional trade groups including SADC, COI and COMESA. From advising on the design and manufacture of PET bottles, recommending the most suitable solution from its range of pre-forms and closures, or developing a customised solution for home and personal care, Boxmore displays unrivalled expertise in the African packaging industry. “In support of this, globally recognised companies such as Husky, Kortec, Sidel, Engel, Aioki, CSI (Closure Systems International) and Andre Zalkin are all important partners who provide us with the latest technological capabilities in the manufacture of packaging. For example, our Boxmore Plastics division

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TAMPOPRINT

or over 30 years TAMPOPRINT has been a partner for the beverage industry. More than 600 rotary pad printing automations worldwide are printing 50 million closure caps in highest precision every hour. Our portfolio includes pad printing and laser marking machines - highest quality from small series to highperformance automations. TAMPOPRINT machines decorate all sizes of plastic closures and crown corks. TAMPOPRINT’s long-time partner in South Africa: Ferrostaal - with well-trained service-personnel, large warehouse, fast delivery of consumables and accessories.

Boxmore’s graphic design teams work with the latest software and virtualisation techniques to bring to life a client’s packaging requirements

has become internationally renowned for the development of multi-layer barrier solutions, including overseeing the first commercial production of recyclable Poly Glycolic (PGA) barrier pre-forms,” said the Company. Although based in South Africa, Boxmore Packaging is clearly focussed on meeting the needs of its growing customer base across the African continent and Indian Ocean islands.

PET products

Best known for setting the industry standard in PET products, Boxmore has, through recent strategic acquisitions, cemented its position as an end-to-end provider of almost any

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Our manufacturing footprint puts us in the ideal position to supply not only South Africa, but the region as a whole

rigid plastic packaging requirement, taking on projects and products from “pencil to production” and “from our factories to yours”. The first of these acquisitions saw the creation of Boxmore Plastic Closures in 2012, previously a division of South Africanowned and managed MCG Industries; and the second was the creation of Boxmore Speciality Plastics, previously Lapack, a packaging company based in Germany. “From the Cape to Cairo, we have the products, packaging and expertise to make your packaging solution happen,” affirmed the Company. These two divisions are closely intertwined with Boxmore Plastics South Africa, with an even spread of knowledgeable and fully qualified teams who can advise customers on the most suitable packaging solution in order to produce a tailored packaging solution. “Since inception, we have been of

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When you need a reliable transport firm you can trust M A N A G E D by owned LOUTRANS, Thunder Wheels Trucks (Pty) Ltd is a dedicated transporter in the consumer products industry, located in Trompsburg.

Basic Service Commitments • To provide customers with custom-made, cost effective transportation • To provide customers with agreed and guaranteed service levels at known costs

The company is a major player in the transport sector, delivering quality service and providing unique transport services to meet its customers’ needs in South Africa and Cross Border.

• To provide customers with continuously reviewed and applied strategies and skills for solutions to their transport requirements in order to save costs and add value to their business

Call Thunder Wheels Trucks 082 564 3243 / 051 492 0127 bill@loutrans.co.za

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service to companies large and small, and have worked alongside brands such as Appletiser, Coca Cola, Valpre, Aquelle, Powerade, Loreal, Johnson & Johnson, Adcock Ingram and Smirnoff. So if you are looking for more from a packaging company, more is what you’ll get from Boxmore,” said the Company.

Recycling

As part of its extended producer responsibilities, Boxmore has placed a firm focus on contributing to the growth of plastics recycling. “We play a fundamental role in the promotion of recycling in South Africa, taking part in industry initiatives such as PETCO and POLYCO. In addition, we voluntarily contribute to organisations

Technology World-class closure production using high speed compression moulding technology Utilising the latest injection moulding methods for PET preform and closure production Producers of a range of customised and general trade PET bottles A world leader in multi-layer barrier pre-form production, increasing product shelf life Agents for Andre Zalkin capping equipment sales and service Worldwide technology partners including: Husky, CSI, SACMI, Corvaglia, Sidel, Krones and Andre Zalkin

