Africa Outlook - Issue 36 by Outlook Publishing

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Nando’s continues to prove that South Africa takes second place to nobody when it comes to great food and hospitality

TRUE TO ITS HERITAGE

PROGROUP HOLDINGS

PVT LTD 36 Bringing agility and adaptability to Zimbabwe’s fluctuating economy

AFRICA OUTLOOK ISSUE 36

GHC AFRICA PROJECT

MANAGEMENT 48 Pushing the boundaries of project management and challenging industry norms

H&R SOUTH AFRICA (PTY) LTD 110

Building its name as a trusted advisor to African customers

FEATURING: MINING INDABA

LIDWALA INSURANCE

COMPANY 122 Bringing alternative risk transfer solutions to Swaziland

STANLIB FAHARI I-REIT

MTN CONGO

The Carlson Rezidor Hotel Group is one of the worldâ&#x20AC;&#x2122;s largest and most dynamic hotel companies.

It has an expanding portfolio of more than 1,370 hotels in operation and under development, a global footprint covering more than 110 countries and territories, and a powerful set of global brands: Quorvus Collection, Radisson Blu, Radisson, Radisson Red, Park Plaza, Park Inn by Radisson and Country Inns & Suites By Carlson.

W E L C O M E A Taste of Things to Come Over the course of 2015 - and in particular, over the first six months - one of the most successful and prominent industries across Africa and by proxy, Africa Outlook - was the domain of mining and resources. Of course, the all-too familiar commodity challenges were well entrenched in the sector by then but optimism was high and hope of an upturn remained an inevitability rather TRUE TO ITS HERITAGE than a pipedream. One year on though, and while such a revival has seemingly drifted further away than it has edged closer, optimism was once again revitalised at the annual Investing in African Mining Indaba, 2016. Just as we did last year, we turned to the event’s Managing Director, Jonathan Moore for a more positive gauge on how the industry is coping with the ongoing challenges and what his thoughts are on a potential industry boom over the next 12 months. Of course, this also set the tone for a still-extensive mining representation in our showcasing assortment, introducing the likes of Azmet Technology and Projects and ARINT South Africa, as well as welcoming back old friends; SENET and Mbuyelo Group. Striving for positivity ourselves, however, they all acted as a supporting cast to a much more tasty proposition at present, in the form of global restaurant phenomenon, Nando’s. We spoke to the PERi-PERi pioneer’s Head of Design and Business Development Director about how its South African origins still dictate the Group’s worldwide development to this day. Zimbabwe’s Progroup Holdings put more of an agri-spin on proceedings as we moved forward into the rest of our company showcase with full stomachs, and a concerted eye on another industry that continues to thrive while others struggle. GHC Africa Project Management, STANLIB Kenya and Dar es Salaam Glass Works are epitomising the construction boom in the South and East in particular and talk us through their ever-growing portfolios and commitment to innovation. Standard Bank help to contextualise the real estate aspect of construction with an analysis of dual currency, bridging the gap to a finance offering headed up by Lidwala Insurance, and complemented by success stories across technology, manufacturing and healthcare through the likes of Emtel, H&R and Jurgens Ci, Matthew Staff and Ministry of Health Swaziland, respectively. WWW.AFRIC AOUTLOOKMAG.COM

Nando’s continues to prove that South Africa takes second place to nobody when it comes to great food and hospitality

PROGROUP HOLDINGS

PVT LTD 36 Bringing agility and adaptability to Zimbabwe’s fluctuating economy

AFRICA OUTLOOK ISSUE 36

Editorial Director, Outlook Publishing

GHC AFRICA PROJECT

MANAGEMENT 48 Pushing the boundaries of project management and challenging industry norms

H&R SOUTH AFRICA (PTY) LTD 110

Building its name as a trusted advisor to African customers

FEATURING: MINING INDABA

LIDWALA INSURANCE

COMPANY 122 Bringing alternative risk transfer solutions to Swaziland

STANLIB FAHARI I-REIT

MTN CONGO

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

PRODUCTION Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advert Designer: Mandy Farnell mandy.farnell@outlookpublishing.com Images: Thinkstock by Getty Images

BUSINESS Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Sales Managers: Eddie Clinton eddie.clinton@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Project Managers: Callum Philp callum.philp@outlookpublishing.com Sammy Wilkinson sammy.wilkinson@outlookpublishing.com Stuart Parker stuart.parker@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Admin Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Katie Park katie.park@outlookpublishing.com WEB DESIGN: Hamit Saka IT: James Le-May

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

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Enjoy the issue!

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In this issue of Africa Outlook...

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

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F O O D & D R I N K

NANDO’S SOUTH AFRICA Born in South Africa, Universal in Appeal

PROGROUP HOLDINGS (PVT) LTD Zimbabwe’s Premier Integrated Agribusiness

MURRAY & DICKSON CONSTRUCTION (PTY) LTD Sustainable Growth Pays Dividends Driving forward through economic and political headwinds

A global brand true to its roots

Bringing agility and adaptability to Zimbabwe’s fluctuating economy

AGRO-MARKETING & TRADE AGENCY (AMTA) Improving Access to Horticulture Growing horticultural expertise puts Namibia on the map

NEWS

STANDARD BANK Stabilising Real Estate Markets in sub-Saharan Africa

All the latest top stories across the month from Africa

KROLL Ethiopia: A Look Beyond the Boom

Overcoming economic challenge to emerge as “the China of Africa”

AZMET TECHNOLOGY AND PROJECTS (PTY) LTD Valuable Solutions for a Volatile Market Providing a platform for entrepreneurialism in a struggling environment

Creating a strengthened property market by adopting dual currency funding structures

MINING & RESOURCES

SENET A Model of Excellence

MBUYELO GROUP Combining Entrepreneurial Flair with Corporate Stability

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

Focusing on excellence, flexibility and cost-efficiency

Consolidating current assets to solidify the Group’s market position

GHC AFRICA PROJECT MANAGEMENT A Construction Philosophy without Borders Pushing the boundaries of project management and challenging industry norms

56 S E C T O R

Thriving in-line with Kenya’s economic rise

F O C U S

MINING AND RESOURCES Investing in Mining Indaba 2016: The Centre of the Mining World

Investing Beyond the Mining Cycles

STANLIB FAHARI I-REIT A Proud Heritage of Real Estate Innovation

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DAR ES SALAAM GLASS WORKS LTD Changing the Skyline of Dar es Salaam Tanzania’s leading glass and aluminium contractor

ARINT SOUTH AFRICA Consolidating in a Toughening Economy

Addressing industry challenges with renewed energy and vitality

T E C H N O L O G Y

H E A L T H C A R E

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MTN CONGO Reflecting Hope for a Brighter Future

Can-do leadership, innovation, integrity and relationships

100

MINISTRY OF HEALTH SWAZILAND Striving for Universal Health Coverage

Taking healthcare to the people

EMTEL Today’s Convenience through Tomorrow’s Technology

Thriving on meeting consumer demand

122 106

AIRTEL NIGERIA The Smart Choice

Making history in Nigeria, time and time again

LIDWALA INSURANCE COMPANY Swazi’s First Choice Provider for Short-Term Insurance

128

ALESCO RISK MANAGEMENT SERVICES A Truly Personal Service A single point of access of an increasingly global clientele

H&R SOUTH AFRICA (PTY) LTD A Customer-Centric Approach to Manufacturing

S H I P P I N G & LO G I S T I C S

144

MAERSK LINE MOZAMBIQUE Reducing the Barriers to Trade

Promoting economic inclusion through the promise of improved productivity

E V E N T F O C U S

Building its name as a trusted advisor to African customers

116

Bringing alternative risk transfer solutions to Swaziland

MANUFACTURING

110

JURGENS Ci (PTY) LTD Enhancing Sales through Strategic Investment

150

EAPI SUMMIT

152

WORLD RETAIL CONGRESS

154

AFRICA ENERGY INVESTMENT SUMMIT

The unrivalled networking platform for East African real estate returns in 2016

Embracing the needs of the broader outdoor lifestyle sector to reach new target audiences

132

VICTORIA COMMERCIAL BANK A Credit to Kenyan Banking

A versatile institution held in high esteem

Attracting and engaging the modern customer

Promoting and fast-tracking energy sector investment and development in sub-Saharan Africa

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impact of collective efforts to foster entrepreneurship among our next generation of business leaders.” MTN’s Group Chief Digital Officer, Herman Singh, said the Company is proud to both sponsor and endorse the initiative. “The Entrepreneurship Challenge is strongly aligned to MTN’s own entrepreneurial culture and history as well as our values as a business. We believe in the inspiration of new business leaders in Africa and their MTN, in partnership with the MTN Solution Space and Jumia, enablement to success will be key is proud to announce the launch of the MTN Entrepreneurship drivers for the future rapid evolution Challenge powered by Jumia of a broader start-up culture on the continent. This is an environment already teeming with excellent potential and we hope to assist in accelerating its further growth and to raise MTN’s role in creating new businesses in Africa,” he commented. Applications for the first round of the multi-phased competition are open from today and will close on 27 March, 2016. Aspiring entrepreneurs from participating universities can enter teams by logging onto www.gsb.uct.ac.za/MTNECbyJumia. The winner of the MTN Entrepreneurship Challenge will win a cash prize of US$25,000 towards their start-up, and will also benefit from a year long partnership with Jumia, where they will have the “We are incredibly excited to The Pan-African MTN opportunity to work from any of partner with Jumia to launch the Entrepreneurship Challenge will Jumia’s offices across Africa. This entrepreneurship challenge. Africa is a will enable the winner to learn from, be the first of its kind in Africa, continent of promise, and our aim with bringing together more than and be mentored by experienced the MTN Solution Space has always been and successful entrepreneurs in 1,000 entrepreneurs, students to help fulfil this promise by developing and investors, to collaborate on the Jumia network. The winner uniquely African solutions,” said Sarahways to amplify and consolidate will also have access to a Facebook Anne Arnold, Manager of the MTN Start Programme to the value of the continent’s entrepreneurs. Solution Space. Targeting more than 60 universities US$15,000. In addition, they will have “We believe that the entrepreneurship the opportunity to work from the in 13 countries across Africa, the challenge is a key element of this. competition will challenge students MTN Solution Space at the University to develop a unique digital application The response and willingness from of Cape Town’s Graduate School of universities across Africa to collaborate Business. The two runners-up will or smart solution that will solve on this initiative has been truly each receive US$5,000 towards their a tangible problem faced on the remarkable and certainly exemplifies the projects. continent.

TECHNOLOGY

MTN Partners with Jumia to Launch First of its Kind Entrepreneurship Challenge Across Africa

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E X H I B I T I O N S

Africa’s Big Seven (AB7) Halal Pavilion to be Major Attraction in 2016 Africa’s Big Seven’s (AB7) Halal Pavilion is to be a major attraction boosting local trade opportunities. Last year, almost 20 percent of visitors from Africa and around the world had a particular interest in the Halal Pavillion, a figure that is set to increase substantially in 2016. “The steadily rising demand for Halal products reflects the strong growth of the global Muslim population...which will grow to 2.2 billion by 2030,” said John Thomson of Exhibition Management Services, the organisers of the show. “There are 75 countries in the world with Muslim populations of more than

one million people.” As global demand for Halal foods soar beyond $1 trillion a year, manufacturers, suppliers and service providers around the world are exploring the substantial business opportunities for supplying Halal products to Africa’s burgeoning

EXHIBITIONS

Egypt Expands F&B Export Base and Halal Influence at Gulfood Egypt’s food and beverage industry is looking to expand its worldwide export footprint and leverage growing demand for halal products with a major promotion at this month’s Gulfood exhibition in Dubai, the world’s largest annual food and hospitality trade show. “There appears to be renewed impetus among Egyptian producers given that food exports are increasingly accounting for increased revenues in export earnings and that the country is well placed to seize the demand momentum for halal produce,” said Trixie LohMirmand, Senior Vice President, Exhibitions & Events

Management, DWTC. “New Egyptian product areas are emerging, as evidenced by the spread of products at this year’s Gulfood pavilion,” said LohMirmand. “For instance, meat and seafood preparations are Egypt’s fastestgrowing export category soaring 805 percent between 2010 and 2014 to

Muslim population. The South African National Halal Authority, (SANHA) has been supporting Africa’s Big Seven for more than a decade. “AB7 offers participants what no other expo, show or event can: an inter-Africa, intra-Africa platform for all companies in the food supply chain,” said SANHA Public Relations Officer, Ebi Lockhat. “Each year, AB7 has a huge influx of international buyers and offers an unparalleled opportunity to access the burgeoning Halal market in Africa, and beyond.” Taking place from 19 - 21 June, 2016 at Gallagher Convention Centre, Midrand, South Africa, AB7 provides a unique platform to access African markets and the rest of the world. For more information visit: www.exhibitionsafrica.com reach US$8.8 million.” With Egypt being a Muslim country, well-trusted internationally and wellversed in Halal preparation, the country stands to gain significantly from the global upsurge in halal food product demand which is expected to grow to a US$2,537 billion market by 2019 and account for 21.2 percent of global food expenditure.” Though the majority of Egyptian exhibitors’ focus will be on new supplier connections and emerging source markets to further its export potential, international equipment suppliers both exhibiting at and visiting the show are targeting Egyptian food and beverage industry companies driving the country’s expanding food production sector and catering to its large domestic consumer base. Some 167 Egyptian companies participated in the 21st edition of Gulfood, which ran from 21-25 February.

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S E C O N O M Y

Megatrends in Africa Reveal GDP Growth of 4.5 Trillion by 2025

T E C H N O L O G Y

Uganda Improves General Election Transparency Uganda has become one of many nations taking steps to combat one of the most pervasive forms of election fraud: voter impersonation. On 18 February, the day of the Ugandan general elections, Smartmatic deployed its biometric voter authentication technology solution at the country’s 30,000 polling stations in a bid to improve election transparency. By validating the identity of voters prior to ballot casting, Smartmatic’s technology is able to store and manage the biographic and biometric information of all registered voters on a central system. This system, which is synchronised with Uganda’s National ID database, performs quality control and integrity checks, converting all the data into a format that can be used to process votes with accuracy and speed on Election Day. “By validating the identity of each voter via biometrics with accuracy and speed, we will ensure the principle of ‘one voter - one vote’ in Uganda,” said Mr Sam Rwakoojo, Secretary of the Uganda Electoral Commission.

Urbanisation, mobility, infrastructure, natural resources, telecommunications investments and inter-regional trade are just a few of the untapped opportunities making Africa the last growth frontier. The continent is set to become the second fastest growing region by 2025, with a gross domestic product (GDP) of $4.5 trillion. In a new video, megatrends in Africa, Frost & Sullivan experts and C-level executives note that Africa is the only continent that has the potential to achieve double digit economic growth within the next decade. It is expected that close to half of the continent’s population

will live in large cities, in which 58 percent of its working age population (15–64) will live in 2025. If this trend continues for the next 20 years, Africa will have the highest global labour population, surpassing both China and India. Click here to view the video

F I N A N C E

Challenging Times may lie Ahead for African Capital Markets Published earlier this month, PwC’s 2015 Africa Capital Markets Watch revealed the hardships of African capital markets in the wake of market volatility and the emergence of renewed global economic uncertainty in the latter part of the year, while the first half resulted in the highest levels of both equity capital markets transactions and proceeds raised in the past five years. Nicholas Ganz, PwC Africa Capital Markets Leader, commented: “At 31 December, 2015, African exchanges had a market capitalisation of about US$1 trillion, with 23 percent of this value residing on exchanges outside of South Africa. Though statistics

Nicholas Ganz, PwC Africa Capital Markets Leader

cannot be interpreted in isolation, certain metrics commonly used to analyse global market performance, such as the market capitalisation-toGDP ratio, suggest that untapped value remains in Africa’s capital markets.”

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OIL & GAS

Equatorial Guinea Awards EPC Contract for New Petrochemicals Complex Riaba Fertilisers Limited has awarded the EPC contract for a new petrochemicals complex to a Chinese consortium led by East China Engineering Science and Technology Co. Ltd (ECEC).

The complex will comprise an ammonia and urea plant with production capacity of 1.5 MTPA. Facilities will include on and offsite infrastructure and utilities and a urea shipping jetty. The initiative is part of a Government-led industrialisation and energy diversification plan known as the ‘Petrochemicals Revolution’, or REPEGE. The project is planned to be completed in 32 months, with a groundbreaking ceremony expected to take place in late March.

F I N A N C E

Liberty Holdings Acquires 51 Percent of EAUL Liberty Holdings Ltd (Liberty) and the Madhvani Group Ltd have announced the conclusion of a transaction that will see Liberty acquire a 51 percent stake of Madhvani Group’s short-term insurer, East African Underwriters Ltd (EAUL). The two Groups already enjoy a meaningful and cordial partnership in Liberty Life Assurance Uganda Ltd. “This extension of the partnership will provide Liberty with a full insurance offering to enable our growth strategy of leading in our chosen customer segments in the Ugandan market,” said Mike du Toit, Liberty’s Regional Executive for East and Central Africa. FINANCE

O I L & G A S

SA Private Equity Resilient Amid Volatile Financial Market Conditions

Soaring Demand for Energy Creates Investor Opportunities According to Thangapandian Srinivasalu, Executive Director of Gulf Petrochem, Africa’s annual appetite for gasoil and gasoline is expected to climb by as much as eight percent this year, while demand for liquefied petroleum gas (LPG) has hit double digits. The continent’s growing home-grown energy supply will help satisfy some of this burgeoning demand. Srinivasalu says that middle-class households in eleven sub-Saharan African countries are expected to more than double from 15 million

Thangapandian Srinivasalu, Executive Director of Gulf Petrochem

people to more than 40 million by 2030. The subsequent appetite for oil products is vast, with a large portion earmarked to powering personal cars on newly paved roads.

The latest RisCura-SAVCA South African Private Equity Performance Report revealed that, despite long-term returns retreating from the positive trend enjoyed in recent quarters, private equity continues to outperform listed equity over the past 10 years. The report showed that the South African private equity industry delivered a 10-year internal rate of return (IRR) of 20.7 percent in September, 2015, down from 21.7 percent in June, 2015, net of all fees and expenses. This performance compares with the 14.9 percent return from the JSE All Share Total Return Index (ALSI) over the equivalent 10-year period.

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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.

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

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S T R U C T U R E S

Stabilising Real Estate Markets in sub-Saharan Africa According to Standard Bank, dual currency funding structures hold the potential to strengthen and stabilise real estate market in sub-Saharan Africa Writer: Emily Jarvis

ual currency funding structures could be the answer to sub-Saharan Africa’s real estate market as developers and retailers seek solutions to the volatility currently faced in their domestic economies. According to two experts from Standard Bank, the stability and robustness of dual currency funding far outweigh the inconveniences. Traditionally, most property development projects are financed in US dollars to assist in creating a sustainable and predictable funding environment for the assets. But a solution is at hand, in the form of a dual currency structure. “While property sector trends in West Africa are still positive, the main challenge has been currency volatility and related regulations,” said Adeniyi Adeleye, Head of Real Estate Finance for West Africa at Stanbic IBTC. “This has exposed tenants to rental increases because their rents are indexed to dollars. The devaluation of currencies in countries like Nigeria and Ghana has been quite significant.” He added: “Over time, these cost increases will inevitably be passed on to consumers, which will in turn create additional affordability challenges. The level of interest

from property developers has not waned in spite of the strained environment. In fact, most developers are positive about the long-term prospects of the economy and options available to them, largely because of the supply gaps in these markets. They are now challenged with trying to create robustness in their operating models to ensure they can continue to execute projects in the short-term. “It is now more about new solutions that are needed to improve the structuring of these deals, so developers can manage the challenges caused by policies aimed at shoring up dollars, the high local interest rates relative to dollar-based interest rates and weakening currencies.” Essentially, a dual currency structure refers to utilising a combination of hard and local currencies, while hedging the interest rate risk. “These facilities would provide a natural hedge and create a win-win between developers and retailers. For example, a local currency facility can be accessed to hedge leases that are unlikely to be sustainable or easily adjusted in shock currency devaluation scenario, for defined periods. “This way, the exchange rate risk can be more effectively shared between retailers and developers by keeping lease exchange conversion

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rates constant for periods of volatility,” explained Adeleye. If the market stabilises it would also be simple to refinance local currency exposure back into foreign currency and then original lease assumptions and plans can then be achieved, unless macroeconomic indicators show that local currency funding has now become appropriate for these deals. “The robustness of the structure is that it adjusts in periods of shock to provide stability,” said Adeleye. It provides sound financial structuring, inbuilt buffers and flexibility into project funding structures, to accommodate for

S T R U C T U R E S

‘If the market stabilises it would also be simple to refinance local currency exposure back into foreign currency and then original lease assumptions and plans can then be achieved’

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unexpected changes in the economic environments. “This structuring solution seems to be the most pragmatic approach to dealing with the challenges of unpredictable economic environments,” said Adeleye. Most of the real estate markets are dominated by foreign real estate developers and investors and they seldom seek to undertake projects in sub-Saharan Africa with the view to earning hard currency returns, as they are mindful of their return targets and asset valuation considerations. The key challenge is that though many markets have official channels for assessing hard currencies, they often require regulatory approval to convert. There remains the risk that a change of government or policy may hinder the unfettered access to the markets, thus creating a real risk of being unable to service foreign currency obligations. “It is this serviceability challenge and robust flexibility that dual currency funding structures seek to mitigate,” explained Gary Garrett, Head of Real Estate Finance at Standard Bank. “Dual currency funding structures assist in reducing repayment risk in times of currency volatility. At times, there may be US dollar liquidity shortages in local markets, meaning that dollars can’t be accessed by borrowers to service dollar debt obligations.” Garrett continued: “Should such a scenario occur, all available local currency would be used to service the local currency debt component, meaning that the borrower will not default on debt servicing obligations despite the shortage of dollars. It also offers some protection where the local currency depreciates rapidly against the dollar, and the impact of this can’t be passed on to tenants through increased rentals.” Traditional intuition is to finance retail real estate projects in local currency but the differential in interest

“... very few clients considered hybrid currency loans as local currencies tended to be fairly stable against the dollar, and local currency interest rates tended to be expensive relative to US rates” - Gary Garrett, Head of Real Estate Finance, Standard Bank

rate between the dollar and local currency, loans can be as much as 18 percent; which makes the foreign currency financing attractive, especially as there is a margin of compression from stabilising rental rates and limited scope for project cost reductions. Policies in some countries in the region are aimed at preventing developers and retailers from using scarce dollars to service obligations and thereby place further pressure on the demand for hard currency. “However, it is important that in such times, the financing of projects that have commenced can continue, to ensure they can ride these waves of uncertainty,” detailed Adeleye. Garrett concluded: “A mere 18 months ago, very few clients considered hybrid currency loans as local currencies tended to be fairly stable against the dollar, and local currency interest rates tended to be expensive relative to US rates. Now, the volatility in exchange rates experienced over the past 12 months has urged borrowers to reconsider their stance on local currency funding.”

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A Look Beyond the Boom Despite the many complications associated with manufacturing in Ethiopia, the future certainly looks bright for the country dubbed “the China of Africa” By Ina Sondermann, Associate Director, Investigations and Disputes, Kroll his year will be the first full year of the Ethiopian Government’s Growth and Transformation Plan II (GTP II), its second five-year plan ultimately aimed at making Ethiopia a middle-income country by 2025. One of GTP II’s key focuses is manufacturing which has already attracted significant foreign investment into Ethiopia. Combined with internationally impressive growth figures, does GTP II translate into booming opportunities for foreign investors? Perhaps, but successful investment execution in Ethiopia calls for a look beyond the headlines. Ethiopia’s annual GDP growth rate - estimates range from seven to 12 percent - is one of the most tangible indicators of a booming economy. Foreign direct investment figures have largely followed this trend. According to the United Nations Conference on Trade and Development, Ethiopia’s inward FDI totalled US$1.2 billion in 2014, up from US$953 million in the previous year. Manufacturing in particular has benefitted. It was the top recipient over the past six years, and has accounted for 76 percent of total investment for operational projects, as reported by the World Bank. The majority of

manufacturing FDI has come from Turkey, China and India; with the textile, footwear, and food and beverage industries specifically targeted.

