Africa Outlook - Issue 37

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Kenya’s award-winning real estate developer, AMS Properties adds new luxury to its property portfolio

AFRICA’S INVESTMENT

LANDSCAPE 12 Weighing up the risks and benefits of PPPs and FDI structures

AFRICA OUTLOOK ISSUE 37

CLOSING THE LOOP ON THE

WATER CYCLE 16 REDISA addresses the harsh reality of South Africa’s water shortage

ALEXANDER FORBES

KENYA 42 Creating wealth and protecting clients

NIGERDOCK 66 Driving continuous improvement through world-class training and safety procedures

FEATURING: EFFICIENT ENGINEERING | MOZRE | INFRASTRUCTURE AFRICA

W E L C O M E Cashing in on Kenya There have always been four traditional gateways to African business, with South Africa the official gatekeeper to the south, and Egypt, Nigeria and Kenya acting as a front door to opportunities for foreign direct investment in the north, west and east respectively.

Numerous dynamic shifts, political acrimony, economic fluctuations and sector downturns have culminated in the latter fast becoming the most attractive of all though. With immediate connections to the ever-expanding Middle Eastern influence, and societal challenges on the right side of stable, Kenya is fast becoming the go-to country for international businesses seeking an opening African gambit, and we have profiled two beneficiaries of the trend this month.

AMS Properties is thriving within arguably the strongest sector in the country at present, leveraging the construction boom to extend its luxury real estate offering to the hospitality industry via a new partnership with globally-renowned Carlson Rezidor.

Keeping a close eye on not just construction but all industry sectors is Alexander Forbes Kenya, once again capitalising on international influences to embed itself in what promises to be a prosperous indigenous market in the years to come.

While the likes of Nigeria and South Africa - still officially the two strongest economies on the continent - have struggled in comparison to Kenya over the past 18 months, this is certainly not to say that there aren’t success stories to be found, and Nigerdock and Tantalizers from the former, and Kargo National and Efficient Engineering from the latter epitomise this notion to round up our company showcase assortment.

The challenges are addressed too though, and in discussing South Africa’s social issues at present, REDISA’s CEO, Hermann Erdmann pays special mention to the idea of a circular economy model as a way of tackling the current, and increasingly critical, water shortage.

On a more widespread scale, we also speak with Harald Nusser, Global Head of Novartis Access about the pharmaceutical heavyweight’s incentive to aid the affordability and availability of medicines on the continent.

Finally, Emily Jarvis interviews Roddy Barclay of africapractice, and James Douglas, Francis Iyayi and Rinku Bhadoria of King & Wood Mallesons about the roles of PPPs and FDIs in adapting to Matthew Staff Africa’s changing investment landscape.

Editorial Director, WWW.AFRIC AOUTLOOKMAG.COM

Kenya’s award-winning real estate developer, AMS Properties adds new luxury to its property portfolio

AFRICA’S INVESTMENT

LANDSCAPE 12 Weighing up the risks and benefits of PPPs and FDI structures

AFRICA OUTLOOK ISSUE 37

Outlook Publishing

CLOSING THE LOOP ON THE

WATER CYCLE 16 REDISA addresses the harsh reality of South Africa’s water shortage

ALEXANDER FORBES

KENYA 42 Creating wealth and protecting clients

NIGERDOCK 66 Driving continuous improvement through world-class training and safety procedures

FEATURING: EFFICIENT ENGINEERING | MOZRE | INFRASTRUCTURE AFRICA

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 Callam Waller callam.waller@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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NEWS

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PPPs AND FDIs Adapting to Africa’s Changing Investment Landscape

All the latest top stories across the month from Africa

Weighing up the risks and benefits of PPPs and FDI structures

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CIRCULAR ECONOMY Closing the Loop on the Water Cycle Addressing the harsh reality of SA’s water shortage