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that are focused on stimulating and establishing sustainable recycling initiatives,” commented the Company. With a comprehensive education and awareness programme, Boxmore is working closely with others in the industry to develop end uses for recycled content while making sure that all of its products are recyclable by establishing guidelines for recycled product quality. “By enabling the recycling process, we create employment, add to domestic economic growth, reduce our reliance on virgin PET and divert hundreds of thousands of bottles destined for the landfill,” the Company further added. Recycling of plastics is a welcome practice in South Africa that contributes towards green sustainability targets, and Boxmore’s early-adoption and promotion of this practice demonstrates its long-term dedication to the environment in which it operates. “Throughout our organisation is the ethos that quality and service are products of both world-class people and state-of-theart technology. Moreover, matching product and application is essential for our growth and proves our ability to develop new products, enhancing our reputation further in South Africa and beyond,” the Company concluded.

Big data, better insurance insights At Aon, we empower economic and human possibility through data and analytics for our clients. We understand you need solutions for today’s globally interdependent environment of risk and people. Partner with Aon today and let’s empower results together – call 0860 453 672 or visit aon.co.za. Aon South Africa (Pty) Ltd is an Authorised Financial Services Provider (FSP #20555).

Risk. Reinsurance. Human Resources.

Innovation Development of the first commercial use of Poly Glycolic Acid (PGA) barrier technology, used for Appletiser 350ml PET bottles Enabled the successful launch of Smirnoff 1818 in 200ml PET nip

MTD is a family business based in the Western Cape, South Africa. We manufacture tools and precision components for the metal packaging, food & beverage and automotive industries. TO FIND OUT MORE CONTACT:

Clive Coenraad

TEL: +27 82 577 8922 Mob: +27 82 577 8922 Fax: +27 21 843 3873 info@mtd-toolmakers.co.za www.mtd-toolmakers.co.za ADDRESS: 13 Old Faure Road, Eerste River South P.O.Box 3980, Somerset West 7129, South Africa

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Baking on Lobels Bread has proudly stood the test of time, celebrating close to six decades of delivering the best tasting bread and other confectionery products to the Zimbabwean market Writer: Emily Jarvis Project Manager: Josh Hyland

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he Lobels brand has truly stood the test of time as a name synonymous with quality, taste and its wide product range of breads, biscuits and confectionery which have been on wholesaler and supermarket shelves in Zimbabwe for generations. As one of the country’s largest and oldest food producers, Lobels has an exciting past which was the result of strategic

investments that recognised the importance and demand for the final product. Today, the Company employs more than 1,500 workers at its two factories, with an impressive 340,000 loaves of bread produced a day at its Harare facility and 150,000 at its Bulawayo facility.

History

As an indigenous Zimbabwean company, Lobels has been supplying bread as the daily staple in the country since 1957 and was originally established by the Lobels ‘Brothers of Bulawayo’; who began production from a manufacturing facility in their home city. In 2002, the business was acquired by a consortium of

businessmen, who opened a facility in Harare with the capacity to produce 400,000 loaves a day at its peak, representing an impressive 40 percent market share by 2004. Due to the struggling economy in 2011, this forced Lobels’ hand and it subsequently closed for a short period of time due to financial difficulties. However, given the brand’s historical importance and importance of the product itself for the welfare of the country’s citizens, five financial institutions battled to recover the bread-making company which was reborn via a US$4.5 million investment in 2012. “The banks were the likely sources of capital that could put Lobels back on the road to success,” said Zimbabwean economists at the time. This money was swiftly invested into new production lines and equipment, resulting in the production of 100,000 loaves of bread daily from its Harare facility, and 50,000 loaves of bread at its Bulawayo plant initially after the restart. A news release at the time called the Lobels revival a “stunning recovery that has seen it repay US$14 million of its debt back to the local banks” as a result. In recognition of its turnaround, Lobels was recently awarded the Zimbabwe Trade Exporters Award for ‘Outstanding Performance in the Processed Foods Sector’, an accolade it is particularly proud of.