Weighing up the positives

A major draw for foreign investment in Ethiopia is comparatively low labour costs and a large workforce, although some investors have noted the relative lack of skilled workers and lower levels of productivity. Wages in manufacturing for garments and leather products for instance are significantly lower in Ethiopia than in other East African markets, as well as Asia. Market size and potential in Ethiopia - Africa’s second-most populous country with a population of close-to 100 million people - is considerable. Unionisation rates are currently low in Ethiopia but labour and local community relations will require careful planning for the future as part of an investment. Against the positives, a lack of infrastructure is frequently cited as a key constraint for foreign investment in Ethiopia. Although the Government continues to invest heavily in large-scale infrastructure and energy projects, logistics and telecommunications remain

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ETHIOPIA

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operational challenges. Progress is visible in ventures such as the Addis Ababa-Port of Djibouti rail line which is on schedule to become fully operational in 2016, and the construction of power transmission lines between Ethiopia and Kenya due for completion by late 2018.

Economy stability

As seen in the transition from GTP I to II, political stability has resulted in better planning and ambitious long-term strategies, increasingly viewed positively by international credit rating agencies. The Ethiopian People’s Revolutionary Democratic Front (EPRDF) has dominated politics since the early 1990s, and took all seats in parliament at last year’s elections. Even after the death of longstanding Prime Minister Meles Zenawi in 2012, Ethiopia has remained stable albeit scoring lower on democratic indicators and criticised for the lack of civil liberties. However, the country’s “ethnic federalism” also poses a threat of domestic unrest as witnessed in late 2015 and early 2016. The central role played by the EPRDF in Ethiopia’s state-led command economy has meant that certain industries typically attractive to emerging market investors telecommunications and banking in particular - are closed to foreign investment. There are some slight signs of change, notably in real estate, but it remains to be seen whether other sectors will follow. GTP II is also focused on valueadded exports, such as manufacturing and agro-processing. Programmes advantageous for investors including tax holidays and industrial parks exist but Ethiopia continues to suffer from foreign currency shortages. Investors should consider in advance the practical aspects of taking profits out of the country and exiting local investments, although

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‘There are some slight signs of change, notably in real estate, but it remains to be seen whether other sectors will follow. GTP II is also focused on value-added exports, such as manufacturing and agroprocessing’

Meles Zenawi, Prime Minister of Ethiopia speaks during the session ‘Africa - From Transition to Transformationy’ at the Annual Meeting 2012 of the World Economic Forum. Copyright by World Economic Forum. swiss-image.ch/Photo by Monika Flueckiger

US$55

BILLION

The World Bank ranked Ethiopia as the sixth-largest economy in sub-Saharan Africa in theory, legal guarantees are in place for the repatriation of capital and profits.

Building local relationships

Political access and the ability to interact effectively with Government are important in the Ethiopian context. Foreign investors have noted that local businesses can be hard to separate from the state, with negotiations and operational management as potential challenges due to political loyalties

mixed in with business objectives. An awareness of the decision-making structures and procedures at all levels of Government will help to prepare an investor for both the pre and posttransaction setting. Time spent building local relationships is crucial in Ethiopia, and not only for understanding local partners and the business environment. Government and bureaucratic structures mean that obtaining trading licences and other

aspects of doing business often take more time than anticipated. The Ethiopian Investment Commission, revamped in 2014, markets itself as a “one-stop shop” for inward investors in an attempt to streamline procedures. In Ethiopia, only onethird of FDI projects convert from pre-implementation into operational stages, leading the World Bank to describe investor care as an urgent task to support FDI. Foreign investment will ultimately contribute to national development and hopefully push Ethiopia along to achieve the middle-income country status to which the Government aspires. While some initial draw cards such as low wages may be eroded over time, the market potential is remarkable. The World Bank ranked Ethiopia as the sixth-largest economy in sub-Saharan Africa with a nominal GDP of nearly US$55 billion in 2014. The country and its economy continue to be beset by structural issues but there are many signs - not least GTP II - inviting a measured look by foreign investors. Considering and understanding the true levers and drivers of business and politics will go a long way to successfully executing deals with exciting promise in Ethiopia.

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fricaâ&#x20AC;&#x2122;s leading mining extravaganza returned in 2016 with renewed optimism once again that the unprecedented levels of collaboration and knowledge sharing would go some way in alleviating the challenges currently being experienced across the industry in Africa. Investing in African Mining Indaba 2016 attracted nearly 6,000 delegates, incorporating all critical players across the African mining investment chain, comprising attendees from 94 countries and representing the full

array of sector strands; investors, mining enterprises, government ministers, government officials and service providers in mining-adjacent industries. Despite the slight - and expected, due to the general market decline slump in attendance against 2015â&#x20AC;&#x2122;s figures, there was certainly no slump in the quality of attendees from the aforementioned sectors, with the investment domain out in force, in particular. Overseeing it all though was the Managing Director of Investing in African Mining Indaba, Jonathan Moore, and he mused over the recent

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Jonathan Moore, Managing Director of Investing in African Mining Indaba

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The Centre of the Mining World Despite ongoing market challenges, the quality and expertise brought to the Investing in African Mining Indaba 2016 emphasised the ongoing significance of both the event, and the wider sector in Africa Writer: Matthew Staff

proceedings, the state of the industry The most notable changes that in general, and how he sees the we made this year included the start situation developing between now and time of the conference with the event next year’s gathering. beginning half a day earlier to allow more time for new networking activities Africa Outlook (AfO): What was and additional sessions, as well the unique about this year’s Mining creation of the Director of Investor Indaba compared to previous years, Relations role as part of an enhanced and what were the reasons for this? investor programme. Jontathan Moore (JM): Mining In advance of this year’s event, Kael Indaba is first and foremost O’Sullivan was brought on to identify about investing in mining, and all and engage with those investors that enhancements to the 2016 programme we believed should be participating in addressed some form of investment; Mining Indaba. He was charged with be it financial, human capital, or recruiting the investment community sustainability. and ensuring that they received the

maximum value from their participation. He also helped to identify key topics that investors wanted to discuss. Kael put investors in touch with the mining companies that they wanted to meet with as well as strategically structure the time they spent at the conference. This further strengthened the primary focus of Mining Indaba; connecting investors with mining companies so they might effectively explore investment opportunities and deploy capital in African mining projects. With this key role in place we effectively doubled the number of investors participating in the programme this year.

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AfO: The emphasis on networking has inevitably been a recurring theme over the years of Mining Indaba, so how was this further facilitated in 2016 in line with this drive to encourage increased investment discussion in the future? JM: Our attendees make clear that one of the key reasons they attend Mining Indaba is to network. We wanted to further ensure that the event was creating opportunities for likeminded people to meet, and the new networking activities were highly successful toward this end; including speed networking, networking roundtables and business matchmaking. There was also the introduction of the Young Leaders Career Development Programme. This year’s theme, Investing Beyond the Mining Cycles, focused on what the industry can do today to positively impact the future. Helping to ensure there are well-trained and inspired leaders in the future is key. Identifying the right candidates for the jobs that are available is becoming increasingly difficult as graduates are looking at alternative industries under the current market conditions. This free programme, attended by more than 100, was introduced to help students and graduates identify the skill sets that the industry requires now and into the future, as a way to prepare the leaders of tomorrow for success. AfO: What specific industry trends and themes dictated the key talking points in this year’s event and in what ways did the event address these? JM: Investing in African Mining Indaba remains the world’s largest mining investment conference and Africa’s largest mining event. However we are ever cognisant that this event exists to serve the everchanging needs of Africa’s mining

Mining Indaba exhibition hall

industry. Considering the challenges that the market has been facing - and confirmed by the input we received from our vast network of investors, mining executives and government representatives - we set the 2016 theme as Investing Beyond the Mining Cycles. We commonly hear people say ‘mining is a cyclical industry, you just have to work through the cycles’. With 2016 Investing in African Mining Indaba, we used the platform to bring together key stakeholders to explore what the sector is doing to strengthen its position in the current environment but also to discuss investment strategies that better position the industry for a time when the inevitable

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demand for commodities begins to grow. The current market has resulted in organisations taking a hard look at how they do business and what they can do to improve efficiencies of operations, to evaluate how best to make investments into the mining sector while mitigating associated risks, and to identify the partnerships that will be critical to the future development and acceptance of mining in the years to come. We strived to create the platform that would encourage these discussions. There will also be a greater emphasis on sustainability with companies having to incorporate it into their business from the outset. Investors are paying increasingly more attention to how mining companies are operating and want to engage with companies that are taking sustainability seriously. As a platform that brings the mining companies together, we have a responsibility to ensure that the key issues around investment are being addressed. This critical topic ran throughout the 2016 programme. AfO: Could you also talk me through some of the speakers at Mining Indaba 2016 and what you feel they brought to the table in terms of industry knowledge and international expertise? JM: The 2016 agenda had more than 250 speakers and more sessions than ever before, covering a wide array of topics from investment strategies, to alternative forms of financing, to infrastructure, to innovation and sustainability. We brought in the most knowledgeable and experienced industry leaders to impart their knowledge and spark debate. South Africa’s Minister of Mineral Resources, H.E. Mosebenzi Joseph Zwane gave his very first public address. We had finance experts on the agenda like H.H. Lamido Sanusi, Emir of Kano and Chairman,

South Africa’s Minister of Mineral Resources, H.E. Mosebenzi Joseph Zwane

“...we used the platform to bring together key stakeholders to explore what the sector is doing to strengthen its position in the current environment but also to discuss investment strategies that better position the industry for a time when the inevitable demand for commodities begins to grow”

Black Rhino Group; Oliver Andrews, Executive Director and Chief Investment Officer of Africa Finance Corporation; and Nonkululeko Nyembezi-Heita, Chairman, Johannesburg Stock Exchange. We had top mining company CEOs speak including Mark Cutifani of Anglo American; Alan Davies, Chief Executive of Diamonds and Minerals at Rio Tinto; and Graham Kerr with South32. There was also a strong representation of mining ministers from 18 African nations; including Federal Democratic Republic of Ethiopia, Republic of Guinea, Kingdom of Lesotho, Republic of Zimbabwe, Republic of Cameroon, Republic of Sierra Leone, Kingdom of Morocco, Republic of Mali, Republic of Liberia, Democratic Republic of Congo, Republic of Botswana, Republic of Côte d’Ivoire, Burkina Faso, Republic of Madagascar, Republic of Kenya, Republic of Namibia, Republic of the Sudan, and Republic of Zambia.

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AfO: From a more general industry perspective, what do you feel are the biggest challenges and trends influencing the mining industry in Africa at present, and how do you see these issues unfolding over the coming months and years?

JM: No doubt the issues surrounding commodity prices and other market conditions will continue to play themselves out. We may see industry compression coming in many forms from downsizing to M&A and beyond. One thing that was quite encouraging at this yearâ&#x20AC;&#x2122;s Mining Indaba was the sentiment of investors. We heard them talk about great buying opportunities. Some that I spoke with have already begun to re-engage parts of their portfolio and put capital back into the sector because of these strong buying opportunities in the market. As is a typical part of the cyclical nature of this industry, when we hit these low points we see mining companies scale back on exploration. As the number of new projects come online less frequently this becomes a critical element of the supply and demand mechanism of the sector that begins

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Mining Indaba 2016 attracted nearly

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to move it toward an upswing. How that was expressed here at Mining Indaba was most evident in the investor programme. We look at what the investors here are doing and how they’re going about their business; the types of meetings they’re having and who they’re having them with. It’s markedly different than last year. Last year we saw very little interest in projects that were not in production or about to move into production. This year there is a lot more discussion about exploration and new projects that show potential. I also expect that discussions around infrastructure and sustainable development will only increase in time as well.

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in Africa. We remain committed to making this the best event for connecting mining companies with government and the investment community. In the end, there is no other event that exclusively brings these three market segments together and places its emphasis on creating opportunities for financing mining projects on the African continent. We will continue to invest our own resources to ensure that this remains the overriding focus of the event, even as we expand our coverage of other important areas such as sustainable development and

career development. Mining Indaba will continue to be an ‘ecosystem’ with many components ranging from networking, deal-making, discussion, education, off-site events, a charity golf outing, career development and more. All of this makes these four days in Cape Town the centre of the mining world. We consistently see, even in a down market that the quality of the attendees remains extremely high, affirming the ongoing importance of Mining Indaba to investment in African mining.

AfO: Finally and similarly, what are your aspirations and expectations for Mining Indaba as an event moving forward and how would you like to see it grow from 2016 onwards? JM: The mission of Mining Indaba has always been and will continue to be the presentation of a unique platform for the capitalisation and development of mining interests

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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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Universal in Appeal Born in South Africa,

Nando’s continues to prove that South Africa takes second place to nobody when it comes to great food, amazing hospitality and business acumen Writer: Matthew Staff • Project Manager: James Mitchell he Nando’s story is one full of flavour and culture, but despite the brand’s ever-growing presence and global influence over the years, the muchcelebrated chicken restaurateur has never forgotten its South African roots, and still places the country at the forefront of its continuous evolution. Harking back hundreds of years to the first Portuguese explorers who set sail for the east in search for a legendary spice route, the subsequent discovery of PERi-PERi laid the foundations for the dining experience everyone knows and loves now, and Nando’s remains as committed as ever to maintaining the legacy of its birthplace. “Nando’s began life decades ago as a small chicken outlet in a decidedly unfashionable Johannesburg suburb,” recalls the Company’s Head of Design, Michael Spinks. “The dream was fired by the ambition of a pair of ‘Jo’burg boytjies’ and the most delicious, PERi-

PERi marinated chicken on earth.” Business Development Director Trudi van Niekerk continues: “It was an all-consuming love at first bite and the beginning of a passionate, fiery journey that changed the way people saw - and ate - chicken in South Africa. It’s a journey that continues in every Nando’s restaurant across the planet. “From those humble beginnings, Nando’s has gone on to become a much-loved South African brand, as renowned for its compassionate business values and cheeky marketing as it is for its delicious taste.” Spinks picks up: “Nando’s has grown into a global brand, but we remain completely true to our roots. We’re a brand that was born in South Africa, but inspired by flavours that are Portuguese in origin and universal in appeal. “Nando’s is committed to its global business and to putting its unique taste on plates from Sydney to Singapore and from Bloemfontein to Birmingham. We are committed to creating jobs, contributing to

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CGS SHOPFITTERS

GS Shopfitters was founded more than 40 years ago and has grown continually through carefullycrafted skills, ongoing technological innovation and service excellence. Led by several generations of the De Castro family, CGS Shopfitters has established a trusted reputation in the industry, backed by a superb team of craftsmen and workers who are all committed to unrivalled quality and service delivery. With hands-on involvement by a dedicated management team, CGS Shopfitters will continue to invest in technology and equipment, to maintain high standards with well-established skills and comprehensive services.

The most delicious, PERi-PERi marinated chicken on earth

economies, supporting the agricultural sector and proving to the world that South Africans take second place to nobody when it comes to great food, amazing hospitality and business acumen.”

our marketing, our corporate gifts and our staff uniforms are all designed with this heritage in mind.” The design of each restaurant and by proxy, the regional array as a whole - is consequently an integral part of the Nando’s image, and has Soulful experience subconsciously or not - played a vital All-told, the global Nando’s empire role in its overall attractiveness and now stands at more than 1,000 appeal to potential customers. restaurants, with more than 300 in As Head of Design, Spinks knows South Africa alone; van Niekerk musing all too well, this facet takes on even that the business has become an even further importance in South Africa bigger and more successful export of where the initial image was incepted. the country than Charlize Theron. “In South Africa we have made a “At Nando’s we feel passionately commitment to South African design. about our brand which is steeped in a We are privileged to be at the source rich heritage,” she says. “Each country of the fire and soul that fuels Nando’s, has developed its own DNA drawing and the new aesthetic that was extensively from this heritage to discovered at Nando’s Central Kitchen ensure that we don’t forget where we and has now evolved into the look came from and what we are about. and feel of each and every one of the “We are deeply rooted in our Afronew restaurants in South Africa,” he Portuguese heritage which, in turn, emphasises. “Being able to work with is reflected in all we do ranging from the wealth of creatives and skilled our menu through to the design of our crafts-people at home has allowed restaurants and even up to the Afroour designers to rethink the way Luso music which we play everywhere. they approach design and challenge “Anything Nando’s related, including themselves. The result encompasses

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T +27 11 402 4440 E quote@cgsshopfitters.co.za

www.cgsshopfitters.co.za

PRO TIMBER

ro-Timber cc is one of the leading shop fitting companies that take pride in giving our clients the best quality workmanship and service to ensure complete satisfaction. Services include high standard restaurants, office buildings and retail shops designed by some of the leading recommended design architects. Each project includes the use of the highest quality computerised machinery and expert hands on manufacturing that allows us to deliver the best quality craftsmanship on time. Some of our reoccurring clients include Nandos, Mythos Restaurants, Hinterland Restaurants and Cotton On retail groups. T +27 12 653 0617/1740 E info@pro-timber.co.za yolandi@pro-timber.co.za

www.cgsshopfitters.co.za Telephone: 011 402 4440 28 Siemert street, Doornfontein, Johannesburg, South Africa

Inspired by leading European trends, CGS Shopfitters has a state-of-the art production facility equipped with computerised machinery, technological tools and modern factory equipment. Our production capabilities are supported by a substantial fleet of vehicles that dispatch products and customised items across cities and provinces.

WOOD CONSTRUCTING SPECIALISTS

Providing high quality shop fitting services in South Africa

PRO-TIMBER cc +27 (0) 12 653 1740 (t) +27 (0) 12 653 1740 (f) admin@pro-timber.co.za

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WOODLAM-INTERZIGN

oodlam-Interzign, based in Gauteng, has been manufacturing moulded plywood and solid wood furniture to the hospitality and contract industry since 1991. We have been a proud supplier to Nando’s for the past 15 years. We use timbers sourced from sustainable managed forests from South Africa and overseas and all our chairs and tables are crafted to present the best possible design and quality for use in restaurants, bars, fast-food restaurants, receptions, bistros, pause areas and boardrooms. Our clients will always feel that our team is working to give the best experience when meeting Woodlam-Interzign.

www.woodlam-interzign.co.za Proud to provide a first step for South African youth

the soul of a Nando’s. “Nando’s is differentiated through its approach to design which looks to create unique spaces that stimulate senses of the customer, while enjoying the soulful experience of being in a Nando’s.”

Continuously upgraded

The end result is an atmosphere and surroundings that makes customers feel at home, balanced with a dining experience and flavour that certainly could not be recreated in their own

kitchens. This consumer experience is the result of many peripheral and background activities though, incorporating the cooking, design and everything in between; all carefully structured for optimal efficiency. “In South Africa we have around 300 restaurants and continue to grow the footprint each year using a market planning instrument which we developed locally for the brand,” van Niekerk explains. “In addition to this, we also invest extensively into

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restaurant upgrades, averaging about 40 a year. “Our design platform is continuously being upgraded and we don’t have a static look and feel, instead we design each location specific to the customer profile in that area.” From a product and process perspective, the same level of innovation is instilled with continual renovations of restaurant kitchens and equipment geared up to facilitate fluctuating consumer trends and advanced technological opportunities. And driving such innovations of course, are the people, whom Nando’s believe hold the key to its ongoing success. Van Niekerk continues: “Nando’s is a brand with a very strong focus on our people. One of our mantras is, “it’s the people that make the chicken”, and if we can play a meaningful role in growing and improving our ‘Nandocas’’ lives, then everybody grows.

inter zign chairs & components since 1991

www.woodlam-interzign.co.za Tel: +27 11 835 2385 Design: Planet chairs

info@woodlam-interzign.co.za

Photos: www.freshphoto.co.za

H1 Building Projects has the perfect solution to all your construction needs at great competitive prices. A leader in construction industry within South Africa. Addresss: 32 Howard Avenue, Benoni, 1500, South Africa 083 600 9814 â&#x20AC;˘ maxhpe@mweb.co.za

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“Nando’s is also committed to job creation in South Africa [currently employing around 9,000] and is a founding partner of the Harambee youth accelerator initiative, an organisation focused on sourcing, training and placing unemployed young people from disadvantaged backgrounds into first time jobs. “We are proud of our commitment to providing a first step for South African youth.”

Sensory experience

Pride, passion, courage, integrity and family are all key pillars on which Nando’s’ personnel strategy is built and will continue to hold the business in perfect stead for its future goals of ongoing growth and societal enrichment in South Africa. “We would hope, as we continue to grow, that we play an ever-increasing role in consumers’ lifestyles. We would like to see our customers dining in more of our beautiful restaurants whilst enjoying our healthier product offering,” van Niekerk states. “[Looking forward] I would expect to report that Nando’s is recognised by its customers in South Africa for its progressive view on design, and for its contribution to the local design community while developing

The PERi-PERi experience is a worldwide obsession

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300 Nando’s has around

restaurants in South Africa

a collection of beautiful Nando’s restaurants,” Spinks adds. In turn, it is expected - and history supports the notion - that Nando’s’ global prominence will thrive as a result of the strategies put in place in South Africa; the heart and soul of the Group continuing to drive what has already become a worldwide obsession with the PERi-PERi experience. “The global offering resonates strongly with its South African roots,” Spinks says. “This is a product that’s taken to the world, and the world has fallen in love with it. “Naturally, there are aspects of the business that have been honed to the markets where we have taken the brand; staffing, corporate governance and subtle culture essentials must become part of operations in markets around the world. “But our essential product remains true to its roots: the most delicious PERi-PERi, flame-grilled chicken on earth served in an environment that’s warmly welcoming. These are essentials of our brand that fuel our growth. “The Nando’s package delivers a sensory experience, to indulge all your senses, to relax, to feed both your body and your soul; and to return to again and again.”

Taking a progressive view on design

The global offering resonates with its South African roots

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Integrated Agribusiness ZIMBABWE’S PREMIER

Progroup has been carefully evaluating ways to diversify its operations and expertise to remain a prominent leader in the country, and combat the economic challenges presented by Zimbabwe’s wider economy Writer: Emily Jarvis • Project Manager: Sammy Wilkinson

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eading Zimbabwean agribusiness, Progroup Holdings has demonstrated a multifaceted approach to operating in the nation’s fluctuating economic climate since establishment two decades ago; adapting and diversifying its operations to cater for the fast-moving consumer goods (FMCG) market, manufacturing and retail industries. Comprised of three divisions that focus on adding value to local industry - namely Profeeds, Probrands and Probottlers – Progroup has leveraged the trading background of its longstanding executive staff to enter the aforementioned sectors with a high level of confidence; selling quality products at a competitive price that are backed by an innovative and creative brand strategy. Driven by a young and dynamic team forged from an initial foray into trade through Produtrade, Progroup’s CEO and Founder, Nigel Philp has long placed emphasis on the importance of having a local workforce and building strong international business partnerships; attributing the Group’s empowered executive team and unparalleled loyalty to one-another as two key factors that have seen it through Zimbabwe’s challenging business environment: “Our customer-facing business is built on the relationships we have with our suppliers, customers and partners. This is an area I place a personal focus on nurturing, which has allowed Progroup to stand the test of time,” he says. “We have had the advantage of being a small, private Company with the ability to make quick, informed decisions and enforce short lead times, all of which makes us stand out from the competition in a fast-changing environment.” Given the Group’s extensive expertise in the agricultural commodity market, this year, Progroup is to capitalise on the

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BJK INDUSTRIES (PTY) LTD

stablished in 1997, BJK Industries (Pty) Ltd is a producer and distributor of quality proteins, animal fats, oils and minerals for application in pet food, livestock feed and aqua feed recipes. BJKâ&#x20AC;&#x2122;s infrastructure consisting of warehouses, cold stores and a centralised rendering plant located in South Africa enables us to service the African continent with its feed ingredient requirements. Our focus on quality, reliability and nutrition ensures that only the best ingredients are delivered directly to your factory door in full and on time. T +27 21 701 1465 E info@bjk.co.za

The Group has extensive expertise in the agricultural commodity market

rapid growth trajectory of its Profeeds business, with the aim to serve in excess of 10,000 SME Zimbabwean farmers; refining its supply chain management to create the best possible quality stock feed nationwide. This is in addition to the continuous improvement across its other divisions in its bid to help the country become a hub for investment once more.