S E C T O R

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F O C U S

HEALTHCARE Access through Affordability

Novartis Access extends its infrastructure to those most in need

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

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NIGERDOCK Promoting Local Content for Local Growth Driving continuous improvement through worldclass training and safe delivery of complex offshore, oil & gas projects

AMS PROPERTIES LTD All-Inclusive Living Kenya’s award-winning real estate developer adds new luxury to its portfolio

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Following the Group ethos to provide affordability, accessibility and unmatched quality

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DAR ES SALAAM GLASS WORKS LTD Changing the Skyline of Dar es Salaam

AIRTEL MALAWI Telecoms Right on Your Doorstep

AIRTEL ZAMBIA A Commitment to Cultural Preservation

Transforming life, work and leisure

MINING & RESOURCES

Tanzania’s leading glass and aluminium contractor

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MONURENT HOLDINGS Africa’s Seasoned Equipment Provider A seasoned player in the delivery of heavy equipment rental solutions

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OILIBYA Fuelling Growth on a Continental Scale

Your energy partner in Africa

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ALEXANDER FORBES KENYA Serving Kenya

MOZRE (MOCAMBIQUE RESSEGUROS) Making the Most of Mozambique Preparing for a dynamic and robust future

MANUFACTURING

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EFFICIENT ENGINEERING (PTY) LTD Challenging Traditional Thinking with Expert Engineering Efficient’s drive for continuous improvement leads to rapid expansion

TANTALIZERS PLC Tantalizing Innovation

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

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Creating wealth and protecting clients

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E V E N T

Serving-up passion, integrity, excellence and innovation

Bringing agility and adaptability to Zimbabwe’s fluctuating economy

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ENVIRONMENTAL CEMENT AFRICA

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SOUTHERN AFRICA ENERGY & INFRASTRUCTURE SUMMIT

SHIPPING & LOGISTICS

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KARGO NATIONAL Continually Investing in the Customer

Providing the high level of logistics service that customers deserve

F O C U S

Driving change across Africa’s cement industry

Groundbreaking forum that will bring together SADC’s energy experts

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CAPTAINS OF CONSTRUCTION AFRICA

Unlocking continental growth through infrastructure development

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AFRICA OIL & POWER

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INFRASTRUCTURE AFRICA BUSINESS FORUM

Join Africa’s energy elite for high-level discussions

Accelerating the business of infrastructure development in Africa

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TECHNOLOGY

Five Megatrends Driving the Second Wave of Inclusive Digital Innovation Wim van der Beek, Managing Partner at Goodwell Investments detailed his top five megatrends boosting inclusive growth in developing African markets in recent years On-demand model This mobile payment revolution has enabled the introduction of the ‘on-demand’ model in Africa which allows people, particularly in rural and remote areas, to use their mobile phones to access prepaid digitised services that are grounded in physical products.

M-KOPA Solar has been the poster child of this model, providing ‘payas-you-go’ energy for off-the-grid customers using small solar home systems.

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Internet of Things IoT, which speaks to the ever-faster integration of information and communication, is already shaping the way in which prepaid mobile products and services are delivered.

On a more general level, cloud computing also allows for cost reduction in both hardware and software – cutting out the need for both businesses and governments to spend huge amounts on IT. This becomes critical in remote areas where communication infrastructure is unavailable or costly to

install and maintain.

“With regards to big data, mobile phones are now sending back huge volumes of critical data on a segment that both governments and the private sector have been unable to fully understand,” said van der Beek. “Indeed, data from mobile phones is beginning to unlock huge opportunities to better understand how certain segments spend, what they earn, the services they use and so on. Also, data gathered by companies on patterns in informal retail will be of great value to big brands.”

Blockchain technology Although it is still a relatively unknown and a seemingly complicated concept, van der Beek stated that blockchain technology - which is the database technology that powers Bitcoin - has the potential to revolutionise the way certain public services are offered in Africa.