Rapid recovery

With the aim of continuing to produce quality products and better serve the growing population, Lobels undertook a refurbishment exercise from August to December, 2012. New equipment was installed which brought the current installed capacity to 250,000 loaves a day at the Harare factory. The objective was to

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T maintain the Lobels promise of quality and service. Moreover, a new management team was appointed at the time of acquisition to take the brand to greater heights. “CEO, Ngoni Mazango brought with him more than 15 years experience in the industry and has a passion for seeing the brand and its employees reach new levels of success,” said the Company. The combination of a new management team and equipment was the welcome boost that Lobels needed to restart the business with new found vigour. In 2014, Lobels saw production at its Harare plant rise by 20 percent after a further injection of US$5.8 million into semi-automatic machinery in the final quarter of 2013. As Lobels stepped up its efforts to reclaim its market share, it further increased bread production at the site by 42 percent through the construction of a new production line. Additionally, in 2014, the breadmaker

CEO, Ngoni Mazango brought with him more than 15 years experience in the industry and has a passion for seeing the brand and its employees reach new levels of success

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installed a new manufacturing line at its Bulawayo factory which saw production rise to 100,000 loaves a day. “We had been running on two production lines at the factory but, given the increased demand for our bread, our shareholders began seeking funds to improve capacity by installing and operating from one brand new, more efficient line,” commented CEO, Ngoni Mazango in an interview in 2014. The new line also gave Lobels more space to expand the confectionery product range in line with the growing market appetite, making sure that consumer demand is catered for in the long-term. Throughout its history, Lobels’ confectionary products have remained a steady form of business, with increasing opportunities for exports throughout the region and abroad.

Special Economic Zone

The latest expansion plans in Bulawayo came at an opportune time, with the city battling to lure back investors after a decade of industrial decline. “Some investors have started taking a key interest in the city as the government has announced that it is hoping to soon be declared a Special Economic Zone (SEZ), designed to attract domestic and foreign investment through the provision of a variety of economic incentive packages and world-class infrastructure, facilities and services,” stated the Company. Research to determine its feasibility is currently being conducted, but the end result promises to be worth the wait;

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reger Plastics is part of the Treger Products Group, employing a total of just over 3,000 people and each company has dedicated directors responsible for performance and customer satisfaction, and the group successfully exports its products throughout Africa. Our vision is to become the leading manufacturer for our range of quality products and to build our brands so that they are known and respected throughout the Comesa/SADC region. All our products are of the highest quality and conform to SABS and SAZ standards. T +263 9 881011 F +263 9 79496/63921 E tplastic@kango.co.zw

www.tregerproducts.co.zw

TREGER PLASTICS Plastic packaging & PVC pipe manufacturing

Email: tplastic@kango.co.zw Phone: +263 9 881011 Fax: +263 9 79496/63921 www.tregerproducts.co.zw

Bringing plastic to life with increased trade, investment, job creation and effective administration that will encourage businesses to set up in the zone. Moreover, the creation of a SEZ by Zimbabwe’s government may attract foreign direct investment (FDI) and those within the Zone will advantageously be able to produce and trade goods at a globally competitive price. Based on the new investments and increased production capacities, the future for Lobels is no doubt bright. The Company’s vision is to see the brand grow its geographic footprint in all four corners of the country as part of an optimistic long-term strategy. “In the meantime, we will also continue to uphold our mission statement to add value to the communities in which we operate; with a focus on empowering our employees that will in turn help to create value for both downstream and upstream stakeholders in the Lobels value chain,” concluded the Company.