Poultry pioneers

Over the past five years, investment into Progroup has reached levels closeto US$10 million spanning all parts of the value chain; including machinery, product development, upgraded capacities, raw materials, storage and distribution. Since the launch of its Profeeds business in 2007 in particular, sales have grown from 5,188 annual tonnage in 2009, to 115,376 in 2015. â&#x20AC;&#x153;Profeeds has reached a massive growth trajectory following our infancy years, which resulted in the need to increase our capacity quickly and

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www.bjk.co.za

STEAM TEAM

Profeeds has reached a massive growth trajectory following our infancy years, which resulted in the need to increase our capacity quickly and effectively to keep up with demand

team Team offers a range of products, services and solutions in the use of steam and energy for industrial plants in Southern Africa. Our area of expertise and product range covers boilers, steam reticulation, process heating, waste heat recovery, flue gas pollution control, steam injection, power generation and related technical services. In addition, with our experience across a wide range of industries, STEAM TEAM offers clients exceptional design and project skills to undertake heating system detailed design; and fully implement improved, more efficient systems and process equipment.

www.steamteam.co.za

Steam Team has designed, installed and maintained steam heating systems throughout the Southern African region for 30 years. We focus on achieving the lowest overall cost of process heat for our customers. We are very grateful the Pro Brands Group have used our expertise and services to improve their operations.

South Africa Office: Dowerglen, Gauteng T: +27 11 454 6511 T: +27 11 454 1210 F: +27 11 454 6511 info@steamteam.co.za sales@steamteam.co.za www.steamteam.co.za Zimbabwe Office: Masvingo T: +263 39 264 195 F: +263 39 262 572 steamaccounts@mweb.co.zw steamteamzim@yahoo.co.uk

Few people realize that over 60% of everything we eat, drink, touch or use in the modern world has been manufactured or processed using steam at some point. Steam is still the most widely used, versatile, efficient and effective way of heating products and processes. It is sterile, non-toxic, environmentally friendly and easy to control.

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IRVINE’S AFRICA (PTY) LTD

ervicing the sub-Saharan African region, our product range is tailored to fit your commercial livestock, poultry or feed milling needs. We pride ourselves on sound quality products at competitive prices. Our comprehensive portfolio includes animal nutrition, health & hygiene, packaging, equipment & housing, broiler hatching eggs and custom procurement services. With a special emphasis on logistics, our aim is to ensure your orders are delivered to you your way right away, regardless of where you are in Africa. Irvine’s Africa is a family business grown through strong customer relationships, a cost effective quality product offering, sound technical support and logistical expertise.

Profeeds’ chick delivery vehicle and exhibition

effectively to keep up with demand. In addition to funding the continuous expansion of the plant from 2010 to 2013 with small to medium upgrades that took our capacity up to 4,000MT a month, in 2013 we embarked on a $5 million investment to upgrade our plant from a 4,000MT capacity further to 12,000MT,” explains Philp. Meanwhile, the Company also increased its retail footprint and further developed the product range to include high-end equestrian, dog, fish, rabbit, beef and dairy feed. “Our main focus continues to be the small-scale poultry farmer. In 2010, after forming a key partnership with Irvines Zimbabwe, the country’s largest chicken producer, we became the first feed company to tap into this informal market and become a pioneer for its development,” he adds.

Helping small-scale farmers

Through the Profeeds’ innovative three-phase feeding approach, the

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NUTRITION – ANIMAL HEALTH & HYGIENE – EQUIPMENT – HOUSING – PACKAGING – CUSTOM PROCUREMENT

In 2010, after forming a key partnership with Irvines Zimbabwe, the country’s largest chicken producer, we became the first feed company to tap into this informal market and become a pioneer for its development

For more information, visit our website www.cilofreight.com

Regional & Local Transport Services and Logistics

Freight Logistics Freight Forwarding Customs Handling & Consultancy

Cell: +263 772 332 201 Email: katsidzirac@gmail.com takundachiduku@yahoo.com

5907 Rusike Phase 2 Rusike Park Marondera, Zimbabwe

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Company helped small-scale farmers reach slaughter targets within five weeks, beating the likes of animal feed competitors by one to two weeks. Today, the Company has 42 Profeeds Centres that sell direct to the SME customer. “An important part of advancing our Profeeds business has been monitoring the latest industry trends and identifying key differentiators that set us apart. Implemented in the past six months, we have created Profarmer and Prosable, two outgrower models that bridge the gap between the SME grower and more formal markets. Philp’s dream is to make 1,000 SMEs in excess of $1,000 a month. He continues: “These two models supply chicks, feed and veterinary products on credit with extension and monitoring services for the growing period followed by an off-take of the chicken through market linkages. We will be branding these as Zimbabwe’s Special Brand which will target

retailers to give shelf space to these local, grassroot growers.” Working closely with Irvine’s Zimbabwe, Profeeds has deployed a specialised training programme for Zimbabwean farmers as a freeof-charge empowerment tool and demonstration of the Group’s wider commitment to social responsibility.

Diverse products

Since rebranding and revolutionising its product appearance in 2009, Probrands has been keen to place emphasis on locally manufacturing its products rather than importing finished goods so as to create a more sustainable business model. “By focusing on distribution to major local retailers and wholesalers, we are well-positioned to capitalise on our target market of low to medium income customers. Probrands has quickly established itself as a top 10 supplier with the most routes to market,” highlights Philp. With a firm foothold in the local retail market, the Company also made its debut in the dairy sector 18 months ago, manufacturing cultured milk. “We are further developing this sector and commissioning a $2.5 million long-life milk processing plant, scheduled for completion in the second half of 2016,” he further notes. Having made great inroads into the crush and cordial sector via its third core product market through Probottlers, Progroup has a keen eye on further ways to expand its range and reach. Philp adds: “In the last quarter we have launched a carbonated soft drink brand FIZZI, which faces strong competition but we are confident that we will see an increase in current volume order.”

Hub for business growth

Progroup’s warehousing, distribution and storage facilities comply with all the relevant quality and health & safety requirements

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Progroup has been riding the economic wave in Zimbabwe and by diversifying its offering to stay afloat and contribute to the country’s GDP.

Dairy Burst bottling line

By focusing on distribution to major local retailers and wholesalers, we are well-positioned to capitalise on our target market of low to medium income customers

Probrands head office

Striving to be regarded locally as an employer of choice, the Group is doing all that it can to add further value for its brands, workforce and customers. “Zimbabwe has been through a tough 50 years from UDI in 1965, entering more promising waters in the late 1990s and finally through a difficult hyperinflation era to the present day. However, I believe our country has the opportunity to attract investment. Being a dollarised economy, we have a massive opportunity to rebuild our agricultural sector to once again be the breadbasket of the region. Zimbabwe is full of good, hard-working people and has an abundance of natural resources from water, land, minerals, game and scenic beauty,” says Philp. Progroup has been on a journey full of trials and tribulations, often falling prey to the uncontrollable economic changes that directly affect indigenous businesses. Despite this, the Company today proudly employs more than 900 people, with a turnover of more than $100 million a year. Philp says he is excited about creating a sustainable business future and is impressed with the solidarity of its people throughout the value chain: “I am incredibly grateful that we have been able to get through these tough times with the same passion and attitude towards business that we have had since the beginning. I’d like to thank and make special mention to all those who have helped to realise my dreams for the Company along the way. These people have challenged me, supported me and helped me grow as an individual.” He concludes: “Zimbabwe can become a powerful regional hub again, but with the current commodity slump and the weakening currencies of our neighbours, we have our work cut out. Progroup is not going anywhere, so we have to deal with the pack of cards that have been dealt. We have to fight hard for every sale in a shrinking market and ensure our efficiencies cover the entire value chain.”

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ame AGRO-MARKETING & TRADE AGENCY (AMTA) NAMIBIA

In line with Namibia’s Vision 2030, AMTA’s horticultural expertise have been instrumental in the development of the country’s agri-trade system Writer: Emily Jarvis • Project Manager: Sammy Wilkinson

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Access IMPROVING

HORTICULTURE

ligning with the Namibian Government’s Vision 2030 economic goals to showcase its long-term commitment to facilitating the country’s agri-trade, AMTA strives to ensure food security at both a national and household level through the development of the most relevant value-add horticultural investments. Proud to have launched its first shipment of grapes to the Netherlands in December, 2015, AMTA is coordinating closely with the Government and its programmes aimed at contributing to production, processing, marketing and distribution of fresh produce, to further enhance trade and encourage export opportunities for local businesses. One of the ways the not-for profit organisation is facilitating this is through the construction of a 10,000 square metre fresh produce business hub in the country’s capital city, Windhoek, with direct links to the Port of Walvis Bay; in addition to two further 5,000 square metre hubs in Rundu and Ongwediva. “The development of FPBHs has its roots firmly in line with Vision 2030, as well as in line with the Green Scheme Policy from the Ministry of Agriculture, Water and Forestry (MAWF),” says the organisation.

Fresh Produce Business Hubs

The Hubs are in direct response to the MAWF and Namibian Government’s rationale to improve rendering services to crop procedures in order to increase food production, thereby contributing to food security and nutrition through investment in bulk cold storage, marketing and providing access to the logistics and shipping facilities required for small-scale farmers to export produce. “The facilities are very important in that they will represent a platform for farmers to market their produce as

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AMTA officials receiving training on grape grading which is one of the most important procedures to be followed in post-harvest handling as it determines the quality, shelf life and price of the fruits The Kalimbeza Rice Project in Katima Mulilo is just one of the small-scale businesses benefitting from AMTA’s horticultural connections

well as provide a commonplace where local retailers can source their produce for distribution in the domestic and international markets. Furthermore, they will also potentially contribute to skills development and skills transfer to Namibians who will be employed in processing and value addition facilities,” AMTA adds. The Windhoek Hub will have a laboratory that is able to carry out physical, biological and chemical tests and other agronomy requirements that have been inaccessible by small-scale farmers in Namibia prior to AMTA’s influence. “FPBHs will create opportunity through industrial activities such as sorting, cleaning, grading, juicing, packing, branding, drying, bottling and canning specifically,” the organisation explains. It is common knowledge that the absence of these facilities has resulted in a substantial tonnage of Namibian

fresh produce being marketed through third parties or countries. AMTA further highlights: “As a result, Namibian consumers suffer the most, as they have to pay the transportation and foreign handling charges, which are passed onto them.” The development of the FPBHs is designed to mitigate such costs, while improving Namibia’s trade balance for

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68,000MT AMTA is looking at ways to expand its capacities in order to provide a more reliable, sustainable supply of food for the country’s growing population

the commodities in question. Plans are in place to establish satellite offices to complement the initial Hub offering and save money for even more local businesses and consumers.

National strategic food reserve

At the other end of the spectrum, AMTA maintains Namibia’s national strategic food reserves to make sure the nation is generating, and even importing, enough food to feed its people. With current operations spread across Katima, Mulilo, Rundo, Okongo, Omuthiya and Tsandi, the organisation is looking at ways to expand its capacities in order to provide a more reliable, sustainable supply of food for the country’s growing population. “Our current capacity is 18,900MT, which we intend to increase drastically to reach the target of 68,000MT over the coming few years,” notes AMTA. With last year’s continuous dry spells

during the rainy season impacting the agricultural industry, AMTA’s Managing Director, Lungameni Lucas, set up a “Think Tank” team consisting of key technical staff, who meet every three months “to touch base, to monitor and evaluate our progress as per our strategic plan”. The organisation’s other objectives include familiarising itself with agricultural and horticultural projects around the country, having met with several smallscale businesses during a strategic tour of the Zambezi region, including the Kalimbeza Rice project and the Katima Mulilo silos. By scheduling several tours around Namibia, AMTA hopes to continually improve its understanding of the effects that variables such as the weather can have on yields and connect more businesses to its horticultural service offering.

Vision 2030

The future of Namibia’s horticultural industry becomes all the more promising with the involvement of the AMTA, with a whole host of benefits and advantages created by stimulating domestic economic activity. Essentially, these include: local employment creation, technology and skills transfer; quality produce assurance; the creation of affordable access to nutrition; increasing the international market share and reach of domestic produce; and ultimately, increasing foreign currency earnings from horticultural exports. The organisation summarises: “The development of the horticultural value chain has always lagged behind in the country’s food industry, so much so that the marketing and distribution activities of horticultural produce have to a large extent been driven from outside Namibia. This situation is not tenable if we are to achieve the vision 2030 objective of industrialisation, national and household food security and improved nutrition, which we are fully committed to.”

WE DON’T DO FAKE

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Adding value to the country’s food industry by boosting food security and improving nutrition

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Menlyn Shopping Centre refurbishment

GHC Africa is looking to continue bolstering its reputation on the continent by focusing on the high quality finish of its projects and the delivery of an attentive service to all clients, big and small Writer: Emily Jarvis Project Manager: Stuart Parker

HC Africa Project Management has built a prominent and reputable portfolio that spans the continent, representative of its competitive positioning in the industry for the past quarter of a century. Cementing ties with strategic business partners along the way, the Company has grown in tandem with regional industry trends and answered the exacting demands of clients with a proposition that focuses on areas of construction management, commercial

management, development management and tenant coordination. With initial business on the continent commencing in 1993 under Neil Graham & Associates, the Companyâ&#x20AC;&#x2122;s rapid expansion dictated the need to expand its service offering and create new ways to add value for a growing number of customers. GHC Africa was borne out of a rebrand and desire to develop a full-service project management company. â&#x20AC;&#x153;Since the rebrand in 1998, we have been able to push the boundaries of project management and challenge

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CKR CONSULTING ENGINEERS

ver the past three decades, the CKR Group has become a global player in the multidisciplinary MEPDF consulting fields. CKR operates from offices in Johannesburg, Cape Town, Durban and Pretoria offering full coverage of South Africa and the African region. CKR global operations include offices in Dubai, Chennai and Qatar. By offering a diversity of consulting services, we afford our clients the choice of all-encompassing MEPDF and IT Engineering Services with numerous benefits of providing Value Engineering, Supervision and Overall Integration of the various engineering disciplines under a single platform.

Awards The West Hills Mall and Sandton City refurbishment projects won the SAPOA excellence award in 2015 and 2012 respectively GHC Africa received the PMR’s Bronze Arrow Award for Project Management in 2015

West Hills Mall

Sandton City refurbishment

the norm, simultaneously expanding our own knowledge of operating in African markets and passing the benefit of our broad experience onto our clients,” says Nick Brown, Director, GHC Africa. This ethos towards doing business in Africa runs in tandem with the Company’s ability to adapt to the ever-changing construction landscape, demonstrating GHC’s flexibility when working with crucial variables such as space requirements, competitive pricing and ensuring a consistent high quality finish each time. “We believe we have found a better way to manage construction projects,” Brown says. “We do this by better understanding our clients’ needs and interpreting them into deliverables. We bring together the necessary expertise and control and actively monitor each aspect of a project to achieve timely, optimum completion.” In furthering its total business proposition, GHC recently launched Origin Project Management; a 51

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www.ckr.co.za

MDS ARCHITECTURE

DS Architecture is renowned for thoughtful yet commercially pragmatic design in retail developments, offices, hospitality and leisure, residential buildings and interiors. Our award-winning practice has a proud reputation spanning more than 60 years and is based in Johannesburg, South Africa. MDS Architecture brings business knowledge to commercial project developments, as evidenced by our extensive portfolio of work throughout Africa and the Middle East. The Partners represent a winning combination of years of experience and fresh talent to ensure that clients’ commercial imperatives are met within the context of excellent design.

www.mdsarch.co.za

ENGINEERING EXCELLENCE THE FULL PACKAGE CKR offers professional engineering services in the following fields:

· Electrical · Electronic · ICT · Mechanical · Fire Services · Wet Services

The Oval, Ground Floor, East Block Wanderers Office Park, 52 Corlett Drive, Illovo, South Africa Tel: +27 11 217 7300 | Fax: +27 11 217 7335 e-mail: office@ckr.co.za | website: www.ckr.co.za

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percent black-owned South African entity that it hopes will open new markets previously inaccessible to GHC. “Origin Project Management further showcases GHC’s long-term commitment to the continent’s development,” says Ivo Riva, Joint Managing Director (MD), Origin Project Management.

DELIN CONSULT

elin Consult is a multidisciplinary engineering firm that provides technical, financial, institutional, and management consulting services to both private and public sectors across Ghana and the sub-Saharan African region.

Leading from the front

Offering real input and value right across the project spectrum, GHC has been capitalising on the recent trend, and subsequent demand for, megaprojects in populous areas of East, West and South Africa. Riva explains: “Over the past four to five years we’ve experienced a bias towards retail projects, some greenfield developments, such as the US$2.5 billion Mall of Africa, and other brownfield redevelopments; including Menlyn Shopping Centre and the flagship Sandton City. This trend looks

Ghana has been at the epicentre of GHC’s Africa retail focus having established an office here in recent years

Our objective is to establish a development partnership with our clients and to place at their disposal our knowledge and experience acquired through our involvement in various types of engineering projects. Our quality guarantee is ensured through the personal involvement of our senior partners in every project. Our senior management team is ever present seeking at all times to maintain a proper balance between the clients’ needs and our capabilities.

Refurbishment of Protea Court, Sandton City

set to continue over the next two to three years with our involvement in megaprojects planned for Tygervalley, Southgate and Mimosa, as well as further redevelopment at Menlyn, Midlands Mall and Sandton City. That said, there is a definite upturn in the commercial office space sector - both medium and high-rise prospects - and we are once again looking into the rollout of affordable and ‘RDP’ housing as well as holding talks to build yet another hospital.” Brown adds: “Ghana has been at the epicentre of GHC’s Africa retail focus having established an office here in recent years. The US$100 million West Hills Mall and the US$60 million Achimota Mall just a taster of the Company’s completed projects; with Kumasi City Mall, Ecobank’s head office high-rise building, Phase 2 extension to Accra Mall and the new Terminal 3 at Kotoka International Airport promising to add even further variety to its US$500 million African portfolio.

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www.delincl.com www.delinhr.com

NOVUM STRUCTURES

ovum Structures is one of the world’s most recognised providers of design-build service for bespoke architectural steel structures with integrated cladding. Our mission is to produce and construct architectural structures and their enclosure for diverse clients through the application of innovative technology, excellent engineering and strong emphasis on client satisfaction. Novum’s service include developing and engineering a design, the fabrication and also the installation of the structure. Providing our customer a complete design-build solution. T +27 11 462 5701 E info@novumstructures.co.za

www.novumstructures.com

> > > > > > > > > > > > > > > > > > >

Transportation & Traffic engineering Infrastructure design & services Highway & Bridge engineering Safety & Environmental Audit Structural engineering Feasibility studies Environmental Assessment Tender Documentation Water & environmental engineering Construction Management Corporate & Workforce Recruitment Pre-Contract Services Soft skills training Construction Management Payroll outsourcing Contract Management Site Investigation Institutional capacity building Environmental Assessment

2nd Floor, Diamond House, Off Starlets 91 Rd., Accra, Ghana P.M.B. 4, TUC Post Office, Accra Tel.: 0302682417 / 0302631086 delin@delincl.com, delinhr@gmail.com www.delincl.com, www.delinhr.com

Traffic Impact Assessment West Hills Mall, Accra

Traffic Impact Study Accra Financial Centre

Traffic Impact Study Junction Mall

C i v i l E n g i n e e rs a n d H R M a n a g e m e n t C o n s u l t a n t s

Structures + Glazing + Membranes Structure + Glazing + Membranes

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Complex Structures with Integrated Cladding

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“Zambia has been another important market for us, having completed the US$120 million Levy Junction Park project, a mixed-use development comprising retail, hotel and an office component,” Brown notes. Adding to its recent launch of Origin Project Management, GHC is also considering geographic expansion opportunities in Rwanda, Kenya, Nigeria, Mozambique and Angola; making strategic decisions in tandem with its partners on a case-by-case basis. “Based on our past successes in delivering projects on time and within budget, under challenging conditions, we have a good order book going forward,” Brown explains. Complementing its reputation, strong portfolio and service offering is GHC Africa’s ability to “lead from the front”, while remaining focused on the job at hand and the goals that need to be achieved to deliver a project. He says: “We are proud of our retention history and multiskilling capabilities when it comes to our staff. Our company culture is a crucial differentiator which brings a whole host of proficiencies to all the projects we undertake. We offer a no-nonsense attitude to business and service excellence; aiming to give 110 percent to our clients and colleagues every day.”

Kumasi City Mall in Ghana

Ecobank Building in Accra

Sound philosophy

GHC has learned to operate with one unified strategy in every country in which it conducts business; a strategy that has served to solidify local relationships and continues to open up new horizons in terms of further business opportunities. “We find that our philosophies and culture do not have borders, and these are sound best practices that we apply wherever we go,” highlights Brown. “Our strength is to deliver projects despite the challenges with which we

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Menlyn Shopping Centre refurbishment

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are faced, and these are numerous in Africa. It is all too easy to delay taking action or simply accept the status quo when working out of one’s comfort zone. The key is to continually drive for results while respecting and recognising the different cultures and working environments based on individual merit.” Going forward, GHC Africa and Origin Project Management will continue to place emphasis on building those all-important local relationships that mark a crucial differentiator for those who succeed in construction and project management in the long-term. Brown details: “GHC’s work outside South Africa was initially fathered by the Company’s local presence and it is these continuing relationships that continue to open up new horizons and opportunities across the continent. Solid relationships, our reputation and the understanding that we are only as good as our last project drives our

Specialising in the fabrication & erection of steel structures according to client specifications

Telephone 011 762 1070 Email info@ltsstructural.co.za www.ltsstructural.co.za

progress and success today. “Importantly, we treat every project as a key project and attach the same value to its successful delivery. Often, small successes lead to bigger projects and therefore, even a small project has the potential to either harm or boost our reputation. We give all our projects respect.” Targeting key growth markets on the continent and focusing on both local and international clientele, GHC Africa is looking to sustain the same growth levels it is experiencing now, well into the future. “By consistently providing a bespoke managed service to our clients while being able to provide a balance between international expertise and local knowledge, we expect to remain the go-to Company for construction and project management services down the line in South Africa and across the continent,” Brown concludes.

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REAL ESTATE

STANLIB Kenya is capitalising on a lucrative indigenous market as a leader in fund management, while exploring international opportunities to cater for customer demand Writer: Emily Jarvis Project Manager: Stuart Parker

TANLIB Kenya is a leading fund manager in the East African region with a strong track record over the years, managing assets for a wide array of clients including pensions, endowments, parastatals, corporates, governments, NGOs, churches, savings and credit co-operatives, and charitable organisations. Reflecting a proud heritage of real estate innovation, STANLIB was an active participant in the engagements

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between real estate professionals and the Kenyan regulatory authorities which gave rise to legislation enabling the creation of Income (and Development) Real Estate Investment Trusts (“I-REITs” and “D-REITs” respectively). Once the enabling legislation was in place, STANLIB Kenya implemented a project to build the framework of Kenya’s first I-REIT. This was followed by the November, 2015 Initial Public Offer (IPO) which culminated in the listing of the STANLIB Fahari I-REIT. In

INNOVATION listing of the STANLIB Fahari I-REIT. In addition to raising equity capital, this listing introduced the REIT sector to the Nairobi Securities Exchange. Africa Outlook caught up with the REIT’s Chief Executive Officer, Anton Borkum about STANLIB’s past, present and future; as well as its forecasts for the industry at large. Africa Outlook (AfO): Could you firstly talk me through the wider Group structure of the business; its current geographic footprint, its

portfolio size, and the current range of services and solutions offered by STANLIB in Kenya? Anton Borkum (AB): STANLIB is a leading asset manager with onthe-ground operations in 10 African countries. It is among the largest unit trust companies by market share in South Africa. STANLIB manages and administers more than R560 billion (US$ 46 billion) in assets for more than 437,000 retail and institutional clients across Africa (as at end June, 2015). It offers a range of investment capabilities.

STANLIB Kenya is the Asset Manager of the STANLIB Fahari I-REIT, Kenya’s first REIT listed on the Nairobi Securities Exchange. As such, STANLIB Kenya is responsible for all elements of the Fund’s operation and performance. AfO: Why in particular are you bullish on real estate in Kenya? AB: The Kenyan economy has enjoyed a number of years of GDP growth in excess of five percent per annum. This is expected to continue, with research houses such as The Economist

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JHI AFRICA

HI Africa is a proud subsidiary of the Excellerate Property Services Group of Companies.

Excellerate is Africa’s leading trusted provider of fully integrated, selfperforming property solutions that deliver quality, cost-effective results.