“Applications for the blockchain, for example in healthcare or land registries, extend far beyond Bitcoin and other cryptocurrencies. In our view, it might have the same kind of transformational impact as the introduction of the internet browser,” he said. van der Beek summarised: “In order to really move the needle when it comes to improving people’s lives in Africa and other emerging markets, we need to remain focused on the goals of inclusive growth and allow this vision to shape the way technology is built and implemented.

“The emergence of blockchain technology, big data, on-demand services, cloud computing and the Internet of Things (IoT) are all spurring inclusive growth on the African continent. And it is the convergence of these exciting technology innovations that is changing the face of Africa.”

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

Addressing the African SocioEconomic Crisis through Job Creation Inyatsi Construction’s Chairman, Frans Pienaar says that addressing societal shortfalls in Africa has to be at the centre of any company’s strategy when choosing to operate in markets with a high level of poverty.

“Africa’s fast and sustained economic growth over the past two decades has so far not improved social outcomes in most countries,” he said.

Statistics give a clear picture of the extent of the problem. Only 28 percent of the population of Africa has stable jobs, while rapid urbanisation makes infrastructure

development and better education critical issues. Ineffective government regulation also exacerbates the problem.

Pienaar stated that Inyatsi is working to address the African socioeconomic challenge by mobilising its workforce and their extended families to make a difference in society.

“We believe we can all make a difference if we are prepared to engage with society in everyday life in communities, which includes being active in non-governmental organisations, schools, churches and other community organisations. If

many people work to make a small difference, the result will be a big difference,” Pienaar said.

He added: “These differences are created through job creation, infrastructure development, training, corporate social investment and promotion of wellness. Job creation through the various projects funded by our clients is an example of how a small difference becomes a big difference. For every employee, an additional seven people benefit.

Therefore Inyatsi currently positively impacts more than 20,000 lives in Africa.”

ECONOMY

mobile payment revolution that took place in China over the past decade is now making its way into the upand-coming nations on the African continent.

As Chinese economic growth is slowing, recording 6.9 in 2015, with predictions of 6.7 percent in 2016, it is Africa that is now being touted as the ‘new China’.

Marco Attisani, CEO of Watly commented: “Africa is being considered the China of 30 years ago by many leading economists, although

it is currently being hindered by a lack of infrastructure. The true economic empowerment of Africa lies in its capacity to truly engage and compete on a level playing field on the global stage. It is essential for Africa not only to have access to basic essentials such as water and energy but also connectivity, which will enable the continent to truly capitalise on the digital revolution.”

The combined population and resources of the continent offer unparalleled potential, with countries such as Ethiopia and Ivory Coast hovering around 10 percent in GDP growth.

Marco continued: “By improving access to connectivity and basic resources, we will start to build solid foundations on which African businesses can grow and discover their rightful place in the global economy.”

Africa is the China of Yesteryear South Africa’s banking giant, Standard Bank, recently linked up with leading Chinese mobile payment provider, WeChat Wallet of Tencent, to use the former’s Pan-African banking infrastructure to provide mobile payments throughout the continent. Partnerships such as this demonstrate a clear pattern that the

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Africa Central to Future Growth, says Eurasian Resources Group

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Mozambican Natural Gas Reserves Create Project Boom Mozambique has moved into the world spotlight with the rumblings of change in recent years as multinational companies have discovered substantial reserves of gas both on-land and offshore.

ROMPCO (The Republic of Mozambique Pipeline Company) recently announced that South African petrochemical group, Sasol, and the governments of South Africa and Mozambique are to invest millions of US dollars to build a new pipeline that will be operational in 2017, expanding on Mozambique’s natural gas assets to the South African market.

The addition of this second new pipeline, called the Loop Line 2 project, will enable South Africa to receive 212 million gigajoules of gas, compared to the original 188 million gigajoules.

Kwikspace, Africa’s leading manufacturer of modular buildings, is to become a vital partner for one of Mozambique’s latest oil & gas projects, involving the supply of site accommodation and workforce housing for the ROMPCO Loop Line 2 Project.