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CARING CITY

eThekwini Metropolitan Municipality is taking strides, both progressive and expansive, towards its goal of making Durban the most caring and liveable city in the country Writer: Matthew Staff• Project Manager: Nick Norris

s one of the most significant regions of, historically, Africa’s most economically significant country, eThekwini Municipality in South Africa continues to work towards its 2030 vision of becoming the most caring and liveable city in the country. Targeting a Durban city which enables all citizens to live together in harmony, the organisational structure working tirelessly behind the scenes tackles a plethora of cultural, industrial, social, economical and political challenges each and every day to veer the municipality closer to this ideal in the KwaZulu-Natal province. As the third largest city in the

country, comprising a population of more than three million people, it is largely acknowledged for housing the best managed and busiest port on the continent, and is subsequently a tourism hub thanks to its climate and coastline also. This takes the personnel count considerably higher for a local government which has far more than general upkeep to address on an annual basis. Spanning key areas of tourism, the environment, community involvement, housing, sustainability, public services, pensions, energy, technology and engineering, transport, health, leisure, safety and sanitation; dropping the ball even slightly across any of these facets

would be disastrous for a city with such high aspirations. “We are a diverse African city that is focused on citywide investment, growing our economy and creating a better quality of life. In Durban we play hard and we work hard,” the Municipality stated. “It’s not a coincidence that we attract so many local and international tourists on a daily basis. We are a growing urban setting, rich in diversity, cultural amenities and outdoor recreational opportunities. “The threads that are woven into this City are integral to the rich historical of South Africa, and contribute to the cultural diversity and harmony that defines life in eThekwini.”

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The Clean my City campaign aims to not just dictate progression, but to engage the population in order to create a sustainable improvement to the living conditions within the city; bridging environmental concerns with more socially-oriented challenges including drugs, crime and homelessness. The Municipality continued: “The Clean my City campaigned by the premise that the city is owned by all who live and work in it. It aims to harness the pride and patriotism that already exists amongst the people of eThekwini in order to drive the campaign forward. “The success of the campaign depends on the citizens and businesses of eThekwini not only becoming ambassadors of the campaign but taking their rightful places as owners of the city.” eThekwini’s action plan revolves around the City’s five core values

Clean my City

As part of the general eThekwini action plan, five core values act as platforms from which to build the surrounding city: sustainability; economic success; care; ’smart city’ status; and poverty reduction. The former stems from Durban’s notoriety as a leading economic powerhouse on the continent, and a subsequent responsibility to lead by example regarding one of the hot global topics. “eThekwini has embarked on an exciting mission to ensure that the citizens of Durban enjoy the cleanest city and have a vision of being recognised as the most caring and liveable city in Africa by the year 2030,” the website noted. “Through the new ‘Clean my City’ campaign, eThekwini is calling on all residents and businesses to join them in realising this vision, which cannot be achieved without meaningful collaboration with all citizens.”

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eThekwini has embarked on an exciting mission to ensure that the citizens of Durban enjoy the cleanest city and have a vision of being recognised as the most caring and liveable city in Africa by the year 2030

Economic development

Progressing hand-in-hand with this general community engagement comes the pressure of enhancing the overall economy in Durban; a role taken up by the Municipality’s Economic Development Unit (EDU). Mandated to promote economic development through job creation, economic transformation and economic intelligence, its purpose is to fulfil wider governmental policies and demands by capitalising on the opportunities more specific to eThekwini’s selling points. Tourism is a prime example of this and is backed by the Business Support Tourism and Markets Unit, as the City explains: “The purpose of the Business Support Tourism and Markets Unit is to provide integrated business support services to existing and potential businesses in the eThekwini Municipal area, enabling them to undertake income-generated activities resulting in job creation and economic growth. “The mission of Durban tourism is to market Durban as a ‘must

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visit’ destination to the domestic and international tourism markets, and in so doing achieve economic development and facilitate job creation for the benefit of all the people of the Metropolitan region.” Combining an internal enhancement of job opportunities and SME developments, with an optimised harnessing of natural tourism attractions, helps to achieve the end goals of the Municipality as a whole.