Greenspan Shopping Mall: A modern shopping mall within the middle income area of Donholm, approximately 15 kilometres to the east of the city centre of Nairobi

estimating Kenya’s real GDP growth for 2015 at 5.4 percent, with medium-term growth thereafter predicted around six percent; according to the EIU Country Report, Kenya October, 2015. Such economic growth is stimulated by a rapidly urbanising population. 2010 statistics estimated that 22 percent of the Kenyan population resided within urban areas, and this is expected to exceed 50 percent by 2050, according to the World Bank 2011 Report; Developing Kenya’s Mortgage Market. A 2013 Government-commissioned report - Hass Consult/KPDA State

of Development Report Q4 2013 estimated annual housing demand at 200,000 units, which is significantly above the annual supply of 35,000 units. Urbanisation, together with an influx of expatriates working in Kenya for international firms and growth in personal wealth have led to significant increases in residential house prices. By 2014, economic activity related to real estate in Kenya had grown so much that the property sector was estimated to be the fourth largest contributor to the national GDP, according to Knight Frank’s Kenya Market Update for the second half of 2014.

Anton Borkum, CEO, STANLIB Fahari I-REIT Anton Borkum, 42 years of age, is currently the Chief Executive Officer of the STANLIB Fahari I-REIT. He was appointed to this position on 1 July, 2015. Prior to that, Anton previously held the position of Head of Direct Property Investments at STANLIB East Africa. Anton has imore than 10 years’ real-estate finance and investment experience. His duties include overall accountability for the performance of the REIT (as REIT CEO), as well as oversight over STANLIB’s property investment and real estate advisory activities in East Africa. He holds an MBA from Bond University and an MSc from Pretoria University, and has played significant roles in the structuring, negotiation and execution of many property transactions. Prior to STANLIB, Anton worked at Liberty Holdings as the Head of Group Corporate Finance.

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JHI Africa unlocks opportunities as a property services and advisory company in the areas of property development, leasing, sales and management. It leverages off Excellerate’s extensive knowledge and experience, technical capabilities, group synergies and its entrepreneurial drive to support the businesses of its wide client base by providing significant services that realise strategic goals, support efficiencies and protect the bottom line. Across the African continent, JHI Africa helps its clients be more competitive in the market place and adds value to their businesses. The team at JHI Africa and Excellerate believe that Africa offers great opportunities for those who have the vision, flexibility and determination to adapt and succeed. Excellerate operates in more than 11 African countries. Its Kenyan office is one of more than 30 Excellerate offices in Africa, all staffed by its operational network of experienced, dedicated professionals with excellent local country knowledge. With its growing African footprint, Excellerate through subsidiary companies like JHI Africa, is setting the pace for property service excellence on the continent. Distinguished by its proud track record, Excellerate is a value-driven organisation that provides a wide range of integrated property solutions and services in Africa, delivered with excellence. Its extensive range of services include property management, transactional management, corporate real estate, facilities management and valuations and advisory.

www.jhi.co.za

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Bay Holdings Industrial Area â&#x20AC;&#x201C; Office property located along a main road within the main Industrial Area of Nairobi. The property is currently fully let

AfO: What specific customer and market trends are you subsequently observing in the Property Sector in Kenya then, and how are you responding to through your service offering? AB: The incentive for most Kenyan investors to invest in real estate is largely centred upon expectations of reliable capital growth. The challenge is to provide a real estate product which delivers capital appreciation, while at the same time provides a consistent income stream. With the listing of the STANLIB Fahari I-REIT in November, 2015, a new

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The challenge is to provide a real estate product which delivers capital appreciation, while at the same time provides a consistent income stream

product was introduced to the Kenyan investment market. REITs provide a mechanism for aggregating large pools of capital (on behalf of investors), which can then be deployed into real estate investments. In this manner they deepen the capital markets in which they operate. STANLIB Fahari I-REIT provides both retail and institutional investors with a listed investment product, with underlying exposure to the Kenyan real estate market. It provides investors with a transparent, well regulated, tax efficient investment structure, offering income and capital

Greenspan Shopping Mall exterior

L-R: Mr Bob Karina, Vice Chairman of the NSE; Mr. Geoffrey O.Odundo, Chief Executive, Nairobi Securities Exchange; Prof. Jacob Kaimenyi, Cabinet Secretary of Lands and Housing; STANLIB Ragional Director, James Muratha and John Ngumi, Chairman Kenya Pipeline Company share a light moment during the ceremonial listing of the STANLIB Fahari I-REIT at the NSE

returns as well as an opportunity for diversification into a new asset class, namely listed real estate. For international investors, STANLIB Fahari I-REIT offers exposure to the growing Kenyan economy with specific tax dispensation from the Kenya Revenue Authority, a transparent investment vehicle allowing investors to understand what they have invested in, accessibility, liquidity, returns from net rental income as well as capital gains and a regulatory oversight of the Kenyan Capital Markets Authority.

For international investors, STANLIB Fahari I-REIT offers exposure to the growing Kenyan economy with specific tax dispensation from the Kenya Revenue Authority Think Business Investment Awards, 2015

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TYSONS LIMITED

ysons Ltd are the independent property valuers for the STANLIB Fahari I-REIT, having been established since 1923. With our head office in Nairobi and branches in Mombasa, Nyeri and Kisumu, we offer real estate consultancy services in Kenya and throughout the East African region. OUR VISION To be the preferred valuation and real estate solutions provider. OUR MISSION STATEMENT To provide asset valuation and real estate solutions that meet global standards and constantly satisfy customer requirements. T +254 20 2222011/310660 E info@tysons.co.ke

www.tysons.co.ke AfO: How much of a local focus is there in regards to STANLIB Kenya’s employment and supply chain management strategies? AB: At STANLIB Kenya, we have a full complement of local staff while leveraging our strength in local expertise to navigate the local landscape and draw from the deep experience of our networks. The synergies obtained from such ventures bring out the best investment solutions for our target markets. For example, The Capital Markets Authority was pivotal in coordinating the involvement of different stakeholders in the process which led to the promulgation of enabling legislation. We would like to thank all our suppliers and advisors for their contributions towards the formation of the I-REIT and the success of the IPO, as well as all our STANLIB colleagues.

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10 African countries “We have an operational footprint across 10 African countries, and will consider opportunities where they make sense for our customers. As we expand our businesses across Africa, we aim to focus on alternative assets and transactions that yield real benefits to our customers and other stakeholders”

STANLIB Kenya also actively participates in CSR (corporate social responsibility) activities. We have a very active CSR committee which steers the annual activities that the STANLIB staff members participate in. AfO: Looking forward, if we were to speak again in three-five years’ time, what progress and development would you hope to see in the Kenyan listed property market? AB: We would like to see the successful listing of several other I-REITs and D-REITs. This will provide investors with investment choice, as well as comparable performance data for the listed property sector. In addition, REITs provide price disclosure in terms of buying and selling prices of their assets, and as more REITs are listed, it is anticipated that the market will benefit from greater trading activity in real estate assets, and the universe of publicly available data will grow.

Your Link to All Property Solutions. JUBILEE INSURANCE CENTRE

> Registered Valuers > Estate Agents > Managing Agents

1ST FLOOR WABERA STREET 1) Valuation of Land, Buildings, Plant, P.O. BOX 40228 - 00100 NAIROBI Machinery and Fittings TEL: +254 20 2222011/310660 CELL: +254 722 207403/734222002 2) Property Management EMAIL: info@tysons.co.ke 3) Residential Property Sales and Letting 4) Commercial Property Sales and Letting 5) Project Management 6) Real Estate Consultancy and Feasibility Studies www.tysons.co.ke

Tysons Ltd is proud to be associated with STANLIB KENYA LIMITED - the STANLIB Fahari I-REIT Promoter and Manager.

Think Business Investment Awards, 2015

Viva Africa Consulting LLP (VACL), a specialized legal and financial tax advisory firm, partnered with other top tier firms in Kenya to form a team that worked together towards delivering the first Real Estate Investment Trust (REIT) in Kenya. VACLâ&#x20AC;&#x2122;s key focus, being the tax advisor to the REIT, was to advice on all the aspects in the general REIT environment that had a tax implication on the REIT.

3rd Floor | Kiganjo House | Rose Avenue off Denis Pritt Road PO Box 50719 - 00200 | Nairobi T: +254 (20) 246 5567 +254 (20) 269 9936 F: +254 20 271 1016 info@vivaafricallp.com www.vivaafricallp.com

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Dar es Salaam Glass Works has evolved from a one-man show to become the premier operator in a burgeoning sector, and is now looking to replicate its successes further into East Africa Writer: Matthew Staff Project Manager: Stuart Parker

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or nearly 40 years, Dar es Salaam Glass Works has brought peace of mind and the highest quality operations to its ever-growing range of customers in Tanzania, and is now looking to leverage its influence further through expansions and diversifications across it service range and ultimately, its project portfolio. For 38 years, the Company has thrived in the Tanzanian capital through the design, fabrication and installation of high quality fenestration products including structural glazing, curtain walls, doors, windows, roof glazing, skylights, aluminium cladding,

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suspended ceilings, partition walls, louvers and shop fronts. Add an even more extensive array of sub-sectors within each of these divisions and it is no surprise that the business which began from humble beginnings is now the go-to operator in one of the continent’s most burgeoning construction domains. “Dar es Salaam Glass Works is responsible for the glazing of the largest projects in Tanzania, giving its customers the confidence they need to have the best quality solutions,” Chief Executive Officer (CEO), Sadiq Datoo notes. “From its origins in Bridge Street, Dar es Salaam Glass Works Limited has grown into the

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largest specialist glazing contractor and fabricator of aluminium and glass in Tanzania.” Focusing largely on the commercial market through customisable fit-outs and installations, careful honing of relationships, driven by the now expected levels of unrivalled quality, have combined to make the Company an indigenous success story worthy of some of the city’s most iconic builds.

Turnkey capabilities

A potent duality of catering for almost every aspect of a building, with a portfolio that comprises the majority of significant constructs in Tanzania especially eliminates any cause for

concern that Dar es Salaam Glass Works has in terms of market competition, but this is certainly not to say that the business rests on its laurels or has become complacent in any way.

The pressure of maintaining a reputation as a regional leader - as the Company proudly is across glazing and interior glass fabrication in East Africa - is offset by the business’s continuous strive to find new projects and make its mark in the public eye. Consequently, Dar es Salaam Glass Works has played a key role in the development of airports in Kenya, the very first green certified building in Tanzania and the once tallest building in the latter country; standing at 24 storeys high. Once again, it is the Company’s turnkey capabilities which set it apart as a potential partner as well, with all

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projects carried out done so on more than one basis; developers making the most of Dar es Salaam Glass Works’ ability to provide a bespoke package in each case. For the aforementioned - now fifth largest building in Tanzania - PSPF Golden Jubilee Towers, the Company demonstrated its experience and expertise across structural glazing, aluminium composite panels, energy saving glass, internal office partitions, automatic doors, glass lifts and skylights; while the NSSF Waterfront House project allowed for areas of cladding, roofing, space decks and balustrades to flourish. The city’s International Labour Office offered further opportunities for Dar es Salaam Glass Works to showcase its skills, while The Kilimanjaro Hyatt Regency in the capital city enforced the business’ variation in terms of sector demographic, as well as product provision.

I can proudly say that most buildings in East Africa are one of ours, and we are close to announcing some new products in the near future which we are also excited about

“I can proudly say that most buildings in East Africa are one of ours, and we are close to announcing some new products in the near future which we are also excited about,” Datoo enthuses.

High quality supply and fitting

Equally contributory to the Company’s success, alongside its renowned project portfolio and product offering, is its much more all-encompassing culture of local enrichment outside of its core operations; namely embracing an almost exclusively Tanzanian approach to employment. “As a local Tanzanian company, Dar es Salaam Glass Works is an equal opportunity employer, employing more than 200 mainly local Tanzanian staff who it invests heavily in through on-the-job training aimed at ensuring high productivity and motivation,” the Company says. Similarly, behind-the-scenes structural improvements incorporate

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extensive capital investments to ensure that the business keeps ahead of consumer and industry trends, and to make sure it can facilitate its own comprehensive range of contemporary services and solutions as efficiently as possible. “The Company has extensive machinery and trained personnel to ensure high quality supply and fitting,” Dar es Salaam Glass Works continues. “It has always been a priority to stay ahead of the curve by investing in the latest technologies by updating and expanding equipment to stay ahead of the industry and to ensure that local architects and partners are kept informed about these new technologies.” To enforce such a strategy, the Company also organises a biennial conference as a collaborative forum for suppliers to gather and share new ideas, products, concepts and

CSI construction

Where local expertise delivers international standards “A Quality-Conscious, Class 1 Tanzanian Contractor” To get in touch - www.csi-construction.cc | info@csi-construction.cc or follow us on twitter - @csiconstruct

T he Company has demonstrated its experience and expertise across structural glazing, aluminium composite panels, energy saving glass, internal office partitions, automatic doors, glass lifts and skylights

technologies, for the good of Dar es Salaam Glass Works, and indeed the wider industry in Tanzania; all standing the business in great stead for the next phase of its geographical and operational evolution. “The driving force of the Company is the Managing Director, Mr Shiraz G Jessa, who since inception has had the vision to build up the Company from a small one-man show to the largest specialist glazing contractor and fabricator in aluminium and glass in Tanzania,” the Group concludes. “Dar es Salaam Glass Works has [since] expanded into Kenya and Uganda where it has completed projects and won contracts for some of the largest glazing projects in the region.” The DRC and Rwanda also now sit firmly in the sights of the Company for the coming 12 months as it capitalises on its market-leading position in East Africa.

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Murray & Dickson’s sustainable and flexible approach to construction and civil engineering has meant the Company is able to take the rough with the smooth in recent years Writer: Matthew Staff • Project Manager: Stuart Parker or more than 30 years, Murray & Dickson Construction (M&D) has been expanding and diversifying its offering across an ever-widening geographic footprint, but has more understated internal successes to thank over the past 23 months as the Company continued to grow despite a general market slowdown. The 50 percent black-owned civil engineering specialist has long been renowned and showcased as a flexible Company willing to adapt its processes and service offering in line with consumer trends, but the ability to mould itself once again when trends and demand remain largely dormant are a whole new testament to the business’s innovative approach and past diversifications. “Our core services remain building construction, civil engineering and large diameter steel pipelines, but the Group has recently embarked on developing its offering in roads and earthworks and has won tenders in the

oil and gas pipeline industry,” noted Chief Executive Officer (CEO), Rukesh Raghubir in 2015. To complement this diversification, the Company was also enjoying a footprint expansion this time last year, replicating its quality building division operations from Gauteng to the Northern Cape and Limpopo also. Even in areas where engineering works are not currently being undertaken by the Company, M&D still tendered actively in these remaining provinces, ensuring its nationwide influence. Moving into 2016, though, and there is new reason for optimism following an intervening quiet spell. Rukesh Raghubir, CEO

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Already being rewarded with a R500 million design and build project in the country, Murray & Dickson is now looking forward to a busier spell which will witness an expansion of a recent portfolio that already comprises the Fairview Project and the Lenmed Kimberley Hospital.

Focused teams

Any such future successes will compound a history which has already seen Murray & Dickson expand above the industry average more years than not; capitalising on, and even surpassing, the generally lucrative increase in construction activity being seen across the region in the years prior to 2015. The Company’s target two years ago, however was to not only build turnover and profitability, but to also embed a stronger core of sustainability within the business to promote even more future growth.

The building of strong, focused teams fits within the Company’s strategy for internal progression

Each division within the Company is run independently of the others, with its own skillsset. This results in focused teams delivering on the various services

This strategy has reaped dividends for the medium-sized construction company who has also leveraged its key differentiator in recent years of producing a diverse offering of services in excess of some of its larger competitors in the market. “This allows us to respond to our clients’ needs no matter what construction discipline they fall under,” explained Raghubir. “Each division within the Company is run independently of the others, with its own skills-set. This results in focused

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teams delivering on the various services. It also maintains the close-nit fabric that is characteristic of smaller companies.” The building of strong, focused teams fits within a much wider strategy of internal progression epitomised by the Company’s personnel philosophies and capital investment ethos. A recent office space increase to accommodate a larger workforce addressed the logistical side of this, while also instilling improved professionalism and niche skills to cater for future demand.

Prime position to strengthen

At senior level, Murray & Dickson has made key appointments in areas of quantity surveying, civil and mechanical engineering, and safety and quality management to add vital skills to the general expansion drive. “We have, in addition, set up an HR department to ensure that the needs

of our increased staff are adequately addressed,” noted Raghubir. This all falls under the business’s new core motto, ‘Khula Nathi’, meaning ‘Grow with Us’; ensuring that there is a family feel within the Company conducive not only to developing its staff - which has always been a pivotal aspect of the Company’s business model - but also in regards to cementing suitable and sustainable business partnerships in the process. Raghubir continued: “All of our contracts in outlying areas require the employment and development of local personnel. This can be challenging as the skills are often not present and we, therefore, have a skills training programme on the project if it is of sufficient duration. “It also makes sense to develop strong ties with sub-contractors and clients so we have made great strides in developing relationships with some

The Company has worked hard in 2015 to develop its oil & gas project portfolio

Providing the right equipment, at the right time, for each and every job.

No matter what the job, Santana Lifting Projects prides itself in supplying detailed tailor-made solutions for each individual project. We offer an all round package for all your lifting requirements, from site inspections to risk assessment and implementation.

Call: 010 220 5185 www.santanaprojects.co.za

of the larger water authorities as well as the universities.” In more recent months, such affiliations have resulted in more than 600 staff being enrolled into the Company’s own enterprise development programme, once again emphasising Murray & Dickson’s ability to plan according to today’s successes, but also to tomorrow’s potential challenges. Raghubir affirmed: “The Company is now in a prime position to strengthen its market share even further in the future. “We remain positive about the future but have to be aware of the economic and political headwinds facing the country, which are capable of very quickly eradicating any improvement seen over the past couple of years. “We believe, however, that our diverse skills and services will insulate us from such an outcome.”

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ntering a volatile and slow-moving mining, resources and engineering market over the past few years would have been no mean feat for any prospective start-up, but for AZMET Technology, its vast and rapid success has derived from entering the industry with specific solutions to said challenges as its actual business model. A professional engineering and project management Company, AZMET Technology and Projects (Pty) Ltd has only been in operation since March, 2014 but has thrived as a consequence of its pinpoint strategy to counter what has become a prolonged

and increasingly problematic industry slowdown in Africa. “Founded in March, 2014 and introduced into a market that is facing an economic crisis; future growth could only be obtained to strive for excellence through dedication, motivation and technology innovation,” enforces the Company’s Marketing Director, Ruan Kukard. “AZMET’s vision is to add value to its clients during this current global recession of budget cuts and long-term stoppages on capital projects. This outlook has led to the development of numerous innovative and costeffective products and processes that have positively impacted on operating

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expenditure (OPEX) and capital expenditure (CAPEX) for Greenfield and Brownfield projects, converting uneconomical projects into viable projects.” Managed by four directors with more than 60 years’ collective experience, bringing to the table more than 18 execution projects and 38 project studies - across 14 countries the subsequent scope and flexibility of services and products that the Company can deliver the grateful metallurgical and mining sectors are comprehensive to say the least. “Being flexible and understanding your clients’ needs and budgets is key to add value in this volatile

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AZMET Technology and Projects (Pty) Ltd is leveraging its vast resources of experience, expertise, innovation and technological understanding to offset one of the most pressing industrial sectors of recent years Writer: Matthew Staff • Project Manager: Arron Rampling

market. Being a younger EPCM company with low overheads lends itself automatically to being efficient and flexible,” Kukard continues. “It also provides a platform for entrepreneurialism and AZMET has spent a lot of time and focus on developing new process technologies. “These technologies can add value not only to mining companies but also to larger EPCM companies. Everyone seeks large capital projects, but in the current market, [we all] found ourselves a niche market in improving on current recoveries and OPEX with short pay-packs on CAPEX requirements. “Although these optimisation

projects are fairly low in value, the merit of promoting AZMET’s skills and vast knowledge within the global mining and metals industry will instil confidence in our capabilities in executing major future capital projects.”

Turnkey attractiveness

Ruan Kukard Marketing Director

Capabilities across project scoping, feasibility studies, process plant designs, project management and implementation, commissioning, production optimisation, plant expansions, evaluations, engineering operations, testwork management, process technologies and recovery modular plants form

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a potent combination and turnkey attractiveness that has consequently led to an array of significant projects over a short period of time. In 2015 alone, an SMPP desliming cyclone installation project at Kibali gold mine in the DRC, as well as both an LSTK gold room scrubber installation and a crusher upgrade project at Tongon gold mine in the Ivory Coast demonstrated what AZMET could offer the industry; conducting various modifications, fabrications, shipments, erections and commissioning in line with each contract’s unique requirements. Moving into 2016, for an Ethiopian gold plant, “AZMET has been awarded a contract for the design, supply and commissioning for a two tonne carbon batch gold desorption and recovery plant, incorporating carbon loading and attritioning, acid wash including hydrochloric acid reagent dosing, elution including caustic reagent

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dosing, electrowinning, gold room, MCC and PLC,” Kukard explains. “This plant offers numerous advantages for gold and silver end users and EPCM companies.” Similarly, from a study perspective, AZMET has showcased its experience and expertise in carrying out a copper and cobalt tailings retreatment technical assessment and a stockpile treatment desktop study across the same commodities; assessing in each case not only the identification of optimal flowsheets and recovery statistics, but also looking to the best options moving forward incorporating efficiencies and revenues.

New process technologies

The ongoing tracking of commodity prices and global mining activity is inevitably essential to achieve the successes the Company has done and to instil such a sense of collaborative progression in each project, and is

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KEEGOR | LEONARD LIGHT INDUSTRIES

ith its rich history, Leonard Light Industries has established a name for itself in the precious metals assaying and refining industry. Globally, our Keegor brand has become synonymous with the quality and durability our clients demand. After 57 years of successful business, it was established that Leonard Light Industries needed to restructure and rebrand to closer serve the needs of our different clients and allow for growth and expansion to new markets. Breaking down an ore body to determine what value it holds, analysing and extracting the precious elements - this is what defines the assaying industry, and we applied these same principles to our rebrand. After scrutinising our long-standing brand, we have emerged under our esteemed Keegor name. We have since grown into the Keegor Group of companies, with Leonard Light Industries still operating as an entity, but aimed at focusing solely on markets beyond South Africa’s borders. With the roll out of Keegor South Africa in the first quarter of 2016, we can better service the needs of our South African client base. Our Keegor Meltech subsidiary acts as the Keegor trading arm for foundry consumables and has been awarded the sub-Saharan sole distribution agency for the Morgan MMS range of products. Our range of benchmark products are distributed across Southern Africa and the rest of the world. From smelt and refinery furnaces to assay lab products and related hardware, as well as a variety of repair and field services. We are committed to living out our promise of ‘going further’ and we believe our new group structure will help us achieve this for all of our stakeholders.

www.keegor.com AZMET is focused on developing new process technologies to stand out from the competition

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compounded by a willingness to diversify its specialities and commodity expertise where necessary too. This is then facilitated internally by a series of ongoing capital expenditures and operational excellence improvements. Kukard notes: “Our current focus is still to pursue any opportunity with an added-value approach and to promote our expertise within the global sector to gain some market share. “AZMET has been focused on the development of new process technologies specifically within the gold, copper and base metal industries. With the downturn in commodity prices the need is increasing for alternative process routes with lower operating costs, as well as finding solutions for “difficult to treat” complex ores.” The Company has resultantly been developing a range of technologies over the past two years, with a view to attaining patents on a new AZMET cyanide recovery process, AZMET basic leach technology (AZ-BLT),

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Delivering exceptional service to existing and future clients

The Company sees no restriction on its capabilities in executing projects all over the continent

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AZMET reduced leach technology, and an ultra-fine screening classification testwork procedure. From an equipment perspective, “AZMET’s Modular Gold DR (desorption & recovery) Plant offers numerous advantages for gold and silver end-users and EPCM contractors,” Kukard details. “It is assembled and cold commissioned prior to shipment. Thus, time and cost to install and hot-commission on site is limited with minimal changes. “The sustained growth of AZMET over the past 24 months has forced the dynamic Company to relocate to new offices mid-2015,” the Marketing Director continues in relation to the Company’s literal growth. “The new modern building is centrally located between Johannesburg and Pretoria and also allows for the expected growth of AZMET, and enables the Company to ensure the continued delivery of great service to their existing and future clients.”