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Eurasian Resources Group (ERG), a leading diversified natural resources producer with a presence in 14 countries crossing four continents, highlighted the importance of Africa in its longterm international growth strategy at the recent Mining Indaba held in Cape Town.

ERG-Africa, a division of the Eurasian Resources Group, is one of the most significant miners in Africa. It is currently undertaking an ambitious turnaround programme to move its African copper-cobalt assets down the global cost curve aiming to have lowest quartile

positioning by 2017. As part of this, the Company is pursuing production increases in the next three to five years to reach a total annual production of approximately 300kt of copper and more than 20ktpa of cobalt.

“We view Africa as a driver of our future international growth.

In addition to Kazakhstan, Africa is a region that offers exceptional opportunities for ERG to strategically expand its portfolio,” said Benedikt Sobotka, Group CEO.

T E C H N O L O G Y

Samsung Fully Committed to Africa’s Sustainable Development Goals Samsung Electronics Africa has recently bolstered its Corporate Citizenship efforts in Africa in a bid to help the continent achieve its Sustainable Development Goals.

Speaking at the 2016 Samsung Africa Forum, Abey Tau, Corporate Citizenship and Public Affairs Manager, said: “As a global citizen, we felt it was important to use our technology to give back to society.

We do this in four ways: by creating new learning opportunities so that young people can enjoy access to better education; by using our technical expertise to develop and

provide access to new healthcare solutions; by supporting youth employment through vocational training and skills development; and by reducing our impact on the environment.”

The Company’s aim is to make sure that every African child has access to education no matter where they are on the continent, using state-ofthe-art digital technology enjoyed by children in developed countries.

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EXHIBITIONS

Mozambique at the Heart of Southern African Development Gigawatt Mozambique recently announced a US$200 million investment into Mozambique’s power sector, alongside investment from other global stakeholders including Standard Bank and the World Bank.

The investment will assist in

harnessing Mozambique’s natural gas resources, which will further benefit many of Mozambique’s neighbours.

This - along with several other projects in the SADC region - will be presented and discussed at EnergyNet’s upcoming Southern Africa Energy and Infrastructure Summit (SAEIS), 4-6 May, 2016 in Maputo, Mozambique.

The Summit will celebrate regional cooperation and promote energy and infrastructure projects that require both private and public sector support in order to be realised.

E X H I B I T I O N S

Infrastructure Africa Partners with AfDB In a move which will greatly enhance the conference’s offering and Africa’s trade potential, the upcoming fifth Infrastructure Africa Business Forum has partnered with the African Development Bank (AfDB) to host the Africa Inclusive Infrastructure Forum (AIIF) from 9-10 June, 2016 at the Sandton Convention Centre, Johannesburg, South Africa.

The conference and exhibition provides an opportunity for companies to focus on the continent’s growth hotspots, discuss infrastructure trends, and meet project developers and relevant government authorities, while exploring infrastructure business opportunities.

TECHNOLOGY

Mahindra Comviva Partners with Mondial Multimedia

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Nielsen Report Reveals Cote d’Ivoire as New Challenger at the Top Nielsen Africa’s second Africa Prospect Indicators (APi) Report showcases the huge investment opportunities across the continent, with the Ivory Coast in particular beginning to challenge Nigeria’s position at the top.

Nielsen Africa Managing Director, Allen Burch SAID: “The strength of the Africa Prospects Indicator lies in its ability to provide a clear ranking of countries based on multi-dimensional relative indicators across macro-economic, business, consumer and retail dimensions...

Allen Burch, Managing Director of Nielsen Africa

“Despite the fact that [Ivory Coast] comes in third position on broader macro factors, its favourable economic growth and stable inflation climate and recent elections, provide a fertile investment environment.”

Mahindra Comviva has partnered with Mondial Multimedia to further strengthen its digital music content portfolio in Africa.

Atul Madan, Head of Digital Services, Mahindra Comviva said: “This partnership coupled with our proven expertise in deploying and managing music services for operators across multiple growth markets, will further drive the success of managed music services and infotainment services in Africa.”