A caring city

Promoting economic development through job creation

Corporate social responsibility is not just an initiative embraced by individual businesses within the city but is something that Durban as a whole strives to epitomise as part of its ‘caring city’ drive. “Small, medium and micro enterprises are vital contributors to the health of the economy and offer a diversity of opportunities in our society. They boost productivity,

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increase competition and innovation creates employment/prosperity as well as revitalises our communities,” the Municipality said. eThekwini’s Business Support Programme has been entrusted with fulfilling these aims through the creation of an enabling environment for enterprises of all sizes; providing access to finance, entrepreneurial skill development, training, mentoring and coaching. eThekwini added: “The core functions of the Programme are to contribute towards the well being of citizens by supporting the indigents through approved municipal policy and by providing security for vulnerable groups, and to ensure accessibility and promote governance by creating mechanisms, processes and procedures for citizen participation.”

Healthy, safe and secure

Key within every local region the world over is the enhancement of health, safety and security measures, and Durban classes these areas as the most pivotal in achieving its 2030 vision. From a statistical standpoint, the city is moving in the right direction, but the importance of being reputed as a safe and secure area is equally important given the reliance on visitors from further afield and the importance being placed on governmental-citizen collaboration. In 2000, the inception of its Safer Cities project, in collaboration with the United Nations Habitat, signalled Durban’s intention to reduce safety concerns across the board through improved policing, crime prevention strategies, crime analysis and community involvement. To compound this, there exists more comprehensive and traditional focuses on health provision via the eThekwini Health Unit, while the city’s eThekwini Human Settlements Unit addresses residency issues through the development of sustainable and

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Other important means of creating quality housing opportunities include construction of new integrated human settlements, facilitating rental opportunities through social housing institutions and private developers, and rehabilitation of houses built by the state

integrated housing. “The priority is to upgrade informal settlements where they are currently located,” the Municipality said. “Other important means of creating quality housing opportunities include construction of new integrated human settlements, facilitating rental opportunities through social housing institutions and private developers, and rehabilitation of houses built by the state.”

Smart city

While consistently and continuously leveraging these longstanding processes to safeguard the general development of eThekwini Municipality, there is also a concerted focus on more expansive future initiatives. One such project to turn Durban into a fully-fledged smart city has been propelled into an imminent possibility thanks to its victory in the IBM Smarter City Challenge, which will involve

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IBM experts providing expertise and working with the City’s leadership to develop a smart city roadmap aligned to the economic development and job creation plan for eThekwini Municipality. “IBM will provide technical expertise to reach this goal, from socio-economic and technological perspectives. They will be sharing lessons learnt in other cities that have successfully packaged developmental programmes and projects in achieving the smarter city status,” a release stated following the win. “Durban is one of three African Cities to receive

The eThekwini Municipality is looking forward to working with the team of executives from IBM, exploring ways to improve the city’s skills base and increase economic opportunities in the city

this grant and one of only 16 cities around the world to qualify and receive the highly prized three-week engagement. “eThekwini Municipality will focus its efforts on boosting economic development. Other cities will look to address issues ranging from clean water, healthy food, and revenue generation, to job development, efficient transportation, and public safety.” The city’s Mayor, James Nxumalo stated: “The eThekwini Municipality is looking forward to working with the team of executives from IBM, exploring ways to improve the city’s skills base and increase economic opportunities in the city.” Estimated to be worth at least US$500,000, the cachet that this win carries is indicative of the direction in which eThekwini Metropolitan Municipality is heading as it edges ever closer to its 2030 vision.