Service excellence

The extensiveness and turnkey nature of AZMET’s services holds unbound potential for the Company’s own aforementioned development; with the economic commodity crisis a global one in actuality as well as just name. The Company’s footprint therefore has very little restriction as Kukard looks towards the next stages of its evolution. “Isolating Africa, AZMET has no restriction on its capabilities in executing projects all over the continent,” he says. “Recent study, plant evaluations and project work were conducted in Cote D’Ivoire, Morocco, DRC, Sudan, Zambia, Zimbabwe and Mozambique. “Although our main focus is on Africa though, we are foreseeing possible opportunities in Kazakhstan, Russia, Canada, South-America, Australia and Turkey.” Of course, logistical challenges

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disciplines would most likely result in AZMET having marginal overheads compared to the ‘standard structure’ of a typical engineering firm. “This enables AZMET to execute smaller projects, often neglected or declined by larger companies. Our products and process technologies, together with our EPCM capabilities, do make us quite unique and differentiate us from others within the sector.” The Marketing Director glances ahead: “In the next five years AZMET would like to be globally recognised through its service excellence, process technologies and products to be experts within the gold and base metal industries. We would like to be known as an added-value Company that can execute any size project within time and budget.”

In the next five years AZMET would like to be globally recognised through its service excellence, process technologies and products to be experts within the gold and base metal industries

come hand-in-hand with such ambitions, and the business would be required to replicate its already strong commitment to localisation and retention when it comes to its personnel and hiring strategies, but with a model already in place to ensure work quality to the highest standards, on time, and within budget, the business has very little to fear looking forward.

AZMET Technologies office building

“It’s a numbers game. Our services by all measurements are as good as any other reputable EPCM contractor. Our vast experience and subsequent track record should be testament thereof,” Kukard states. “The fact that we employ versatile key people that can design and manage various engineering disciplines, together with using subcontractors when required for some external engineering

Braam Smit (Process Director), Barry Beylefeld (Managing Director), Charl du Preez (Engineering Director) and Ruan Kukard (SD)

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A Model of Excellence SENET is leaning on its 25 years of experience, strong business relationships, and nimble internal structure in order to manage the recent industry slowdown and prepare for the future commodity upswing Writer: Matthew Staff • Project Manager: Arron Rampling ENET is offsetting industry-wide struggles to ensure the ongoing and consistent provision of cost-efficient solutions in 2016, staying true to a client-focused commitment to quality that has thrived on the continent for more than 25 years. The Company would have been forgiven for dampening its quartercentury celebrations a year previously as the prolonged slowdown across its core copper and gold mining markets inevitably took their toll, but the reliance on internal flexibilities and diversities has had the desired effect for SENET as it continues to not only consolidate, but improve its offering within the sector. “It is no secret that the mining industry is facing some challenging times at the moment, as it battles through a lower commodity cycle. SENET however, continues to provide cost economic solutions to mining clients, which during 2015 enabled us to weather the storm and secure future work,” affirms the Company’s New Business Development Director,

DARREN NAYLOR

New Business Development Director SENET’s New Business Development Director, Darren Naylor, continues to emphasise what a great achievement it has been for SENET to have been so successful for so long in such a fluctuating and challenging industry; an acknowledgment which continues to hold extra significance in the currently volatile mining market in Africa

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Darren Naylor. The continuation of numerous processing plant developments across West and Central Africa cemented such evolutions towards the end of 2015 and the goal for the new year will now comprise a healthy balance between further internal refinement and methodical service development; as always, with its clients’ best interests in mind. “The primary focus for 2016 is on doing the same thing, but better. And better than our competitors,” Naylor continues. “The focus is currently on efficiencies and engineering excellence. A greater sales emphasis is also being placed on our bulk materials handling expertise, which is an area of business that SENET was founded upon and still remains very much an area of key competence. “SENET appreciates the challenges that mining clients have in the current climate and we have adapted our service offering to be flexible and tailor-made, with a greater emphasis on developing cost-effective projects. “A phased approach to project development is also something that

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Darren Naylor, New Business Development Director on site at the TrueGold Karma Mine project

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we encourage and assist clients with options to consider in this regard. Times are tough, but if we leverage what we are good at to assist mining clients to get through the difficult period, we can ensure survival.”

Busy in 2016

Such wholesome and collaborative philosophies emanate across all levels of the business, with SENET also remaining a strong employer of choice throughout the industry slowdown, and achieving very low turnover of staff in the process. This all stands the Company in great stead when it comes to its bread and butter of operations: the projects themselves. “SENET will be commissioning the TrueGold Karma project in Burkina Faso at the end of the first quarter of 2016 and has also secured further expansion work with Tiger Resources for the Kipoi project in the DRC,” Naylor explains. This coupled with engineering work for Glencore’s Mopani Mine in Zambia and KCC mine in DRC will keep SENET busy during 2016.”

KEEGOR | LEONARD LIGHT INDUSTRIES

www.keegor.com Bisha Mine is a large precious metals and base metal-rich deposit in East Africa

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SAM ENGINEERING

AM Engineering offers a wide range of custom pumping systems for various pump configurations, which allows them to handle acidic and abrasive media, flocculants, electrolytes, light slurries, and corrosive materials in mines across Africa. Using a variety of corrosion and abrasion resistant materials, we strive to provide high-quality, high integrity products that deliver long-term solutions under harsh conditions. Our experience with mining applications has continued to position SAM Engineering as a market leader in pump solutions, and, combined with approvals from high profile clientele, stands testimony to the fact that our pumps are widely accepted across Africa for quality and long-term value.

www.sameng.co.za

The electrowinning copper cathodes at Tiger Resources’ Kipoi Mine extract metals via an electroplating process onto the cathode

With the likes of Tiger Resources and Glencore on board, SENET’s position at the forefront of copper projects in the region especially is a natural consequence of the 17 successful projects having been completed in that commodity domain in just eight years. Additionally, more works including a milling in raffinate process have also been carried out as a showcase of SENET’s vast service array; leading to improved recoveries as well as lower water consumption and lower operating costs. From an internal expenditure perspective, “SENET has rolled out the final stage of implementation of its MS Dynamics management system which is now a fully operational integrated management system, including effective cost and project management controls”.

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Well-established alliances

The same ethos of efficient collaboration and enrichment is integrated into the Company’s corporate social responsibility functions also, through the support of numerous local charities and compounded by a strong culture of skills development via in-house graduate trainee programmes. Bridging business and charity elements, SENET also offers support to all clients from an environmental and social perspective, for the betterment of overall industry standards, and to ensure that all parties in a particular project are complying with necessary regulations and requirements. The ability to do so stems from a much deeper culture within the organisation as a whole, starting from the top, down. “SENET retains a flat management structure with nimble decision-making ability,” Naylor says. “The next generation executive team members

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Custom pumping solutions for Africa

Leaders in the complete design, manufacture and testing of high performance centrifugal pumps. Chemical Process • Horizontal Split • Paper Stock • Self-Priming • Sewage • Slurry • Vertical Sump • Vertical Turbine • Waste Water

High Quality. Highest Value

ISO 9001 : 2008

Manufacturers of SAMCO Pumps

Te l : + 2 7 ( 1 1 ) 8 2 3 - 4 2 5 0

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are now well entrenched in their respective portfolios and geared for client-focused solutions and adaptability to market conditions. SENET is not rigid in its service offering and flexibility remains a key selling point.” Blending this Group culture with a supply chain benefiting from 25 years of careful formulation has resulted in a potent final offering for an industry in short supply of success stories in recent years on the continent. SENET remains positive though that a substantial improvement is still on the horizon. “SENET has well-established alliances with complementary service providers, such as resource and mining consultancies, geotechnical and tailings consultancies, and also construction groups; and we remain a credible partner to all,” Naylor concludes. “SENET’s strategy and focus has always been to become excellent at what we do and then to partner with others who are excellent at what they do. This is unlike many, who rather choose to be a one-stop shop. Our model is excellence, first and foremost. “I would like to believe that SENET’s focus on excellence, flexibility and cost-efficiency will be acknowledged in the market place and that, in turn, this will give ourselves and our clients an advantage when the market does indeed turn.”

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With over 32 years’ experience, Tank Manufacturers has outstripped its competition to become one of the big names in the fabrications steel industry. As a key supplier to both local and international mining industries, it is no wonder that leading companies have come to depend on Tank Manufacturers for their fabricated steel requirements.

Telephone: 011 613 7043/44 011 613 7046/47 E-mail: zelia@tankmanufacturers.co.za paulo@tankmanufacturers.co.za www.tankmanufacturers.co.za

Address: 07 Brunel road, Tulisa Park, Johannesburg, 2197

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Rirhandzu Owner Siweya, Founder & CEO

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Entrepreneurial

LAIR

WITH CORPORATE STABILITY y working on a plan for consolidation and acquisition of further assets to solidify its position as a notable player in South Africa’s coal mining industry, Mbuyelo Group is to overcome the current commodity slump and retain market stability through targeted investments that increase production capacity in preparation for when the market inevitably turns. Founder and Chief Executive Officer of Mbuyelo Group, Rirhandzu Owner Siweya, says that the Company’s two latest mining assets - combined with a broadening of the Group’s property and farming concepts, among its other subsidiary offerings – will act as the springboards to expand Mbuyelo beyond the traditional coal mining sphere. “We are very excited to have achieved so much in the past year, including the more unintended

South African mining expert, Mbuyelo Group is working to optimise its operations to emerge as one of the most stable mid-tier coal mining companies in the country Writer: Emily Jarvis Project Manager: Arron Rampling

Overcoming the commodity slump through targeted investments

successes such as the acquisition of the remaining 50 percent of the Ntshovelo Mining operation at Vlakvarkfontein, in addition to achieving all of our production goals with distinction. The intention is to use this momentum as an opportunity to consolidate what we have to build a sustainable business in preparation for market recovery,” he highlights. Currently, the Group is working hard to prepare the Mbuyelo Coal (Pty) Ltd subsidiary for listing on the Johannesburg Stock Exchange in a bid to boost the overall business reputation and market presence. Siweya adds: “It is only natural for this Group-wide consolidation strategy to involve looking for further investors and partners who share a likeminded outlook of the mining industry and willingness to embrace the possibility of new business relationships. This has proved a vital string to our bow in the past and will no doubt remain so going forward. ”

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TROLLOPE MINING SERVICES (PTY) LTD

rollope Mining Services (2000) (Pty) Ltd provides services of opencast mining, crushing & screening, mining and rehabilitation services for the civil and mining industries. The Company boasts a substantial fleet of equipment and although traditionally operations were predominantly based in the coal sector, current operations have also extended into platinum, andalusite and gold with strategic intent being to diversify into other mineral sectors and grow our geographical footprint into Africa. T +27 11 281 6000 E admin@tmsgroup.co.za

www.tmsgroup.co.za By growing its asset size through careful investment, Mbulyelo has increased investor confidence

Asset growth

Last year, Mbuyelo’s flagship mine, Manungu Colliery, underwent several upgrades to ramp-up monthly production in a bid to attract the eye of new investors. Speaking to Africa Outlook in 2015, Siweya said he was pleased that the Group had been able to foster good relationships locally so far, and hoped its reputation and commitment would continue to be noticed by others. With an estimated lifespan of 30 years, this 100 percent Mbuyelo-owned opencast mine has an estimated 400 million-plus tonnes of resources and represents one of the few remaining Mpumalanga coalfields of South Africa. In addition to these improvements, Mbuyelo made important upgrades at Rirhandzu Colliery to bring it into steady-state mining; while kickstarting a further mining operation at Welgemeend Colliery and taking its Welstand operations to the “next level on the value curve” by meeting

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By optimising our operations with the resources we have available, we want to become one of the most stable mid-tier coal mining companies in South Africa

all regulatory requirements and environmental authorisations. Siweya explains: “Growing our asset size has strengthened our focus on the envisaged public listing of our crown jewel, Mbuyelo Coal on the JSE. Further, the aforementioned acquisition of Ntshovelo Mining from our then partners, Continental Coal Ltd, has enabled us to make our mark and increase investor confidence in Mbuyelo Group.”

Return on investment

Despite doing business in a market challenged by the global commodity price slump, Mbuyelo Group has taken an opportunistic approach to doing business in 2016, while striving to make sure investors and shareholders benefit from its activities. “Continuing where we left off in 2015, our goals for the financial year 2016 are to carry on developing Vlakvarkfontein as a now 100 percentowned Mbuyelo Coal asset, and focus

Mbuyelo’s flagship mine, Manungu Colliery has recently been upgraded to boost production capacity

on the development of Welgemeend Colliery. Simultaneously, we will make sure that investors and shareholders begin seeing a return on investment at the Welstand coal mine,” Siweya notes. With Manungu and Rirhandzu now operational, a strategy of continuous improvement is in place at these locations to make sure they remain stable and cost-effective in terms of operational efficiencies and meet the ramped-up schedule. He emphasises: “By optimising our operations with the resources we have available, we want to become one of the most stable mid-tier coal mining companies in South Africa. Having already met most of the financial requirements to satisfy foreseeable needs, this future is looking more and more likely in our quest to develop the Group into a sizeable institution. “Moreover, if and when the market turns for the better, Mbuyelo Coal

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has already done all the necessary preparation to be able ride on the economic wave and achieve a listing on JSE.”

Corporate hybrid

Placing concerted focus on acquiring local skills where possible to mitigate shortfalls in the mining industry, Mbuyelo remains passionate about not only further developing the skills of local people, but also about offering opportunities to its staff for further development and progression. “As a South African Company that operates with a family-like culture, we have an Employee Educational Finance Assistance initiative, as well as the means to offer selected students financial aid to create a pool of skills that we can tap into whenever the need arises,” explains Siweya. He continues: “We come from a culture that believes in ploughing back into the community and this is a practice we intend on sticking to. Our commitment to local enterprise

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As a South African Company that operates with a family-like culture, we have an Employee Educational Finance Assistance initiative, as well as the means to offer selected students financial aid to create a pool of skills that we can tap into whenever the need arises Instilling a family culture among its staff

development is a natural consequence of our existence. “This comes across strongly through our corporate social responsibility (CSR) activities, where we look for sustainable projects that would be over and above legislative prescription. For example, out of Manungu Colliery, Mbuyelo has successfully empowered local black businesses through granting three logistics contracts.” Guided by a wise leader, Mbuyelo’s “over and above” dedication is also very much applicable to the Company’s current consolidation strategy. With this clear message running throughout the entire business value chain, Siweya wants the Group to remain inventive and evolve beyond its traditional mining focus in order to generate alternative revenue streams and solidify the overall business. He concludes: “Mbuyelo is an evolving company which is going through a transitional phase, from an entrepreneurial player to a corporate institution. We are looking to merge

Remaining inventive to evolve beyond its traditional mining focus and solidify growth

Mbuyelo hopes to ride the economic wave and emerge with a listing on JSE

the two together to create the perfect hybrid; if we lose any one part of our business ethos, then we run the risk of killing the flair and very DNA that defines our origin. “We want to keep inventing and evolving so we create our own safety nets that prevent the Company from failing and mitigate any potential challenges we may face. We consider ourselves very fortunate to have a winning strategy and favourable market positioning to make sure this never happens.”

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Consolidating

Economy IN A TOUGHENING

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With Africa’s mining industry currently experiencing the effects of the global commodity crisis, ARINT South Africa is looking for new ways to add value and differentiate its engineering offering from the competition Writer: Emily Jarvis

Francois Mellet Managing Director

Project Manager: Arron Rampling

apitalising on market gaps and competitor shortfalls in the early 2000s to build an international reputation in the professional engineering services industry, the ARINT Group of Companies has since expanded in tandem with its growing customer base; with the main objective to provide customers with a solutiondriven service. Building on the Group’s desire to become a global player in consulting engineering, project management, nuclear engineering, asset management and risk engineering sub-sectors, ARINT entered South Africa in 2004 based on the movement of its customers. This strategic move has resulted in ARINT South Africa becoming the largest player in the Group today. “Our main Group objective is to provide our customers with a tailored, solutions-driven service offering to distinguish ourselves from the competition. On a case-by-case basis, we listen attentively to client issues, needs and risks, and formulate a satisfactory solution that delivers on all fronts,” explains Francois Mellet, Managing Director of ARINT South Africa.

The global commodity crisis has presented its fair share of challenges across African industry, with the mining sector in particular proving a volatile market in recent years. In order to mitigate these challenges, ARINT South Africa is toughening its operations with a keen focus on reducing overheads, while improving its range of value-add offerings to build stronger relationships with those in the industry who are equally feeling the strain. “This year, we have decided to consolidate all our efforts in finding new ways to make our business more sustainable, with a renewed energy and vitality. By being loyal to our customers in the hard times, we can secure long-term business opportunities,” he adds.

Competitive edge

With more than a decade of experience in global engineering garnered from the wider Group’s long-term involvement in the French Nuclear Waste programme - and with other international companies such as Exxaro, X-Strata and Eskom - ARINT may only be a small player in the market, but its service offering and focused low overheads, coupled with big aspirations, continue to distinguish

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value commodity mines being planned across South Africa. Mellet confirms: “We are keen to participate in these new mine developments, as well as focusing on the lucrative opportunities arising in West Africa which is showing promising signs of recovery since the Ebola Crisis. “Moreover, the current drought in South Africa is calling for a reevaluation of water resources and we are working closely with potential customers to become part of bringing the right solutions into fruition.”

Stability and reliability

the Company from the competition. In South Africa, ARINT has assisted with numerous new mine developments by assessing their high level risks as well as assisting in the various stages of design right through to a project’s completion and hand over. With the current economic slowdown having an effect on the number of new large mining projects on the continent, ARINT is to capitalise on the latest industry trend for low-

Mellet visits Cullinan Mine in December, 2015

Our goal is to have more satisfied customers in 2016 than ever before, spreading our wings into Botswana and Namibia...

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As the mining industry continues to suffer the after-effects of the commodity crisis, ARINT South Africa has placed emphasis on its continuous improvement strategy to not only adjust its offering to meet industry requirements, but to prove itself as a high quality, internationally-successful brand that offers stability and reliability to any project. “Some local companies have had a bad experience with partners who struggle to deliver on time and within budget. As their expectations continue to rise, we have made sure to stay one step ahead and invest in our staff, qualifications and certifications - ISO 9001, ISO 14001 and OHSAS 18001 - to future-proof our Company, and show we are here for them in the longterm,” he explains. “To this end, we as a Company, and our staff, are members of engineering, asset management, project management (PMP) and risk management professional institutions, to provide confidence to our customers. We also attend conferences, exhibitions, new launches and specialist courses to keep abreast of an ever-changing environment.” Over time, ARINT has formed various business partnerships with companies who share the same competencies and aptitude for success in Africa. “Support

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from these entities is invaluable,” says Mellet. “Relationships such as this are mutually beneficial: we can share knowledge and combine our strengths in the tender clarification stage to enhance our offering and create a more complete service. For example, where ARINT requires architects, town planners, environmental practitioners, quantity surveyors and the like, we can leverage our existing partner network to obtain these skills from project to project.”

Adding value

Having returned from the recent Mining Indaba with a renewed focus on delivering an ever-improving reputable service as valuable experts in engineering, ARINT South Africa is firmly focused on weathering the economic storm and emerging stronger and more prepared than before to capitalise on opportunities across Africa.

R E S O U R C E S

Quality New, Used & Custom made Office Furniture Tel: 012 653 2450 / 20 Mada: 082 893 3826 mada@zippyofficefurniture.co.za

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The recent Mining Indaba proved invaluable for ARINT, providing a renewed focus on tackling the challenges ahead

“As specialists in our field, we need to boost our value-adding capabilities in order to simultaneously boost our reputation not just in South Africa, but internationally. Our goal is to have more satisfied customers in 2016 than ever before, spreading our wings into Botswana and Namibia; with the hope of an additional phase of expansion into Tanzania and the DRC, followed by a strategic move into North West Africa,” notes Mellet. He concludes: “The issues raised at the Mining Indaba brought to the fore political uncertainties and tensions in our beloved country that are currently distracting our minds from the serious business resolves required in an ailing economy. I would like to call on all business leaders to stay focused on the big task ahead and not allow the political uneasiness ahead of the local elections, planned for August, 2016, to detract from the focus that is required to make a turnaround this year.”

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MTN Congo has serviced the development of telecommunications in Congo since the turn of the millennium and continues to contribute to the wellbeing of communities in the country to this day Writer: Matthew Staff Project Manager: Donovan Smith

or 16 years, one of Africa’s leading telecoms operators has been revolutionising advanced technologies and infrastructure development in The Republic of Congo, with social enrichment and evolution underpinning all continuous improvements. MTN has long been renowned continent-wide - for its ability to evolve a nation into a technically functioning telecoms hub, and while this has certainly been one of the Company’s key missions in Congo-Brazzaville, all decisions have been made with the population’s wider wellbeing in mind. “Our policy is to offer through our values: ‘can do, leadership, innovation,

Reflecting Hope for a

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integrity and relationships’,” the Company’s Head of Corporate Services, Cyriaque Okoumou Ombolla says. “Day after day, the quality guides the Company’s commitments and the technical services are supervising the facilities 24-seven in order to promptly respond to any inconvenience; ensuring a network responding to qualitative requirements in terms of services. “The achievements of MTN Congo through its social arm - the Foundation - also respond to normative values through the Company’s social programmes conducted for the good of Congolese communities in various fields such as health, social and community development, strengthening school infrastructures,

eradicating poverty, child welfare, sport as well as fighting against AIDS in an innovative and sustainable way.” A consequential, all-encompassing slogan of ‘everywhere you go, wherever you go’ reflects the ultimate progressive will that derives from such a commitment to nationwide development and is further entrenched in its business colours of yellow, blue and red, the colours of Congo and of Africa; “reflecting hope for a brighter future”. Ombolla recalls the Company’s and sector’s evolution thus far: “This issue worthy of the paradox of the egg and the chicken took a full meaning at MTN Congo early in 2010 where telecoms and internet were what we called the new information technologies

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and represented a dream for the Congolese population, but was already a prospective vision for the MTN Group and MTN Congo. “For the CEO of MTN Congo, Freddy Tchala, ICT is more than a challenge as it concerns both the telecoms market and all the sections of the Congolese economy, with a specific orientation focused on the social and economic development of communities beyond the Company’s field of expertise, which allowed the emergence of original business models for the benefit of the Congolese economy. “Today, the positive impact of the contribution of MTN Congo in the telecom sector can be felt through various sectors of the Congolese economy. The Congolese telecom sector can rely on its reputable stage of development in ICT with a contribution in the same way as amenities such as drinking water, electricity and transport.”

H-TELI COMMUNICATIONS

Today, the positive impact of the contribution of MTN Congo in the telecom sector can be felt through various sectors of the Congolese economy

ully aware of key challenges that mobile network operators (MNO) and tower companies (TowerCos) have to deploy and eventually to optimise their networks; H-Teli has positioned itself as a telecommunications infrastructure solutions provider company of choice - embracing these challenges on behalf of its clients while they focus on their core business. Our business model hinges on our clients’ needs and is aimed at ensuring their total satisfaction. We don’t just execute our clients’ specifications or requirements, but together with them, we provide cost-effective and long -lasting solutions. We stand firm to our core values, and make sure that our members of staff (who are the vehicles of these values) spare no effort in maintaining our trademark. Our management team is a strong, dynamic and humble team of industry experts who have always pooled their industry experience and knowledge to the benefit of the organisation. Our clients are the reason we are in business. Over the years, we have retained a rich client base who continue to trust and believe in our good will. To these clients and the future ones, we vow to maintain our efforts as we continuously strive to seek innovative and effective ways of offering them high quality services.

T +27 11 70 44 539 E general@h-teli.com

www.h-teli.com The Congolese telecom sector can rely on the Company’s reputation surrounding development of ICT

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CORE VALUES

Products, Services…Define Perfection! Towers & Monopoles We utilize Products & offer Services that provide cost effective Solutions to our clients.