Mahindra Comviva is one of the largest content aggregators in Africa, Middle East and Asia. In Africa alone, the Company has collaborated with more than 150 content partners including local and international content providers.

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TELL US YOUR STORY

AND WE’LL TELL THE WORLD AFRICA OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

We reach an audience of 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 Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for free, in one of our upcoming editions.

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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Adapting to Africa’s Changing Investment Landscape According to experts, PPPs will play an important role in providing a viable structure in which to attract FDIs across critical sectors on the African continent Writer: Emily Jarvis ccording to the African Development Bank, Africa’s infrastructure gap stands at approximately US$50 billion per annum.

Traditional sources of financing, such as taxation, government borrowing and aid, cannot be squeezed any further to close it. As a result, governments have turned to public-private partnerships (PPPs) and foreign direct investment (FDI) as a source of financing, while the private sector and international companies seize the opportunity given the scale of demand.

PPPs will play an important role in providing a viable structure in which to attract FDIs across critical sectors on the continent. The two will work in tandem with each other to share local investor risk and relieve the burden or guaranteeing the entire project and raising its own financing.

We spoke to a series of industry experts on the risks and opportunities surrounding PPPs and FDIs, and which countries are already unlocking the benefits of adopting these structures.

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Public-Private Partnerships in Africa The role of the private sector in development is stressed in the SDGs, which is welcome, but they cannot Roddy Barclay, Associate Director at catalyse private sector interest if there is no clear commercial africapractice proposition.

A major benefit of PPPs is that AfO: What makes public-private partnerships (PPPs) more projects that would otherwise appealing today than ever before, and never see the light of day reach what African countries have completion. Secondly, as far as governments are concerned, sharing embraced it as a solution to the risk with the private sector relieves continent’s infrastructure deficit?

Roddy Barclay (RB): PPPs have it of the burden of guaranteeing the entire project and raising its own now been in use for more than two decades. Although they can present financing. Thirdly, the involvement of a complex deal structure and require the private sector, with its dynamism and expertise, can raise quality and associated expertise, they are becoming increasingly attractive and speed up timelines. effective in Africa, partly because African governments are putting AfO: What sectors in particular do you think can benefit from the resources, skills and legislative PPPs the most? frameworks in place to support the successful development of PPPs as RB: There are certain sectors which lend themselves to PPPs in Africa, a solution to Africa’s infrastructure deficit. and others that do not work so well yet. PPPs are most often applied The fact that countries such as to the power sector and a number Nigeria, Ghana, Senegal, Kenya and Malawi have set up dedicated of telecommunications projects. A World Bank study showed in five East PPP Units within government gives potential investors greater African countries, 70 out of 82 projects completed between 1990 and 2011 reassurance that projects in these countries will be managed properly. were either in power or telecoms.

This is not yet the case across the board in Africa, and many countries still have some way to go.

On the other hand, water, sanitation and to a lesser extent, transport projects, are seldom executed under PPP agreements in Africa. A major reason for this is the difficulty in monetising the services they provide.

On much of the continent, willingness to pay is low, and revenue collection is a real challenge. This makes these investments unattractive to private investors. For now, water projects are still seen as the preserve of government.

South Africa is renowned for its PPP framework and the recent projects achieved under it. The country currently has 68 active projects. Most notably, since 2011, large amounts of private capital have flowed into renewables, raising generation capacity by up to 6GW. By comparison, Nigeria has 35 active PPP projects, while Kenya has 15. Most African countries have fewer than five.

AfO: Finally, which country do you see as having the most potential to deploy both a PPP and FDI infrastructure to facilitate economic growth?

RB: I would single out Côte d’Ivoire, which has emerged as a highly promising destination for FDI. A good proportion of this investment will be directed to PPPs: in its recently announced national development plan, it has nearly 100 projects on the drawing board, worth almost $50 billion. It will be some time until we really see the benefits, but there will be keen interest in the early stages of procurement and implementation.