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Cost-Effective Committed to

Healthcare

Incepted to answer the need for access to reliable and affordable healthcare in Zimbabwe, Varichem has secured long-term sustainability by establishing relationships with regional suppliers Writer: Emily Jarvis Project Manager: Eddie Clinton

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stablished in 1985 as a wholly Zimbabwean, privately-owned company, Varichem Pharmaceuticals manufactures and markets a wide range of quality general pharma and pharma-related products sold both locally and to Zimbabwe’s neighbouring countries. Becoming the first indigenous African company to attain a World Health Organisation (WHO) prequalification in 2010, Varichem aim to address the underwhelming awareness of the critical need for reliable and cost-effective healthcare products that are often seriously lacking in the delivery of medical care in Zimbabwe, a country typically dominated by multinational pharma companies. “The entrance of Varichem into the healthcare business signalled a new era in Zimbabwe’s pharmaceutical market. In line with this, we have met the WHO prequalification quality standards at our manufacturing plant and two of our ARVs (Antiretroviral Drugs) – Stalanev 30 and Varivar – have also been prequalified,” explained the Company. The attainment of the WHO prequalification has opened up opportunities in the international market for Varichem, including the opportunity to work with global nonprofit organisations such as PEPFAR (The US President’s Emergency Plan for AIDS Relief), Clinton Foundation and other like-minded organisations. Equipped with a vision to be the preferred supplier for pharma products in Zimbabwe, Varichem aims to create value for its shareholders through the provision of quality healthcare products and solutions for the people of Africa and beyond. Combined with a concerted focus on sustainability and health and safety, the Company endeavours to carry out operations in an environmentally friendly manner, resulting in minimal

VARICHEM

SUPPLIES REACH Pharmaceutical wholesalers Retail pharmacies Dispensing doctors Central government medical stores and hospitals Local government hospitals and clinics Private hospitals and clinics Industrial clinics Aid organisations Registered corporate clinics Supermarkets Medical aid societies

VARICHEM

PHARMACEUTICAL PRODUCTS Antiretroviral Antivirals Antihyperintensives Anti-infectives Analgesics and Antipyretice Anti-asthmatics Gastrointestinals Anti-diabetics Anti-epileptics Topical preparations Vitamins

Addressing the critical need for pharma care One line caption, two columns

impact on the planet. “Protection of the environment is critical to achieving long-term sustainability for the country and its citizens. Furthermore, we recognise the importance of ensuring we have the correct level of health and safety practices in place to ensure the wellbeing of our staff,” added the Company.

Market support

Right from inception, Varichem were welcomed into the pharma market, receiving encouraging support from both the public and private sectors. “Our presence in the Zimbabwean market has no doubt contributed to the availability of affordable and quality efficacious medicines; but it is an ongoing battle. Given the country’s previously reported shortage of drugs and its growing population, we have been a welcome face in helping those in poverty gain access to healthcare,” said the Company. As a result of its ability to fulfil local demand, Varichem has established prosperous business relationships with regional buyers. Varichem added: “Now we are exporting our generic pharmaceuticals to Malawi, Botswana, South Africa, Namibia, Lesotho and Swaziland. From a humble export figure, our export capacity has increased many times in the past five years and this indicates growing confidence in our products from our regional customers.”

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Hard-working employees deliver excellent customer service every day

Building these supplier relationships, both regional and local, is a result of a team of hard-working employees who deliver excellent customer service day-in day-out. The Company highlighted: â&#x20AC;&#x153;We afford our current and prospective employees equal employment opportunities with due recognition being given to skill, ability and performance. We create a conducive working environment with proper training programmes which enable employees to perform their duties to a high standard.â&#x20AC;? The provision of equal employment

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We afford our current and prospective employees equal employment opportunities with due recognition being given to skill, ability and performance. We create a conducive working environment with proper training programmes which enable employees to perform their duties to a high standard

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opportunities is just one vital component of Varichem’s growth strategy as it looks to increase its footprint on the continent and build stronger ties with international companies abroad. The second component is corporate social investment, which the Company says is one of the cornerstones of the Varichem business philosophy. “Our focus is to identify worthwhile community needs - particularly those associated with our core healthcare business - where appropriate,” the Company concluded. “This process is not only an integral part of our operating culture but also represents our investment in the society in which we operate; a society on which we ultimately depend for our growth and success. “Above all, it reflects our belief that local business has a key role to play in helping Zimbabwe to cope with the increasing social challenges.”