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H-TELI is a Communication infrastructure solutions provider, offering site builds, managed services and network optimization services to the telecommunications and broadcast operators. Founded on the best practice business principles that promote sustainability, we have always sought to deliver products and services that meet or exceed our clients’ expectations and by so doing, optimising the Total Ownership Cost of our clients’ assets.

r og Pr Res

Mobile Sites Power Solutions H-Teli Communications Vanterpool Plaza, 2nd Floor Wickhams Cay I, Road Town Tortola, British Virgin Islands

Managed Services Extended Coverage Professional Services

An ISO 9001, 14001 and 18001 Certified Company

+27 11 70 44 539 general@h-teli.com www.h-teli.com

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4.5 MILLION

INHABITANTS The Republic of Congo’s potential for industry prominence has never been in doubt

Congo’s rapid rise to prominence has been a result of diversification, and excelling in providing the best range of telephony products and services tailored for the Congolese population. “This includes several products and value-add services tailored for companies, institutions and individuals; such as the Call Me, Conference Call, the Waiting Call, the CLIR, the service of transferring credit, the roaming service, and our Mobile Money solution,” Ombolla adds.

More than one million subscribers

At 42,000 square kilometres and comprising almost 4.5 million inhabitants right in the centre of the continent, the Republic of Congo’s potential for industry prominence has never been in doubt and MTN achieved early success as a result of its 2005 acquisition of LIBERTIS Telecom; a Company already having enjoyed six years of operations in the country. “MTN Congo’s registered capital has increased from XAF10 million to XAF11 billion in seven years; its shares owned entirely by MTN Group International,” Ombolla explains. “MTN Congo is now present in more than 500 towns and villages in Congo-Brazzaville, the current coverage rate is more than 90 percent of the Congolese population for a market share approaching nearly 51 percent, and the Company currently has more than one million subscribers.” Creating almost 300 direct jobs and a further 10,000 indirect employment opportunities in the process, MTN

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MTN Congo is now present in more than 500 towns and villages in CongoBrazzaville, the current coverage rate is more than 90 percent of the Congolese population for a market share approaching nearly 51 percent, and the Company currently has more than one million subscribers

Best employers in the country

The role of MTN Congo is not only to make profit, but considering its philosophy in terms of sustainability, it concertedly prides itself on its role as a social enabler and developer for the country’s economy; derived from its unrivaled levels of innovation and ICT technologies. “Technologies like Mobile Money, 3G and Wimax contribute to the sustainable growth of Congo and the Company positions itself in the top tier ranking in the list of African countries in ICT,” Ombolla says. “In the MTN Group, corporate social responsibility (CSR) is an opportunity; a shared balance between economic development, respect of the laws and regulations of stakeholders, the quality of research, innovation, and the simplicity of products and services offered through growing customer relations.” Other products and services to this end include all voice and

data solutions, internet packages, unparalleled network speeds, Business Card, MTN Play, Zik MTN, MTN Xtra Time, MTN Backup, Me2U, Call Me Back, MTN Zone and Electronics Recharge; all compounded by a local and balanced workforce on hand to talk new customers through its solutions’ benefits. Ombolla notes: “MTN Congo employs more than 260 Congolese people whose average age is 30 years, with most of its staff young people recently out of Congolese high schools and universities. “Through a distribution network, the Company is indirectly committed to almost 5,000 people. All these jobs are making MTN Congo one of the best employers in the country.”

Skills and attitudes

If customer satisfaction is a principle, then development, protection and employee satisfaction is a sacrosanct duty through support in terms of

Through a distribution network, the Company is indirectly committed to almost 5,000 people. All these jobs are making MTN Congo one of the best employers in the country

information, health, financial services, training and also through programmes such as COS and Ethics ensuring freedom of expression and cultural rights; all grouped within the social policy of the MTN Group. To instil a sense of togetherness and social collaboration from the top to the bottom of the Company, a set of principles have subsequently been laid out to ensure that everyone is singing off the same hymn sheet in order to formulate a more sustainable philosophy for the future of MTN in Congo. These include a Charter of Customer; a CSR Policy; an Establishment Convention; an Ethics and Governance Committee; an Interior and Ethics Code; a Purchasing and Procurement Policy; a Governance and Risk Management Committee; and a Recruitment Committee. Ombolla states: “At MTN Congo these principles are non-negotiable and are the making of MTN Congo’s business model; an employer of choice, especially in the economic ecosystem in Congo-Brazzaville. “In May, 2015, MTN Congo commemorated the first 15 years of the Company through the exploitation of its telecom license, which was an opportunity for the management to express its gratitude to all its employees for their contribution in building MTN Congo in the social and economic ecosystem of the Congo.” He concludes: “This represents a huge responsibility for MTN Congo for the next fifteen years, an awaited challenge for the CEO, and for the Company to become an essential lever for scanning and digitising the Congolese ecosystem through values such as a strong professionalism, and an ability to innovate and reinvent oneself at MTN Congo through questioning oneself about the achievements of each employee; both in terms of knowledge and development of skills and attitudes.”

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T O D A Y ’S C O N V E N I E N C E T H R O U G H

TOMORROW’S Emtel may be one of the oldest operators in Africa but remains one of the most forwardthinking, epitomised by its recent service diversifications and technological enhancements Writer: Matthew Staff Project Manager: Donovan Smith

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or more than a quarter of a century, Emtel has established itself as a leading light in modern and futuristic provision of telecoms services, and continues to thrive within this image to this day with a current drive towards 4G technologies and innovative value-add services. Established in 1989 as the first telecoms operator in the southern hemisphere, the Currimjee Jeewanjee Group-owned Company has made a name for itself for being the first to the punch; an accolade evident across the then-groundbreaking launch of 2G, 3G and, more recently, 4G networks. Putting Mauritius on the map from

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a technological perspective, the Company has since evolved into a onestop shop for ICT solutions offering a wide range of products and services across individual, enterprise and residential domains. “Emtel’s innovations include the first 3G network in Africa in 2004,” the Company’s Chief Executive Officer (CEO), Teddy Bhullar affirms. “Today, with 4G and FTTA (fibre-throughthe-air) services it is one of the most technologically advanced operators in Africa. Emtel also offers international connectivity solutions via undersea optical fibre and state-of-the-art Tier 3 data centre services. “We also offer a complete range of enterprise services and high speed

TECHNOLOGY internet access through fibre-throughthe-air technology that allows users to access internet at speeds of up to 30 Mbps.” The ongoing evolution continues via a comprehensive series of investments into the Company’s network infrastructure, as well as its logistics, warehousing and data centre hubs; all to facilitate such diversification of services to the end consumers. “Last year, Emtel entered in a strategic partnership with Bharti Airtel and the past 12 months have been really exciting for Emtel,” Bhullar continues. “We have entered new business segments of home internet through Airbox (FTTA) and mobile financial services with Emtel Cash.

“We have been working to provide more affordable services in the space of data access and value to customers in their monthly spends and consumers are showing tremendous hunger for mobile data across devices.”

Emtel innovation

Teddy Bhullar, CEO, Emtel

In recent times, significant investments have been made into data centres, complementing the progression into 4G and significant developments within the enterprise space. Having such a diverse array of products and services naturally lends itself to such a plethora of varying consumers, with Emtel subsequently able to be flexible and customise its offering to form the best bespoke

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CREAD

read is a fully-fledged marketing communications enterprise. We have been unlocking potentials to further enhance brands and businesses for the past 33 years in Mauritius and broader Africa. With our unique Design Thinking process we transform your business and brands into masterpieces that win the hearts and minds of your audiences. We have been among the pioneers of the FCBAFRICA network. Present in 25 sub-Saharan African countries, we bring expertise to add value to local businesses. Our 25 year partnership with Emtel is a proof of our high standard strategic and creative excellence. We pride ourselves to be part of making Emtel a household brand. T +230 454 6414 E cread@intnet.mu

www.fcb.co.za

The Grand Baie showroom

option for each customer; especially within the aforementioned business domain. The inception of a PRI fixed telephony service for businesses kickstarted this initiative back in 2014 and set the tone for the rapid development of the Emtel portfolio that has been witnessed since. Epitomising this commitment to value-add services is its Airbox product, facilitating unlimited high speed internet, fixed home phone functionality, Wi-Fi, 1GB of email storage capacity, and 24-seven customer care. Bringing such levels of technology to the table is one thing, but instilling it in as many regions of Mauritius as possible is another, and the Company has gone to great lengths in forming a presence across both urban and rural areas of the country; especially through Airbox. â&#x20AC;&#x153;Additionally, keeping up with these changing consumer needs, we

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Ebene showroom

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Cascavelle showroom

Decades of patient investment, for a moment of divine clarity

Scientists at CERN in search of The God Particle

Focus - Persevere - Breakthrough

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Affordable, accessible and available

In view of providing the best products and what the Company calls ‘newage value-add’ services across its customer base, Emtel continuously demonstrates its passion in adopting ‘Total Quality’ principles, benchmarked against the very best global standards. Becoming ISO 9001 certified by the British Standards Institution, the Company’s pledge to continually improve the effectiveness of its quality management system is expressed through its official quality policy, and is compounded by the Company’s commitment to meeting the most modern market demands. “We are focused towards expanding

CSR activity in Rodrigues: February, 2016

have introduced in all our data packs, free access to social media usage on Facebook and Whatsapp,” Bhullar says. “This has been one of our key offerings this year while we have also introduced 100 percent credit in key recharges which can be used for accessing all voice and data services. “Enterprise solutions and service offerings to consumers have been revisited and we are getting tremendous response to our offerings.” Other innovative variations on contemporary tech necessities include Emtel’s own take on cloud technologies, enterprise intranets, M2M functionality and, of course, Emtel Cash, which the Company strives to hone in order to enable consumers to use their mobiles for financial transactions across the board.

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Ultimately... we want to be the preferred provider for enterprise solutions and data services, the leader in the mobile data market...

CSR donation ceremony: December, 2015

our footprint and capacities in the Airbox business. At the same time, a faster rollout for 4G is being done this year and soon we shall have the island fully connected on high speed internet,” Bhullar anticipates. “We are making huge investments as per market requirements and our enterprise business is also poised for a big leap with additional investments in data centres and cloud services. “We also have a strategic

Emtel staff during a press meeting: January, 2016

partnership with Airtel which enables us to get access to best-in-class practices across human resources and knowledge sharing across various streams of business. This is showing tremendous results with manpower getting access to training programmes and workshops across the world.” Looking forward, it is this platform of internal operational excellence that will enable Emtel to maintain its position at the head of the pack in Mauritius, while carrying through on the promises, visions and missions laid out when the business first began more than 25 years ago. Bhullar concludes: “Innovation has been the key driving force since inception and we have brought the best consumer technologies in the world to Mauritius. Our product and service offerings will be tuned to consumer needs to offer them the best value for money. “A huge emphasis is laid on delivering customer delight but we

CSR donation ceremony: December, 2015

are also committed towards the environment, healthcare and poverty alleviation projects as well and have a large number of projects under which we systematically work towards giving back to the society for these corporate social responsibility activities. “Ultimately though, we want to be the preferred provider for enterprise solutions and data services, the

Airbox

leader in the mobile data market and to bring to the consumers the best offerings in entertainment, in-line with their unique needs.”

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Choice The Smart

Airtel Nigeria’s Smart Savers initiative is the latest in a long line of value-add services introduced in line with its goal of total, nationwide infrastructural progression Writer: Matthew Staff • Project Manager: Donovan Smith

hen matching the leading economy on the continent with the leading telecoms brand on the continent, the inevitable pressure on producing a unique and standout offering is palpable, but certainly something that Airtel Nigeria has managed to achieve. Evolving, diversifying and expanding to become the second most prominent player in the Nigerian market, boasting more than 30 million subscribers, it is the services offered to this evergrowing population which make it the number one in most analysts’ eyes; also compounded by the Company’s constant strive to be the first to the punch in such a competitive domain. “Part of the Bharti Airtel Group which has 17 operations across Africa - Airtel Nigeria was the first in the country to launch GSM services and are normally the first to bring any product or new service to market in Nigeria; making history several times along the way,” the Company proudly states. A vast subscribership to the tune of a 20 percent market share has been the result, fulfilling wider Bharti Airtel expectations which derive from a comprehensive intercontinental presence and a largely unrivalled

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reputation across 2G, 3G, 4G, fixedline, high speed broadband, enterprise offerings and its renowned host of value-add services capitalising on global mobilisation.

Value for money

To ensure that the country has an infrastructure capable of facilitating such grand ideas for future technological growth, much of Airtel’s expenditures in recent years have been in that area, amounting to more than $3.5 billion in total; more than $500 million of which coming over the past two years alone. With a further $1.7 billion earmarked for even further network enhancements moving forward, the Company is in the middle of optimising its most recent triumphs; namely a recent completion of an LTE field trial to gear up for forthcoming developments. Airtel is the first telco in Nigeria to complete such a trial and has done so across the major urban regions of Lagos, Abuja and Port Harcourt; achieving resounding throughput in the process, and also complementing the efforts by becoming the first to introduce high definition voice services across its 3G network in the country.

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Value-add services including Airtel Money, MHealth, MWoman and Airtel Insurance have become staple expectations for customers in Nigeria, but the Company is always keen to find new ways to bring value for money on both the consumer and enterprise side of business. This has recently been epitomised by a partnership with Access Bank

and their subsequent Smart Savers initiative. The initiative will enable Airtel customers to open bank accounts directly from their mobile phones without the bureaucracy and complexities of traditional banking and provides all Airtel subscribers the opportunity to open a savings account for customers who sign up.

Fund transfers, quicker airtime purchases, bill payments, and general account maintenance can all be achieved through the process while the intuitive technology also goes one step further in allowing Airtel subscribers to save towards a target goal. â&#x20AC;&#x153;The Smart Savers initiative is designed to enable Airtel subscribers to conveniently open and operate a

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savings account from their mobile device. Customers are encouraged to save a minimum of NGN10,000 monthly in their Smart Savers account to qualify for the grand prize of a Hyundai i10 and other consolation prizes,” a recent release noted.

Enhancing levels of empowerment

Behind the scenes, regular improvements are equally prevalent in upgrading Airtel Nigeria’s own operational structure; from administrative developments to the more important aspect of staff retention and enrichment. Extensive in-house training and a recently commissioned customer service training centre at Lagos University have set the tone for a more major restructuring of its senior management team in recent months, and a general reorganisation of the business into what are now tagged as clusters in Africa. “With operations in 20 countries across Asia and Africa, Airtel explained in a statement that the move was to further enhance the level of empowerment and enable faster decision making as well as speed to market,” an announcement said at the time. “Under the new structure, MD & CEO of Airtel Africa, Christian de Faria, has been elevated to the position of Executive Chairman, Airtel Africa. “In his new role, he will continue to support the vision of Airtel Africa and

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lead all matters relating to legal, regulatory affairs, shareholders as well as mergers & acquisitions.” When discussing the Airtel vision in Africa it is remiss not to delve into areas of corporate social responsibility also, with its role in Nigeria every bit as significant as it is in less economically developed nations on the continent. In recent months, it has been education that has benefitted most from this all-encompassing dedication to social enrichment.

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“Education encompasses our lives; it is the foundation of our society. Education helps to stimulate our minds and mould inquisitive minds into intellectuals. Higher learning takes the intellect to the next level, providing a deeper understanding of the world around us. This is the hard and bare fact,” the Company said. “This forms part of the driving motivation behind Airtel’s CSR initiative, “Adopt a School’ programme which is aimed at boosting primary education in Nigeria.”

This initiative commenced in Nigeria in 2011 and Oremeji Primary School 2, Ajegunle have been the biggest beneficiary of the goodwill gesture from Airtel Nigeria. Donations have become an annual tradition since the adoption of the school in 2011 and items ranging from text and exercise books, school uniforms as well as bags have been presented to the school authorities. Speaking at the presentation, Airtel Nigeria reiterated its commitment to building a strong future for underserved communities through the provision of quality education. The Company said: “Airtel considers education as a major aspect of the nation’s critical life that is very central to sustainable development. “Indeed, we are glad to have taken up the responsibility of meeting the educational needs of Oremeji Primary School and the pupils since we adopted it in 2011 and we shall continue to do even more as we progress.”

Specific business solutions tailored to your needs

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Website: www.ccsnl.com Email: sales@ccsnl.com | support@ccsnl.com Telephone number: +23416280112

SOURCE: Airtel Nigeria

Herbert Wigwe of Access Bank with CEO of Airtel Nigeria, Segun Ogunsanya at the Smart Savers event

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By strengthening local relationships on the ground, H&R is growing and expanding its activities throughout sub-Saharan Africa to unlock new business opportunities and secure a long-term future Writer: Emily Jarvis Project Manager: Nick Norris

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irroring the wider Group’s ability to overcome country and regional challenges, H&R South Africa is continuing its cross-border expansion plans to spread the availability, market knowledge and reach of its products across the personal care, woodboard and construction, packaging, rubber and plastics, electrical and communication cable industries. The continent’s economic development has been the catalyst for H&R South Africa’s growth in the past decade; leveraging the wider German roots of the H&R Group and its ‘doing things right first time’ ethos to manufacture the right products at the right quality in response to changing customer needs. Formerly established in 2004 as a result of a strategic acquisition that marked a major milestone in H&R’s

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international business prospects, H&R South Africa has fostered organic Company growth by matching its own expertise with the best opportunities the continent has to offer. Recognising that Africa presents its fair set of challenges, Regional General Manager, Clive Wood says that differentiation and being attentive towards the value-add are two ways in which the Company can become further ingrained in, and contribute to, the local economy. “Investing in local people and strengthening our local partnerships by forming relationships on the ground are two key focus areas that have driven H&R South Africa to a new level in its development. We are firmly focused on ways to expand the business the H&R way, by complementing our internal continuous improvements

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with a broader range of products at the right price point and quality to match our full service offering,” he affirms.

To remain competitive, it is imperative that we do things right first time and tailor our sales offering to allow us to forge long-term mutual relationships with our clients

Tailored solutions

H&R has been quick to respond to, and understand the needs of, its local customers and is applying this knowledge to explore new markets in sub-Saharan Africa. With its customer-centric approach to business representing just one of the Company’s unique selling points, supported by the commitment and technical capabilities of its staff, H&R has built a solid relationship with clients based on flexibility and reliability on the ground. “We recognise that each African market needs to be evaluated on individual merit, and often requires a different approach to business. To remain competitive, it is imperative that we do things right first time and tailor our sales offering to allow us to

Fully qualified teams that are quick to respond to, and understand the needs of, local customers

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GANTRANS

ur relationship with H&R stems from many years of working together to ensure mutual customer satisfaction. H&R has always maintained a high level of professionalism that has made them a leading entity in their industry. Gan Trans is proud to be associated with such a dynamic and efficient company and we continue to wish them only success into the future. Address: 21 Industria Street, Jacobs, Durban, South Africa T +27 (0) 31 465 8681 E admin@gantrans.co.za

www.gantrans.co.za

forge long-term mutual relationships with our clients,” says H&R South Africa’s Sales and Marketing Manager, Rudi van Niekerk. Wood recalls: “We began to diversify our business and explore these new growth opportunities around seven years ago, once we were confident that the time was right to grow our product range. Leveraging the continuing success of our South African operations, we were able to offer our huge amount of product and industry knowledge to new markets. “In line with this, we also looked closely at our supply chain and started to bring some of the previously outsourced business components in house; taking more control of our solutions.” One particular sector that the Company has focused on in recent years is the personal care market, with the pharma and cosmetics markets showing promising growth as one of the results of the rising middle-class.

Responsible care

ISO 9001: 2008

Gantrans, one of the longest running road transport companies in KZN, has grown to be a multi-carrier and specialist since inception transporter s some 50 years ago. som Multi-service Provider Multi-s Storage • Container Park • C SQAS Accredited • SQ Bulk Solutions • Liquid B Containerised Cargo • Contain Local Haulage • Long & L and Decanting • Heating a and Unpacking • Packing an Freight Transporter • Chemical & Freigh 21 Industria Street, Jacobs Tel.: +27 (0)31 465 8681 e-Mail: admin@gantrans.co.za www.gantrans.co.za

Reason says: turn off investment now. Instinct says: keep it flowing for the long term.

Office: 031 466 2020 031 466 6598 Cell: 082 903 9828 info@mbengineering.co.za mervynd@mweb.co.za www.mbengineering.co.za

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“Reflecting the changing needs of the market, we make sure that our products always speak for themselves in terms of quality. This means our sales teams can focus on ways to add value to the customer experience,” van Niekerk adds. The pharma and cosmetics market is just one of H&R’s core business operations in Africa, having already become a well-established leader in the tyre and rubber industry, supplying its sector-leading process oils technology globally.

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High standard products that meet Group standards

Building relationships

In 2015, H&R completed the purchase of additional facilities and subsequent plant equipment in Mobeni, near to its current Island View facilities in Durban; which are advantageously located close to the Port of Durban. “We are currently bringing this facility up to standard prior to opening in preparation for our expansion plans to increase production and export to other parts of Africa. Our drive for continuous improvement and to always have the right stock levels for our customers, will ensure that our growth remains sustainable,” says Wood. Operating successfully in Africa’s commodity market, where volatility in the local currency is a daily challenge, requires a business such as H&R to be agile enough to handle these difficulties and look beyond them to see the value of operating on the continent. “Export markets are a growing source of revenue for us,” continues van Niekerk. “In order to expand, we need to have people on the ground who understand these markets and who put in the time needed to establish our footprint and subsequent relationships as a reliable supplier to sub-Saharan Africa and beyond.” Having already spent the past four years building mutual relationships on the continent outside South Africa,

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H&R is beginning to see the fruits of its labour; building its credibility as a supplier that is in Africa for the longterm. Supporting this, the Company has invested all the relevant quality management and health & safety, and complies to relevant industry standards and certifications for products required to align with the H&R Group standards. Wood further details: “When deciding what countries to explore, we try to look for opportunities where we can buy into that country and its culture, and ways to source both local staff and raw materials. For example, we will be investing in an H&R training seminar targeting potential customers in Nigeria in the coming months to start a conversation here.” Van Niekerk adds: “Ultimately, we don’t just want to enter Africa to sell products, we want our customers to understand we are here to help them to better understand the benefit and quality of our products.”

Our drive for continuous improvement and to always have the right stock levels for our customers, will ensure that our growth remains sustainable

H&R’s strong Company culture runs throughout its hardworking teams

Feet on the ground

As a relatively small team currently comprised of 45, staff retention has been a crucial determiner of H&R’s future-proof attitude to business success. Wood highlights: “We have a big appreciation for our hard-working teams and have an inherently strong Company culture to be proud of. Working together is a critical part of our 24-seven factory operations, where we have to be efficient aroundthe-clock.” To remain at the forefront of industry, H&R recognises the importance of developing skills throughout the value chain; from soft skills and leadership skills, to the innovative capabilities of its technical teams. Adding to the overall strength and longevity of the business, the Company has also, in recent years, brought in trainees from local universities and technical colleges; while a further secondment programme to international affiliate companies also offers a platform for skills sharing.

“We have plans to continue to be bold and expand our volumes in the region in a sustainable manner; keeping the business and our core values simple and focused on the customer, with no more than five key objectives at any one time,” highlights van Niekerk. “Continuous improvement is a core part of our business strategy that adds value. We recognise the importance of investing in H&R’s internal structures such as keeping on top of the maintenance and repair of machinery and refresher training, which is designed to improve our costcutting abilities and have a positive effect on efficiencies throughout every facet of the business,” Wood confirms. With 2019 marking the centenary of H&R Group’s existence in the manufacturing industry, having started operations in Hamburg in 1919, Wood likes to keep a forward-looking stance on the business. He says: “In order to secure our long-term sustainability for the next 100 years, we need to start preparing

today. I am looking forward to the next generation and knowing that we have done all we can to support the ongoing development of the business.” Wood concludes: “Conversely, in the shorter term, we want to make our contribution - as an African Company known to the local economy. This will of course be driven by the continent’s development, where we will play our role in investing in local people, strengthening partnerships and finding new local customers.”

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Offering the most diverse range of caravan and camping products in South Africa, Jurgens Ci plans to expand its product range in line with a continuous improvement strategy driven by the changing needs of its customers Writer: Emily Jarvis • Project Manager: Arron Rampling ince entering the trailer market and finding its feet in Australia, South Africa’s largest caravan manufacturer and wholesaler, Jurgens Ci, has been able to significantly expand its customer base and achieve sustainable growth levels. This is all while remaining focused on delivering a quality end product in line with the changing needs of its customers. Formed more than 60 years ago by the Jurgens family, who immigrated to South Africa from the Netherlands, the wholly-owned subsidiary of Imperial Holdings has benefitted from diversifying its revenue streams, resulting in enhanced sales of camping accessories and equipment along with rapid sales growth in the trailer segment; in addition to its existing caravan business comprised of high quality, well-known brands including Jurgens, Sprite, Gypsey, Wilk and WJ Motorhomes.