Preferred Suppliers of specialised packaging components for the Pharmaceutical, Complimentary Healthcare and Animal Feed Industries

Empty Gelatin Capsules | Metered Dose Sprays and Pumps Printed Aluminium, Plastic or Laminate Tubes | Medical Glass and Plastic Bottles and Vials | Closures Tel: 011 462 6913 | Fax: 011 462 2045 | rob@marsing-sa.com Marsing & Co Africa (Pty) Ltd Unit 184, Northlands Business Park, Newmarket Road, Northriding, 2162, Johannesburg, South Africa

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One of the world’s most renowned retail brands is thriving as Zimbabwe’s most sought after store through innovations, both internally and in the wider communities Writer: Matthew Staff Project Manager: Callum Philp ith more than 12,000 stores around the globe, the SPAR name is one of the most recognisable in the retail world; a cachet that Zimbabwe’s arm is leveraging to full effect in becoming the most sough-after store in the country. With a presence across four continents and more than 35 countries, the reputation and notoriety are firmly in place in establishing a concerted influence on individual markets, but this isn’t to say that the Group doesn’t diversify to remain relevant in each operating country. It has been an adherence to local consumer trends, market conditions and indigenous produce which has endeared SPAR to the Zimbabwean public since the mid-1960s. Expanding and developing amid the wider country’s own progression, SPAR’s core attributes have really come into their own in recent years, with industry uptake and customer demand much more conducive to the Company’s primary vision; “To be the most exciting, innovative and soughtafter retail brand in Zimbabwe”.

Continuous improvement

Operating more than 100 stores 12 months ago across its SPAR, SPAR Express and SaveMor platforms, the subsequent year has comprised a three-pronged strategy, in line with its main continuous improvement ethos,

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CUSTOMER SATISFACTION DRIVES

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to introduce more stores, diversify its products and to introduce new ideas and technologies to the industry at large. The former is a continuation of an expansion that has taken place since SPAR’s inception in the country, as the Company stated last year: “At SPAR we are committed to developing the SPAR business by offering stores with modern layouts and the promise of world-class shopping. This commitment has enhanced our reputation as a progressive and exciting brand and supermarket business. “We continue to focus on customer care through initiatives and programmes designed to enable our stores to provide the best possible service to our customers, especially through our service departments.” With the main complement of stores supported by its vast array of ‘Little Heroes’, the platform on which to introduce new products and new concepts is unrivalled in the country, and SPAR utilises this competitive advantage to dictate market maturity also. One such introduction to its stores in 2015 has been the launch of its Spar Payzone technology, an in-store booth enabling customers to not only shop, but to take care of their banking requirements also; further monopolising the turnkey, one-stop shop model that has led SPAR to becoming the dominant player that it is.

SPAR has a three-pronged continuous improvement strategy in place to encourage growth

Making a

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Making a difference

We continue to focus on customer care through initiatives and programmes designed to enable our stores to provide the best possible service to our customers, especially through our service departments

Alongside Payzone, SPAR will also run a loyalty programme in partnership with other brands in Zimbabwe, spanning clothing, retail and security sectors among others. Once again this emphasises the influence that the Company has on a national scale in Zimbabwe, and is compounded by its corporate social responsibility efforts also. “There are three important factors in the continued growth of this unique organisation of independent retailers. Firstly, we have great pride in the achievement of being the world’s largest food store chain. Secondly, in SPAR we understand that it is our people who make the difference. Finally, we are passionate about meeting the real needs of our consumers,” the Company stated. Making a difference goes far beyond providing the best quality or best price of food, drink, cleaning products or cosmetics; also embracing the need to enrich the wider communities. This vision stems back to its inception and the origins of the organisation itself where Dutch wholesaler, Adriaan Van Well first

outlined his philosophy of working in collaboration; whether that be with wholesalers, fellow retailers, or the communities themselves.