“In 2008, after the Imperial Holdings acquisition the previous year, we began to make inroads into the trailer segment, identifying the luggage, offroad and camping trailer sectors as key new revenue stream areas. Jurgens Ci has rapidly gained market share and commands a 15 percent share in the former. It is now the leading brand in the latter two, commanding more than 35 percent market share,” recalls Bradley Salters, Managing Director of Jurgens Ci.

Local dealer network

Offering the most diverse range of caravan and camping products in South Africa today, through a franchised dealer network comprised of close-to 40 Campworld stores, Jurgens Ci’s position in the market is made all the more impressive by the Company’s adherence to European manufacturing standards, along with the relevant health and safety regulations.

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AL-KO TRAILCO PTY LTD

s part of the global AL-KO Kober Group, AL-KO Trailco Pty Ltd is a leading manufacturer and distributor of a comprehensive range of products for the trailer, caravan and motorhome markets in South Africa. AL-KO is best known for its high quality axle range, brakes and suspension products. We also supply a wide range of couplers, accessories, chassis and agricultural components. AL-KO delivers high quality of service to its customers and the South African head office and main manufacturing facility is located in Vereeniging, with further factory outlets in Cape Town and Durban.

www.alko.co.za www.al-ko.com Aerial view of the Jurgens Ci factory in Ga-Rankuwa

Salters highlights: “By mirroring highly efficient manufacturing processes and technologies from overseas, we are proud to be the only volume producer of caravans in Africa offering a current product range of 14 caravans and eight trailer models ranging in price from a R12,000 trailer, all the way to a R800,000 motorhome. “Essentially, through our dealer network, we have a full service offering from luxurious caravans, right down to small camping torches in addition to South Africa’s premier tent and camping equipment brand, Howling Moon.” In order to maintain this dominant market position, the Jurgens Group operates a continuous improvement strategy that involves monitoring the changing needs of customers and requirements of the target market. With a product range very much focused on the broader outdoor lifestyle sector, the Company is able to demonstrate its deep industry understanding and apply this to its brands in the most relevant

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...through our dealer network, we have a full service offering from luxurious caravans, right down to small camping torches in addition to South Africa’s premier tent and camping equipment brand, Howling Moon

way possible. Salters further details: “Product is key to maintaining our competitive advantage. In South Africa, we have a dedicated product design and development department at our two manufacturing facilities that work closely with both planning and production to ensure that the final products we create are as productionfriendly as possible. The Company also employs a number of engineers who look at ways of optimising our efficiencies and, to this end, we have installed a second laser cutter and a steel punch. This has enabled us to produce components for trailers and chassis quicker and more efficiently.”

Enhanced product range

Following the launch of the quickto-set-up canvas Wizz Tent last year, Jurgens Ci has big plans to both enhance its existing product range and launch new products in 2016. “Many of our existing caravan

LIVING FOR QUALITY AL-KOâ&#x20AC;&#x2122;s functional and reliable automotive and trailer components provide optimal driving safety and excellent driving comfort. High-quality product solutions like axle systems, brakes, couplers, and innovative caravan accessories are designed in Germany and guarantee controlled and safe transport and enjoyable driving. AL-KO is your reliable partner in SA and worldwide. Please find more about us on

www.alko.co.za | www.al-ko.com info@alko.co.za or phone 016 421 4791

SPRITE TOURER SW R235,200.00

SUGGESTED RETAIL PRICE

SP EC I F I C AT I O N S 2 double beds (large side main bed and double bed that turns into a dinette) Waeco 110L (12/220V) Fridge Freezer Outside stove and hatch with crockery 25L cold water pump Inside wash-up basin

20L microwave Outside gas stove (12V) Tyres: 215/75/15 Gross Vehicle Mass: 1450 kg (requires a vehicle with Towing capacity above 1450 kg)

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berth caravan that offers a side, the Company plans toilet and basin on the to build on the initial inside, and a shower success garnered from head on the outside the recently launched with a geyser. As Wizz Tent by designing a result of listening different sizes, as well to our customers, as further accessories, Bradley Salters, Managing Director, Jurgens Ci we now offer a small to enhance the usability TENTS caravan with all required of the product. Alongside brands are to receive a facelift,” services that can also be this will be the launch of the says Salters. “For example, the used in free-camping.” three caravans in our Sprite range Howling Moon Luna tent, a hard To cater for families and bigger shelled pop-up rooftop or trailer tent. will receive new interior colours as groups of campers, Jurgens Ci’s plans “Our ability to introduce affordable well as an easy to use awning that is to launch the Safari XTC steel-based permanently mounted to the outside. products of a high quality that meet our four berth caravan. This is a Additionally, the Sprite Tourer customer needs will solidify our position relatively niche luxury models will receive new in the market,” confirms Salter. product that combines interior colours, canvas clever engineering furniture, doors, bigger Australia expansion and canvas tenting fridges and some minor Since entering the Australian for a quick and easy exterior changes.” caravan market in 2009, Jurgens has setup for the more “The biggest change leveraged the efficiencies of its main adventurous campers. manufacturing facility in Ga-Rankuwa, is in the Tourer SP, which On the tent and has been reconfigured near Pretoria, for the supply of all CARAVANS camping equipment into a comfortable, two major components necessary for

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assembly. This is complemented by locally sourced appliances to prepare the caravans for delivery to a national network of dealerships. This supply and distribution model has proved extremely efficient to date, with a total of 18 dealers across Australia, four of which sell Jurgens’ Caravans exclusively and the remaining 14 forming part of the Company’s franchised dealer network. “Australia in particular is a key growth market for Jurgens Group. As we supply a large amount of the base product from South Africa, growth in Australia enhances both businesses. Combined with the high demand for our Howling TRAILERS Moon products in the UK, Europe

and Australia, Jurgens He concludes: “As we already is well-positioned have extensive market to continue coverage, our focus therefore entrenching itself will be on improving our in these markets, existing product range as while exploring well as the replacement of further export current ranges with entirely opportunities when new models designed MOTORHOMES the time is right. We from the ground-up. Our also have specific plans commanding position in the in Australia to strengthen RV market has already resulted in our growth here over the next 12 some very successful supply chain months,” Salters explains. partnerships - including NCS Resigns, Dometic, Al-Ko, Hulamin, Tiger Wheel Future growth & Tyre and Alko Trailko - which we will With a strong leadership team continue to nurture going forward. “Lastly, export opportunities that takes into account the local South African B-BBEEE staffing will play a key role in growing our initiative, Salters believes that business further, which is why we have made sure to invest in all the right Jurgens Ci’s current activities will determine the Group’s international manufacturing processes and quality standards to make our long-term stability in the brands stand out wherever we may caravan, trailer, camping and expand to.” accessories markets.

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FIRST Choice SWAZI’S

Provider of Short-Term Insurance Lidwala Insurance Company has recently launched several new micro insurance and ART solutions into the Swazi market with the hopes of growing its market share and cementing ties with local clients and brokers Writer: Emily Jarvis • Project Manager: Callum Philp ith the Swazi insurance industry still very much in the developmental stage, locally-owned short-term insurer, Lidwala Insurance Company has taken an opportunistic approach to securing future growth in the sector and the financial products required that offer affordable and innovative risk transfer solutions to the Swazi economy. By addressing the shortfalls in the short-term insurance industry, Lidwala has been able to introduce a significant number of new insurance products to the local market – namely in the personal, agricultural, travel, motor and alternative risk transfer (ART) segments - while also making

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improvements to its conventional product offering in a bid to stand out from the increasing competition. Since opening its doors in 2009, backed by strong capital and technical backgrounds, Lidwala’s deep-rooted philosophy to seek out the best shortterm insurance solutions for customers has boosted the Company’s reputation in recent years; becoming the firstchoice provider for alternative risk transfer solutions in the country. “We pride ourselves on our flexibility, efficiency, reliability and uphold strong business ties with all our stakeholders. Driven by a team of innovative, young, agile and technically-sound staff, we adopt a customer-centric approach and offer a

Introducing a significant number of new insurance products to numerous local market segments

tailored product solution for our clients and brokers,” notes Alfred Madondo, General Manager of Lidwala Insurance Company. A recent report found that Swaziland’s short-term insurance industry is worth approximately E550 million. In line with these findings, Lidwala has been keen to capitalise on the growing popularity of microinsurance among the low-income public; broadening its clientele and strengthening growth in lower-valued assets. However, the Company’s ART solutions remain at the forefront of its focus in 2016, as it looks to expand interests in enterprise-wide risk management (EWRM) and Cell Fund insurance products.

Cell Fund

We pride ourselves on our flexibility, efficiency, reliability and uphold strong business ties with all our stakeholders

Lidwala recently launched a new product into the ART solutions market designed to give clients more control over their money and retain the risk themselves. Covering all classes of insurance – including fire, theft, engineering, motor, liability, bonds and marine – the Cell Fund concept can be customised for medium to large organisations, local government authorities and other parastatals who want to reduce the cost of conventional insurance by retaining part of the risk themselves. “ART solutions are modern and innovative means of transferring risk as opposed to other conventional insurance products. By working closely

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AFRICA RE SA Johannesburg, South Africa T +27 11 484 3764/1970/1606 E africare@africare.co.za Lagos, Nigeria T +234 1 461 6820/28 E info@africa-re.com Nairobi, Kenya T +254 20 2970000 E nairobi@africa-re.com Casablanca, Morocco T +212 2 22 43 77 00 E casablanca@africa-re.com Addis Ababa, Ethiopia T +251 11 416 5803/4 E addisababa@africa-re.com Cairo, Egypt T +20 2 22685668 E cairo@africa-re.com Port Louis, Mauritius T +230 454 7074 E p-louis@africa-re.com Abidjan, Ivory Coast T +225 22 40 44 80/1 E abidjan@africa-re.com

Creating products specific to the local market

with industry experts and insurers who have access to world insurance markets, we can garner a huge amount of feedback on ways to create products that are specific to the local market,” says Madondo. He continues: “We have always been very reactive to industry trends and introduced new products tailored for the local market as a result. By developing a product that would allow big corporations to reap some financial benefit from the money originally allocated to premiums, the Cell Fund has been steadily attracting the interest of a number of big company names. “Setting up a Cell Fund with Lidwala would assist clients in managing the self-retained portion of the risk through access to expert advice in structuring the risks that would have been identified for self-retention, access to risk management services, as well as access to the reinsurance market in order to protect underlying Cell Funds.”

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FMRE PROPERTY & CASUALTY BOTSWANA

We have always been very reactive to industry trends and introduced new products tailored for the local market as a result

MRE Property & Casualty Botswana, is a subsidiary of First Mutual Holdings Limited (Zimbabwe), and is involved in the provision of reinsurance security in all classes of general insurance. The Company also provides a diverse range of technical services to back its core reinsurance services to insurance companies and reinsurance brokers across Africa. FMRE Property & Casualty has offices in Zimbabwe and Botswana.

T +267 393 4293/94 E info@fmre.co.bw

www.fmrepropertyandcasualty.co.zw

- A proud tradition African Reinsurance Corporation (South Africa) Limited Member of the Africa Re Group

Our Mission

To foster the development of the insurance and reinsurance industry in Africa; to promote growth of the national, regional and sub-regional underwriting and retention capacities and to support African economic development. • Established and evolving since 1976 • Dedicated to the African continent and selected Asian and Middle Eastern markets • A committed premier reinsurance institution with underwriting and retention capabilities

Products and Services • Fire and Engineering • Accident and Motor • Oil and Energy • Marine and Aviation • Miscellaneous

Rated A- (Strong) with Stable Outlook by Standard & Poor’s

African Reinsurance Corporation (South Africa) Ltd Tel: +27 (0)11 484 3764, +27 (0)11 484 1970, +27 (0)11 484 1606 Fax: +27 (0)11 484 1001 Email: africare@africare.co.za

www.africa-re.com

A LITTLE UNKNOWN FACT History tells us that David Livingstone “discovered” the Victoria Falls. What it doesn’t tell us is that he was led by local people, who already had named the falls “Mosi-oa-Tunya.” Another little unknown fact is that even insurance companies need solid financial security and THAT insurance is provided by FMRE. FMRE has been in Botswana since 2010 providing tailor made property and casualty reinsurance solutions. For more information contact us on Tel: 3934293/94, info@fmre.co.bw or visit fmrepropertyandcasualty.co.zw

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EWRM products, and will continue to invest in the dynamic needs of today’s customer to ensure that its products remain relevant and as up-to-date as possible. Further to this, the Company is also beginning to explore ART solutions that provide solvency relief and capital management.

Internal efficiencies

Lidwala can guarantee sustainable and permanent risk solutions that add value for all of its clients and brokers

Having realised there was a gap in the market for an entity that could act as a risk management advisor to local businesses, Lidwala also developed the EWRM service to help companies effectively manage their enterprise risks; thereby reducing and, in some cases, eliminating the premiums payable for insurance cover. “Essentially, instead of taking conventional insurance, companies can now pay for our value-add risk management advice instead,” Madondo states. Lidwala has already set the pace in terms of both its Cell Fund and

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We enjoy harmonious relationships with most players in the Swazi financial services sector... fostering healthy working relationships with regional and international business partners where possible

With an aptitude for continuous improvement driven the changing needs of its customers, Lidwala has an equally impressive internal strategy to ensure efficiencies across the board. Since moving into bigger premises to accommodate its rapid growth, the Company has invested in a robust integrated IT system that manages operations, finance, HR and administration; all in a cohesive manner, while also operating inhouse training for optimum local staff retention. “We hope to take our internal systems’ development to the next stage soon with the introduction of stakeholder portals for our brokers, clients, assessors and so on. We are also pressing hard towards a paperless filing and archiving system,” Madondo highlights. “Our ultimate goal is that eventually our brokers and clients should be able to do business with us through this system, serving to streamline and digitise some of our offerings.” As a Company that is 100 percent in-tune with the needs of its brokers and clients, these technological improvements showcase Lidwala’s commitment to forging sustainable local business partnerships that will last long into the future. “We enjoy harmonious relationships with most players in the Swazi financial services sector, including our competitors, in addition to fostering healthy working relationships with regional and international business partners where possible,” he further adds.

Market share

Commanding an already impressive 25 percent market share, courtesy of its careful investments in the most relevant products, Lidwala hopes that the fruits of its labour will see this figure grow to at least 40 percent in the next three to five years. Madondo confirms: “Despite the short-term insurance market becoming increasingly saturated, we hope to leverage the reputation we already have to gain a substantial market share. Also, I would like Lidwala to become the go-to Company when it comes to the best customer satisfaction and innovation, which are two key elements for sustainability and dominance in any industry.” He concludes: “By crafting workable alternative risk transfer solutions that address the current Swazi insurance shortcomings, Lidwala can guarantee sustainable and permanent risk solutions that add value for all of our clients and brokers. We ourselves are still in a growth phase, and will continue to develop our book to provide further stakeholder security and foster mutually beneficial relationships with customers.”

MOZRE provides reinsurance capacity in the following classes of insurance business: • Fire • Engineering • Marine Hull / Cargo

• Motor • Miscellaneous Accident • Aviation

DIVERSIFIED & INNOVATIVE SOLUTIONS Av. Kenneth Kaunda, No. 674. P.O. Box 2382, Maputo, Mozambique Tel: +258 21 485 972/977 • mozre@mozre.co.mz • www.mozre.co.mz

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Personal Service Alesco Risk Management Services’ concerted drive into new markets and territories looks set to continue in 2016 and beyond as it looks to capitalise on its similarly hone internal structure Writer: Matthew Staff Project Manager: Tom Cullum

Simon Matson, CEO

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n just eight years, Alesco Risk Management Services has diversified its portfolio at a rapid and extensive rate, leading the Company to award-winning notoriety and instilling its reputation in the industry as a fully-integrated, reliable and turnkey partner of choice. Founded in 2008 by a team of experienced professionals specialising in the provision of risk management and insurance solutions for the global energy industry, the UK-based entity’s fresh business model facilitated unprecedented growth under the ownership of Arthur J. Gallagher; demonstrating an entrepreneurial flair and internal flexibility that could only derive from an in-house, personable ethos. “Alesco is one of the few brokers that does not outsource any part of the claims service. Our rationale is that to service a client properly there has to be an integrated and cohesive approach so that the whole placement and service plan wraps around the client,” Chief Executive Officer (CEO), Simon Matson affirms. “This ensures that every team member is fully cognisant of what the other elements are doing, to maximise the knowledge and partnership with each client. “We believe a client gains more from

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speaking to the actual people who will have a hands-on, personal involvement on the account and actually deliver the service. This means clients benefit from a truly personal service, while being able to call on a wealth of sector experience right across Alesco’s specialisms to ensure their programme covers all their exposures and addresses every objective.” And the service becomes even more attractive and widespread as more aforementioned specialisms are added. Branching out into construction, property and casualty, to complement its ongoing energy and oil & gas successes has, in turn, facilitated a workforce expansion to as many as

180 staff members, while combining to offer “a single point of contact for global clients needing to access the increasingly interwoven construction, energy and casualty insurance markets”. Matson continues: “Alesco historically provided a range of specialist risk and insurance services to the global energy sector, predominantly in the oil, gas and power industries. However, with the introduction of our highly experienced construction and casualty teams in 2014 we were able to diversify into other product areas; for example, becoming involved in non energyrelated infrastructure projects such as

roads, railways, dams and real estate on the construction side. “Our casualty clients range from national oil & gas companies to hotel chains and manufacturing companies.”

Geographic focus

Embracing the expertise existing within the Company’s founding members and workforce, the subsequent development of Alesco has adjacently mirrored the needs of its ever-growing client base; once again capitalising on the natural overlaps across its core sectors. This, combined with the Company’s natural philosophy of continuous improvement, has proved a potent

mix and continues to open doors on a geographic scale also. “We are continually looking for new opportunities that will help us improve the offering to existing clients, and have also been looking to increase our reach by capitalising on global investment opportunities,” Matson explains. “In recent years, Gallagher has directly invested in new geographic regions, for example Latin America and China, which enables us to enhance our service capability in these territories. “In addition, we have set up a number of ‘regional desks’ at Alesco, with expert teams focusing on clients in specific geographical areas, such

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CHAUCER

haucer is a leading insurance group underwriting risks at Lloyd’s, the world’s specialist insurance market. It deploys specialist underwriters in all major insurance and reinsurance classes, including aviation, casualty, energy, marine, property and treaty. Chaucer has offices in London, Copenhagen, Miami and Singapore and is the focus of international operations for The Hanover Insurance Group, Inc. Based in Worcester Massachusetts, The Hanover is the holding company for several property and casualty insurance companies, which together constitute one of the largest insurance businesses in the United States.

www.chaucerplc.com Henry Croft-Baker, Partner

as the Middle East and Africa. These teams have an in-depth knowledge and strong understanding of the local market needed to ensure we can deliver tailored solutions to our clients in these regions.” All-told, Alesco’s reach encompasses 150 countries, but not many regions present the same level of untapped opportunity as Africa however. Matson continues: “Team members have been working with clients in Africa for nearly 20 years. We have not, as yet, opened an office in Africa but it is a region where our clients are investing more and more and consequently it is becoming an increasingly important geographic focus for our business. We have established a crucial partnership with a firm in Durban who are a vital cog in our ability to deliver the best solutions for our clients. “With so much focus on renewable

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Our people are the most important aspect of Alesco. As we have grown, while other brokers have contracted, stood still or been acquired, we have been able to hire the best clientfocused specialists in the market

energy in Africa we have successfully negotiated an industry-specific facility for clients engaged in these projects. There is also a heightened awareness of exposure to political risk and political violence to which our insurers and reinsurers have responded very supportively.” Working alongside the World Bank to hone the angle of provision on the continent, the need to remain locally relevant despite its international influence is pivotal in each region of operation and no more so than in a traditionally domestic-centric African energy sector. “We actively promote the use of domestic African insurance capacity where this is available as a means to enhance our service offering and to maximise the best of what is available in Africa,” the CEO states. “However, there always needs to be a thorough check on the terms and conditions that lenders and international investors will expect on insurance contracts,

Your Lloyd’s insurance partner for Energy

particularly where project finance is involved, to ensure the best possible outcome and protection for our clients.”

Best in class

Never one to stick with the status quo or rest on its laurels, the Company’s latest evolution will see a move into a prestigious new head office in London, in February, 2016, once again improving the platform from which its service provision can flourish. Enhanced technical and environmental facilities for both team members and clients will continue to facilitate close relationships with decision makers across “the world’s longest-established global specialty insurance market”. “Alesco also continues to invest heavily in big data initiatives as we seek to monitor and integrate all the available information in the energy and power insurance market in terms of

capacity, premiums, losses and other underlying trends,” Matson notes in regards to the business’s ongoing structural refinements. “Due to our recent expansion and successful growth, we also find ourselves in the enviable position of being focused on actively hiring, as well as retaining, the best people and specialists in the market. “Our people are the most important aspect of Alesco. As we have grown, while other brokers have contracted, stood still or been acquired, we have been able to hire the best clientfocused specialists in the market. We have thus assembled handpicked energy, construction, property and casualty teams to provide a powerful mix of excellent service and experienced expertise to our clients based all over the world.” The foundations are therefore perfectly laid for Alesco, as it looks to widen its product range and

knowledge base even further in the future, while also driving forward its internal evolution through enhancements across brand awareness, web presence and client collaboration. Matson concludes: “Ultimately, we want to be the natural broker of choice in all the industry sectors we participate in for the broadest range of clients; from small start-up operations to international and multinational energy companies. “Our business model allows us to compete on specific projects where we believe we can add value and bring real expertise to bear, but the success of Alesco is really a tribute to the loyalty shown by our clients and the commitment of new clients to embrace our business model. “We will not claim to do things we cannot do. But in our core specialist areas we will aim to be the best in class.”

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Banking Victoria Commercial Bank has overcome a challenging end to 2015 by maintaining the pivotal relationships, core workforce and proactive approach to capital investments that have proved so successful over its history Writer: Matthew Staff Project Manager: Callum Philp

ictoria Commercial Bank (VCB) has built upon a successful 2014 with an even more prosperous 2015 as it continues to capitalise on the positive reputation constructed within Kenya’s finance industry. Consistently ranked within the top three institutions in the sector and country among its peer group over the past half a decade, expansion and continuous improvement are two philosophies deeply ingrained into the fabric of the Company, and have been ever since the organisation’s inception in 1987. A consistent leadership and management model has further aided the smooth organic evolution ever since, and Chief Executive Officer, Yogesh Pattni has been there to witness it all. “Following the start of our operations, we converted to being a fully-fledged commercial bank in 1992, offering all the banking services that come with being a commercial bank, and we have grown over the past 29 years to now have three branches, with an intention to open a fourth branch next year, and a workforce close to 60 people,” he noted back at the start of 2015.

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accordance with consumer demand, market gaps and industry fluctuations; an initiative that will also be evident across the Company’s 2016 goals which embrace technological enhancements, manpower development and improved customer service levels.

High level of service

Victoria Fortis branch entrance

...the Kenya Commerce Exchange Services Bureau Ltd has gone a long way in aiding VCB’s development; via its broad range of software solutions and services...

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“Out of the 43 operational licensed banks in the country, we may only be around the 25th biggest but we have been ranked as the leading bank for several years in our peer group.” Regarding the past 12 months of progression, he enthused: “The year 2015 has been largely successful with most objectives being realised and being met in spite of the difficult environment and the banking difficulties experienced in the last quarter of the year. “We launched the VCB Master Card credit card towards the end of last year and look towards expanding our market share now in 2016. We are also looking into enhancing our internet banking platform and providing greater and more versatile services online.” Fitting in with VCB’s longstanding philosophies, 2015 has epitomised the Company’s ability to provide tailor-made solutions and products in

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“These investments are expected to bring in cost benefits which will result in reduced cost of business for our clients,” Pattni says in regards to the latest phase of a 29-year development which has incorporated methodical organic growth and careful monitoring of each of its branches. Always avoiding the lure of spreading its operations too thin, the focus has always been on optimisation of its existing outlets, introducing new branches after careful deliberation. A third was subsequently unveiled in 2014, with a fourth still earmarked for 2016; addressing societal demands in more affluent areas. “We currently have three branches and the demographics of our clients remain the same,” Pattni notes. “VCB’s focus within Kenya is still on Nairobi while reaching out into other towns as well, and while we are still considered a small sized bank, we are still one of the top performing institutions with a high level of service and a good asset portfolio.” Continuous improvement and ongoing investments are of course a

staple requirement in any successful business, but in the same way that VCB tailors its services in line with client requirements, it also tailors its expenditures in line with market trends. Pattni continues: “The industry is going through a transformation in that the regulations and enforcements are becoming much more enhanced. “This is a good measure for the general public but requires much more structure and controls from institutions. As an institution we have developed various policies and measures to ensure that we comply with all aspects of the regulations but at the same time we are able to meet client needs within the confines of the law. “We also periodically educate our clients on a one-on-one basis about the changes that take place and what they need to do to be within the law. This adds value to them as well.”