Community engagement

This process begins by making its products available and accessible to as many people as possible; an initiative currently being honed in on through its ‘locked down’ feature which guarantees certain prices on products will remain the same for a month. Further outside of the SPAR domain, the Company is equally proactive through projects such its Community Benefits Scheme which supports its annual Pensioners Day by putting on activities for older members of the community. At SPAR’s Braeside outlet, the Company has built upon its previous job creation projects to further enrich the community through the construction of a community borehole.

Enriching communities through projects with long-term benefits

“Our wish has always been to offer our community something that will benefit them for longer, on a more sustainable basis, and we finally have that very thing,” explained the outlet’s owner, Daren Lança at the time of the opening. “We value the community in which we operate in and the support of our local residents is immeasurable. By opening up this water facility, we are simply giving back to a well-deserving community and hope that this makes life a little bit more comfortable for everyone.” Initiatives and engagement such as this, alongside the ‘shoppertainment’ that SPAR has pioneered within its stores, continues to build upon the trustworthy brand name that SPAR has formed in Zimbabwe, and indeed the world. And with a new employee structure in place to ensure that the same developments are being made internally, it will undeniably continue to be the customers who benefit most in years to come. “You, our valued customer, come first. Your satisfaction drives our passion,” the Company concluded.

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A V I A T I O N

F E S T I V A L

A F R I C A

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F O C U S

World-Class Exhibition in Aviation After five successful years of Aviation Festival Africa, this year the event is back, larger and more spectacular than ever before

AVIATION FESTIVAL AFRICA will cover the newest opportunities in African aviation through five different brands; Aviation Outlook, The Airports Show, AirXperience, Air Retail and Air IT in order to provide complete coverage of the whole value chain, right through to selling to the customer directly. With a predicted economic boom in Africa, air traffic on the continent is set to dramatically increase. African airports are therefore under huge pressure to improve operational efficiencies in response to an increased demand from international and African airlines. Airports Show Africa was launched to combat the challenges associated with operational efficiencies and by partnering with Airports Company South Africa, the event will bring key decision makers from across Africa together to discuss investment opportunities, future development and efficiency improvements for airports, airlines, government and associated partners. Aviation Festival Africa is an opportunity for airlines, airports, investors and aviation regulatory bodies to meet and assess new routes to market, strategies and ways to increase customer numbers. After five beneficial years of the Festival,

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it remains a crucial meeting place for buyers to get together and identify smarter solutions worthy of investment. The two-day event will encompass every aspect of the aviation sector through its Air Retail and AirXperience events, which will focus on the overall passenger experience and ways to increase ancillary revenue. Additionally, the Festival will also include the Aviation IT show which will examine new technologies and state-of-the-art business processes that can be implemented into current operations to further improve efficiency. The organisers, Terrapinn, are responsible for the design, production and creation of Aviation Festival Africa’s world class conference agenda. Boasting a unique platform

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consisting of five events in one platform and thought-leading keynote speakers discussing global and regional trends, the expo presents the largest gathering of solution providers to the African continent. “Many of the speakers and attendees are global leaders and innovators who use the Aviation Festival as their once-ayear opportunity to meet and do business with new and exciting airline customers. It provides them with complete access to the African market that is traditionally difficult to penetrate,” stated the event organisers. Most importantly, the festival allows attendees to meet real buyers and some of the continent’s key decision makers. With global success, the 2015 Aviation Festival Africa is the place to be.

FEATURING

30 June - 1 July 2015 | Sandton Convention Centre, Johannesburg, South Africa ITâ&#x20AC;&#x2122;S FREE TO ATTEND REGISTER AT WWW.TERRAPINN.COM/AVFESTAFRICA

As a visitor you can: Be the first to premier our unique event highlights Explore all 3 halls of the exhibition Attend 5 seminar theatres covering various transport topics Network with the sponsors and exhibitors Make business contacts like never before

E N I F E D E R HYBRID CLOUD MADE EASY

w w w.af ri c a.e m c .c o m Call us: +234 1 277 6370 9th Floor, SAPETRO Towers, 1, Adeola Odeku Street, Victoria Island, Lagos, Nigeria