Improved performance

Victoria Commercial Bank tailors its service offering in accordance with client requirements

Facilitating a positive and progressive experience for clients at the back-end of VCB’s product offering is a series of internal and structural developments taking place behind the scenes; initially epitomised by the technological advancements and investments being carried out, but cemented by the relationships enjoyed at all levels throughout the business. Primarily, this addresses the personnel side of the Bank’s operations, as Pattni says: “We have expanded our workforce from three people to more than 60 and each and every member of staff are highly valued, highly motivated and greatly encouraged. “They are trained and often encouraged to work in teams and take up challenges to improve the performance of the Bank, and training workshops take place right from board level to junior staff.” VCB subsequently enjoys a very low level of staff turnover and has become a natural employer of choice

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among individuals looking to break into the attractive finance industry, as Kenya’s economy continues to flourish. Inevitably, being reputed for a strong personable culture is vital in a sector that relies so heavily on human interaction between staff and customers, and the same positive relationships are seen through the formulation of strategic business partnerships too. The likes of Alan Dick Ltd, Malplast Industries, Simba Technologies and PJ Dave Group have all enjoyed extensive and longstanding partnerships with the Bank, while the Kenya Commerce Exchange Services Bureau Ltd has gone a long way in aiding VCB’s development; via its broad range of software solutions and services to facilitate the latter’s connection to SWIFT (the Society for Worldwide Interbank Financial Telecommunication).

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Reputed for a strong personable culture

We have expanded our workforce from three people to more than 60 and each and every member of staff are highly valued, highly motivated and greatly encouraged

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Held in high esteem

Furthering the human element even more concertedly, the Bank’s ethos in regards to corporate social responsibility is equally prevalent; its Victoria Commercial Bank Charitable Trust acting as a standalone entity in addressing areas of malnourishment, homelessness, education and healthcare. “VCB continues to play its part in assisting lesser fortunate members of society,” Pattni emphasises. “A recent project that members of staff have taken up is to mentor young boys where in the recent past, much emphasis has been given to girls. The Bank’s charitable trust, together with staff members, will be mentoring young boys to show them the right path and how to be responsible citizens. “We have also contributed towards a cancer hospital which will provide subsidised treatment, and in cases where patients cannot pay, treatments

Security Services Electrical Services Engineering Services

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The Bank continues to be held in high esteem by its client base and shareholders and, in spite of a difficult last quarter in 2015, VCB’s clients maintained their loyalty

right up to operations will be provided free-of-charge. This is in conjunction with many other donors and wellwishers.” Becoming renowned for responsible development and community involvement can only stand VCB in good stead across the business-related facets of its ongoing evolution, and the goal remains in 2016 to engrain itself further into the mid-tier banking fraternity. Pattni concludes: “In the years to come, I’d like to see the Bank move into more of a mid-tier sized grouping, but all the while retaining the status of being one of the best managed institutions within the industry. “The Bank continues to be held in high esteem by its client base and shareholders and, in spite of a difficult last quarter in 2015, VCB’s clients maintained their loyalty. Furthermore, the Bank continues to have one of the best asset books in the industry with a zero non-performing loan book.”

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Striving for

UNIVERSAL Health Coverage or nearly 50 years, the Ministry of Health (MOH) Swaziland has been striving to improve the health status of the country’s population by providing preventative, promotive, curative, palliative and rehabilitative services for the betterment of a nation very much in societal transition. Not only introducing such services, but doing so to the highest quality, with honed relevance and as accessibly and affordably as possible has been a challenge for the Ministry, but one that has been met over the decades, and the organisation remains as committed as ever today to keep moving with the times and improving the country’s healthcare provision even further. “The aim is to provide equitable and socially acceptable health services to the highest possible standards comparable to the first world, and to have every citizen being able to access quality healthcare regardless of where one is in the country,” says Vusi Magagula, Director of Health Services. “The core functions of the Ministry of Health include health promotive and preventative services; curative and clinical healthcare services; medical,

Ministry of Health Swaziland strives towards its ultimate aim via a series of investments, training and technological enhancements akin to the best in first-world healthcare provision Writer: Matthew Staff Project Manager: Eddie Clinton

nursing and allied health regulation; and medical referral services.” An additional host of clinical support services are also incorporated within the areas of focus across Swaziland and comprise pharmaceutical services, medical imaging services, medical laboratory services, rehabilitation, palliative services and nutritional services; all compounded by an ongoing dedication to investing in the very latest methodologies and technologies in order to best implement such treatment types. Advanced hospital equipment including a modernisation and expansion of its renal services, as well as the opening of a new chemotherapy unit have gone hand-in-hand with the current renovation of the main referral hospital in the capital, Mbabane. The expansion of a new maternal wing at the latter facility is also in place as well as a rebuilding of a new outpatient department. Magagula adds: “The use of evidencebased medicine to inform decisionmaking is being emphasised now. “We have also envisaged a PPP construction of a new referral hospital as well as completion of the Lubombo Regional referral hospital

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and an expansion of health centres to broaden activities provided by the facilities in the regions.”

Healthcare to the population

These most contemporary and forward-thinking of innovations in Swaziland represent a vast revolution from the state of healthcare in place prior to the Ministry’s formulation. In place since colonial times, and subsequently run at the time by colonial masters, the independence gained in 1968 - headed by a Minister and initially shared with the Portfolio of Education - laid the foundations for an official Government-run institution to flourish in the decades to follow. “Ever since, the Ministry has dealt with all issues concerned with the delivery of healthcare to the population,” Magagula explains. “The services are such that there is the public subsector, which deals largely with Government-owned and run facilities as well as sub-vented

MYLAN

The MOH aim is ultimately the attainment of universal health coverage, but our mid-term goals include increasing the number of health and related services and interventions provided across the country...

ylan is one of the world’s leading global pharmaceutical companies. Our medicines include generic and brand name products in a variety of dosage forms, such as difficult-to-manufacture injectables, transdermal patches and HIV/AIDS antiretroviral (ARV) therapies. Mylan has innovative research and development capabilities and is one of the world’s largest active pharmaceutical ingredient (API) manufacturers. Every one of our medications meets our one global quality standard regardless of where it is produced. At Mylan, we are committed to setting new standards in healthcare. Working together around the world to provide 7 billion people access to high quality medicine, we: • Innovate to satisfy unmet needs • Make reliability and service excellence a habit • Do what’s right, not what’s easy • Impact the future through passionate global leadership Creating better health for a better world. That’s what inspires Mylan in our mission to provide quality healthcare, one person at a time. Our Key Access Initiatives: • Increase generic utilization • Establish an effective generic biologics pathway • Advance one global quality standard • Enhance anaphylaxis awareness and expand access to epinephrine autoinjectors • Stem the tide of HIV/AIDS

T: +91 40 3086 6206 E: arvind.kanda@mylan.in

www.mylan.com Putting in place extensive local training initiatives to address any shortfalls

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AUROBINDO PHARMA LIMITED

urobindo Pharma Limited is one of the largest generic pharmaceutical companies with global presence. We are one of the leading manufacturers and suppliers of antiretrovirals, enabling 3.5 million people living with HIV lead a healthier life. We are an organisation with technological capabilities like vertically integrated manufacturing, strong R&D and wide product portfolio in various therapeutic areas. We take pride in our association with various organisations and institutions which are providing support to the HIV patients and have pleasure in working closely with Ministry of Health Swaziland in this pursuit.

arv@aurobindo.com

Setting ambitious targets to carry out its mandate effectively

organisations. “There is also the private subsector, which is privately-owned and run with little Government financial assistance. The traditional sector or healers have their own organisation and their services are run and regulated separately from the modernwesternised healthcare, which is coordinated through the MOH.” Overcoming numerous initial challenges to kick-start the Ministry, there have inevitably been varying difficulties along the way and remain today, as the parallel aspirations and goals have also escalated dramatically over that period. The biggest challenge now regards the sourcing of resources to effectively carry out its ambitious mandate especially the amount of doctors, nurses and other professionals on hand - but this is being overcome through extensive local training initiatives and heightened social security measures to address any shortfalls caused by

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The country is at a level of eliminating malaria infection and this has been achieved through consistent strategy implementation with the help of cooperating partners and the Government’s own efforts

inadequate finances. The combating and alleviation of such pressures will then ultimately go a long way in achieving its shorter-term goals and its overriding long-term aim. “The MOH aim is ultimately the attainment of universal health coverage, but our mid-term goals include increasing the number of health and related services and interventions provided across the country; increasing the coverage of the population through the different health and related services and interventions; and reducing the household financial burden incurred at the point of access and utilisation of health and related services and interventions,” Magagula lists.

Consistent strategy

In addressing personnel shortfalls in particular, the MOH has recently encouraged more and more professionals to receive the best training possible - even if it means

conducting their studies abroad before returning to Swaziland - as well driving the idea of medical specialisation. “Though the country, like many sub-Saharan countries, continues to face healthcare delivery problems, progress is being made towards improved health for the people,” Magagula enthuses about the results of the Ministry’s efforts. “There have been noticeable achievements in the delivery of healthcare and some of these have been recognised even outside our borders. “These include great improvements in the fight against communicable diseases. The country is at a level of eliminating malaria infection and this has been achieved through consistent strategy implementation with the help of cooperating partners and the Government’s own efforts.” The fight against HIV and AIDS has

similarly been at the forefront and, in line with international trends, there has been a marked reduction in the occurrences of HIV, a sizable portion of people living with HIV receiving Anti-Retroviral Therapy (ART) which is procured through Government funding. There has also been a dramatic improvement in the fight

Anti-Retroviral Therapy (ART) is a treatment for HIV/AIDS that can prolong and improve patients’ lives

against Tuberculosis. Magagula continues: “More investment is being made in our health systems, which are aimed at ensuring attainment of universal healthcare. “Infrastructure developments continue to be made, immunisation coverage has improved, and an emergency preparedness system has been put in place, which has increased the reach to those who most need such services. “The use of information technologies and electronic medical records will also increase coverage of healthcare, particularly to the underserved. “Infrastructure developments are at an advanced state, the main referral hospital is being rehabilitated to international standards, and several clinics are being constructed as we ensure the nation can take healthcare to the people.”

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Reducing toTrade THE

BARRIERS

Maersk Line aims to build lasting commercial relationships in East Africa and grow alongside local businesses in order to remain ahead of toughening competition Writer: Emily Jarvis Project Manager: Tom Cullum

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or almost three decades, Maersk Line has been a crucial enabler in the development of Mozambique’s maritime industry, serving to grow this emerging nation’s reputation as a key East African logistics hub. Boasting a 2,500 kilometre coastline, the country’s waterways are considered the gateway to Zimbabwe and Malawi; with the Nacala corridor at the centre of Mozambique’s industrial and agricultural exports, the Beira corridor providing a safe passage to Zimbabwe in the west, and the Maputo corridor providing connections with the south. Spurred on by the economic benefits of the country’s location, with excellent transport links to both intercontinental locations, such as the Middle East and Asia, as well as many in Africa, Maersk Line Mozambique has deployed its latest

L O G I S T I C S

technological advancement, Maersk’s case management system, to further streamline its activities and optimise cargo efficiencies. As innovation now plays a vital role in ensuring the sustainable growth of the billion-dollar

Maersk Line has recently deployed the Maersk case management system in Mozambique

Maersk Group, the Company has to continue to focus on ways to remain ahead of the toughening competition by placing emphasis on creating longterm local trade partners.

Gateway to the Nacala corridor

With many indigenous businesses now dependent on Mozambique’s maritime industry to reach important export markets, there have been several strategic investments to increase trade opportunities with the Middle East and Asia in recent years. One such investment was announced last year by the Japanese Government, to the tune of US$280 million, designed to fund the second phase of the Nacala Port Development Project and boost the region’s already booming banana trade with Japan; as well as provide additional passage for trade with the Nacala corridor. Having pledged US$100 million to fund phase one of the Nacala Port Development previously, it is estimated that once the project is complete, the Port will triple its capacity to 4,738,000 tonnes of cargo and 234,000 TEUs by 2019.

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TRANSPORTES GODIBA LDA

ransportes Godiba LDA is a Mozambican company established in 1992 in Beira, and is part of the wider Godiba group. Sister companies within the group operate in sectors including construction, tourism and plant hiring equipment. Starting with two trucks upon formation, Transportes Godiba LDA has expanded to a fleet of 120 trucks and trailers. The Company has also expanded its operations to include bulk tipper trucks and have at the present a fleet of 25 units. All our fleet is equipped with the latest satellite tracking technology so clients can access real time updates.

By partnering with Maersk Line, Matanuska Mozambique Limited has successfully illustrated the potential for agricultural exports in the Nacala area

“The Matanuska bananas are a showcase of what can be achieved in the hinterlands of Mozambique. With [Maersk] technology and assistance to facilitate the process, we can move so much more from these areas to the rest of the world,” said Carolyn Kathewera, Branch Manager at Maersk Line’s Nacala office. By partnering with Maersk Line, Matanuska Mozambique Limited has successfully illustrated the potential for agricultural exports in the Nacala area, where the bananas have been certified for the Japanese market. “Today, we are shipping about 100 million bananas to the Middle East from Nacala. And the available land here gives us the potential of doubling that within the next three to five years,” commented Donovan Portland, Shipping and Ports Operations Manager for Matanuska. With leaders of industry such

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The Matanuska bananas are a showcase of what can be achieved in the hinterlands of Mozambique. With [Maersk] technology and assistance to facilitate the process, we can move so much more from these areas to the rest of the world

Our policy has always been to offer support to all our valued clients for their business solutions and it is support like this that has seen us named as one of the more reliable companies in the Mozambican region. Our operations are supported with branches in Beira and Nacala, the two main ports in northern and central Mozambique region. Our Nacala branch includes facilities for container storage and handling with a container depot fully equipped for empty and full containers. Our services include general cargo haulage, OOG cargo haulage and customs transit clearance to interland countries such as Malawi, Zimbabwe and Zambia.

T +258 825 017 380 E goncalogodiba@gmail.com transportes@grupogodiba.com

www.grupogodiba.com

WE HAVE A FLEET OF

120 TRUCKS & TRAILERS TODAY

> General cargo haulage > Oog cargo haulage > Customs transit clearance to interland countries: Malawi, Zimbabwe & Zambia. e_mail: transportes@grupogodiba.com cell: +258825017380 / +258843801105 tel: +25823354021 / fax: +25823354020

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as Matanuska demonstrating the potential of Mozambique as a strategic partner for Asian and Middle Eastern trade, the country has the potential to lift millions out of poverty with the promise of economic inclusion through improved productivity. “Another thing that makes it a good partnership is the flexibility of Maersk Line’s services. They can move a ship here when we need it, so we can deliver the fruit as soon as possible, which is a key factor for our business,” Portland explained.

TradeMark East Africa

Maersk Line is working hard to reduce the barriers to trade for SMEs in Mozambique

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In mid-2015, a new partnership between Maersk Line and TradeMark East Africa - a not-for-profit organisation working to accelerate poverty reduction in the region through trade growth - was formed with the aim of identifying ways to reduce trade barriers for small and medium-sized enterprises (SMEs) and perishable products out of East Africa; providing the much-needed support to companies to gain easier entry to the world market, while contributing to the Mozambique economy. After pointing out the huge amount of paperwork and procedure that the journey of a typical container requires, Maersk Line explained how the simple task of moving cargo from A to B can be time-consuming and cost-heavy due to lost or inaccurate information. “More than 30 individuals or institutions are involved in handling documentation and there are about 200 different communication interactions in the process, with public officials and between different companies,” the Group said. “Consequently, the time spent waiting on paper stamps and email replies costs just as much as the actual shipment, which simply is not a feasible or productive way to do business. For producers in East Africa, all of the paperwork and its processes increase their total cost and limit their

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The simple task of moving cargo from A to B can be a time-consuming and cost-heavy process, due to lost or inaccurate information

By taking an active role in addressing trade barriers, we aim to build lasting commercial relationships. We hope that the lessons we learn from pilot projects can be replicated and scaled in the future

market access significantly.” By taking an active role in addressing trade barriers, Maersk Line aims to build lasting commercial relationships in the region. The next step in the project with TradeMark East Africa is to demonstrate how to digitise the unnecessarily complex process entirely, thereby, reducing the cost of administration and bureaucracy for everyone, including the local producers. “At Maersk Line, we have a natural interest in seeing trade growing and countries prospering from increased exports and imports,” said Steve Felder, Maersk Line´s Managing Director for East Africa. “By taking an active role in addressing trade barriers, we aim to build lasting commercial relationships. We hope that the lessons we learn from pilot projects can be replicated and scaled in the future.”

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PROPERTY

INVESTMENT

E V E N T

SUMMIT

F O C U S

East Africa is alive with real estate potential THE CENTRE OF gravity for African growth has shifted as East Africa has become the fastest growing region on the continent, with its growth expected to accelerate from 5.6 percent in 2015, to 6.7 percent in 2016. While much of the world is battling economic uncertainty and tepid growth, the nations of the East Africa Community (EAC) - Kenya, Burundi, Rwanda, Tanzania, Ethiopia and Uganda - are putting into place the building blocks for sustainable growth and increased productivity levels. With improved transportation infrastructure, modernisation of key ports and accelerated urbanisation, East Africa is open for business and providing for excellent real estate development and investment opportunities. The goal of the EAPI Summit is to connect like-minded individuals with the aim to pool resources on the East Africa real estate agenda. The Summit attracts professionals with a role in promoting investment and building

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infrastructure centred on propertyrelated transactions. The 2016 EAPI Summit provides the perfect environment for industry decisionmakers to meet new partners, build personal relationships and engage in mutually beneficial deals across the continent. Capitalise on an unparalleled opportunity to network with local and international property professionals and investors eager to engage in East Africaâ&#x20AC;&#x2122;s growth strategy. Delegates will experience quality content, interactive presentations, professional experiences and, most importantly, the opportunity to engage in ample networking sessions. Substantial industry representation, coupled with the highest calibre of speakers, sponsors and delegates, ensures the EAPI Summit is the perfect environment to discuss the latest commercial property news. Join the discussion at this yearâ&#x20AC;&#x2122;s EAPI Summit!

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E V E N T

D E TA I L S

WHEN: 6-7 April, 2016 WHERE: Radisson Blu Hotel, Nairobi, Kenya REGISTER: www.eapisummit.com

WORLD

RETAIL

CONGRESS

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Attracting and engaging the modern customer RETAILING IS CHANGING faster and more dramatically than anyone has ever known. The development of ecommerce and mobile commerce has started a process of transformation that will lead to a completely different retail business model with many new entrants. We are just at the beginning of this age of change. 2016 will mark the 10th World Retail Congress. Since its launch, the Congress has been at the very heart of the industry’s discussions about the future shape of retailing. In those few years, retailing has had to adapt and survive a global recession, keep pace with the development of major new markets such as China and India and now ensure that they remain relevant in this digital age. The Congress’ theme for 2016 will focus on retailing’s ultimate

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disruptor and driver of change. It is not technology or new competitors – it is the customer. Consumers are forcing the pace of change through the adoption of new technology, by rejecting old brand loyalties and shopping habits in favour of channels and services that suit today’s lifestyles and budgets. In a world full of choice and channels, how can retailers truly connect with their consumer in a meaningful way? Notable speakers representing the retail industry in Africa include Suzie Wokabi, Founder & CEO of Suziebeauty. She will be discussing how to attract customers through innovation in product development. Bernie Brookes, CEO of Edcon will also bring a wealth of knowledge and insight into building robust businesses that serve the modern customer. The World Retail Congress will be

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held at the five-star Madinat Jumeirah in Dubai from 12-14 April. It will bring together more than 1,000 global retail and industry leaders, delivering an unrivalled programme focused around insight, innovation and highlevel discussions. It will continue to host onsite events including the Hall of Fame, Future Retail Challenge, Innovation Hub and the World Retail Awards. Register now to reserve your place with the retail elite. www.worldretailcongress.com

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WHEN: 12-14 April, 2016 WHERE: Madinat Jumeirah, Dubai WEBSITE: www.worldretailcongress.com

IN PARTNERSHIP WITH:

For progressive retailers to keep updated on current trends and changes, there is no better forum. ANDREW JENNINGS | GLOBAL RETAIL ADVISOR

Under the patronage of H.H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai

YOU’RE INVITED TO ATTEND WORLD RETAIL CONGRESS 2016 Join us as the World Retail Congress celebrates its 10th edition at the Madinat Jumeirah in Dubai on 12-14 April, 2016. Annually, the Congress attracts 1,000+ senior retail leaders spanning 60+ countries, operating across all major retail sectors. It’s set to be ground-breaking, with representatives from Levi’s, Edcon Group, SuzieBeauty, LVMH, The Coca Cola Company, Disney, Google and the legendary Tommy Hilfiger and Jo Malone in attendance. Taking as its theme; Attracting and engaging with the modern customer, secure your place with the industry elite for three days of insight and networking as you help shape the direction of retail.

Book your place today and save 15%. Use the code OUTLOOK16 at checkout. W: www.worldretailcongress.com T: +44(0)20 3033 2020

FIVE STAR SPONSORS *****

PART OF THE

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AFRICA

ENERGY

INVESTMENT

E V E N T

SUMMIT

F O C U S

Promoting and fast tracking energy sector investment & development in sub-Saharan Africa

THIS SPRING, WASHINGTON DC will be host to the inaugural Africa Energy Investment Summit 2016 (#AEIS2016) which will take place from 10-12 April, 2016 at the Georgetown University Hotel & Conference Center. The #AEIS2016 looks to established itself as the international marketplace where investors, financiers, governments, public & private sector, developers and power utilities of Africa unite with the main focus being on delivering investment and power infrastructure projects across subSaharan Africa. All the players in the industry are in the same place at the same time. More than 150 industry stakeholders are expected to attend the event this spring, some of whom will include but not be limited to government representatives, utilities, financial investors, power technology providers, power developers, EPC contractors and more. With massive demand for power in Africa and international investors keen to fund power projects, this will be the most

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sought-after African power event that African governments and the private sector will be attending year-on-year. This event will bring together participants from the sub-Saharan Africa region and beyond. Regional development is the key to unlocking Africaâ&#x20AC;&#x2122;s energy investment potential, and it is with this in mind that we are delighted to bring industry players together in Washington DC, at the time of the World Bank Group / IMF Spring Meetings to promote investment, development, global cooperation in fast-tracking energy and infrastructure projects in sub-Saharan Africa. All that is required is both private and public sector support to succeed. In attendance at the event will be some of the worldâ&#x20AC;&#x2122;s global leaders in investment, advisory and development. These include the World Bank, Eversheds International, FBN Quest Nigeria, Aurecon Group, IFC, Power Africa, Overseas Private Investment Corporation (OPIC), Dalberg Development Advisors, ABB South Africa, Kukula Capital,

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Anjarwalla & Khanna (A&K), Chadbourne & Parke LLP, and Centennial Generating Co. This pivotal event has been created to facilitate real investments and to align regional focus to enable energy and infrastructure successes and development. #AEIS2016 will provide a platform for investors to hear from a number of key figures within the investment discussion, including African policy & law makers of energy and infrastructure, heads of utilities, power developers and financiers.

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WHEN: 10-12 April, 2016 WHERE: Washington, US REGISTER: www.nkmevents.com/aeis

Event Partners

Media Partners

Join energy sector policymakers, executives, investors, project sponsors, developers, advisory services professionals, lawyers and many more as they meet & discuss the opportunities available for investment and development, market trends and the business environment or investment climate, etc. for Sub Saharan Africa.

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