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Foreign Direct Investment in Africa James Douglass, Co-head of Energy & Infrastructure and Project Finance at King & Wood Mallesons (KWM); Francis Iyayi, Associate, KWM; Rinku Bhadoria, Partner, KWM Africa Outlook (AfO): What economic factors would you say have resulted in the recent growth in FDIs in Africa?

James Douglass: Over the past decade, FDI in Africa has witnessed a boom.

In 2014, US$87 billion of FDIs were announced, the largest increase in inward investment. The majority of the capital invested has been in the energy sector. A key economic factor that enabled FDI to increase over the past decade was initially the surge in commodity prices.

We later witnessed the rise of the African consumer, with some predicting that Africa’s consumerfacing industries will grow by more than $400 billion by 2020 due to the acceleration of a growing middleclass. As such, we have also seen FDIs increase in renewables and infrastructure – particularly transport infrastructure and logistics – over the past few years to unlock these consumer-facing opportunities.

The infrastructure sector and PPP structures have now emerged as important facets of Africa’s FDI trend.

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AfO: How will the continent benefit from increased FDI opportunities in the next few years?

Francis Iyayi: Firstly, African governments have stepped up their efforts in creating a conducive environment to facilitate FDIs. This conducive environment has come from fighting corruption, increasing transparency and establishing legal and regulatory frameworks across major sectors.

Secondly, development finance institutions and export credit agencies have emerged as key enablers for FDI in Africa. These enablers include the provision of guarantees and credit enhancement instruments, such as partial credit guarantees, partial risk guarantees and political risk insurance to

facilitate FDI, especially in PPP and infrastructure projects. Countries like Nigeria, Kenya and South Africa have been the biggest beneficiaries of such products and as such, have witnessed, on average, a higher rate of FDI. Development institutions such as Africa Development Bank, the World Bank Group and the International Financial Corporation provide such products and have been important advocates for FDI in Africa.

Finally, the financial returns to be generated from FDI in Africa are proving to be higher than those generated in developed markets.

From a PPP perspective, project development costs can range between 10-12 percent of total project costs. In considering the level of project abort rates on the continent, the earlier stages of project development are seen as particularly risky. As such, we typically see the very early stage of the

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project cycle supported by technical assistance grants or vehicles backed by a development agency. In order to retrieve these costs, the internal rate of returns / success fees are relatively higher in comparison to developed markets in order to make projects financially and economically viable and to reflect a risk premium.

AfO: Conversely, what are some of the potential bottlenecks that need to be addressed in the meantime, and how can FDI and PPPs work in tandem to facilitate inclusive growth on the continent?

Rinku Bhadoria: Despite the upside of FDI in Africa, there are certain macro and micro economic bottlenecks to consider. From a micro perspective, capacity has been an issue that is currently being addressed. It is recognised now that for economic growth to be sustained on the continent, there is a need for human capital development, knowledge management and transfer. Finding the right local partner is also important. Many African markets remain challenging and poorly understood. Having local knowledge and talent on-side can be a make or break factor.

From a macro perspective, the decreasing demand from China and the impact of lower commodity prices have had profound implications for African economies. This has exposed the lack of diversification in these economies, which is a risk factor for investors. Current policy and currency volatility in the larger economies

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such as Nigeria, Angola, Ghana and South Africa are directly linked to dramatic falls in global commodity and oil prices. In addition, the commodity slump has put pressure on African currencies, pushing up consumer prices, cutting

government revenue and leading to higher inflation. These will ultimately impact FDI in the immediate future.

FDI in Africa, especially in the PPP greenfield space has the potential to unlock infrastructure bottlenecks, boost intra-Africa trade and facilitate inclusive growth on the continent. As the proverbial saying goes, the “devil is in the detail� and finding the right structures for investors is key. PPPs will play an important role in providing a viable structure in which to attract FDI across critical sectors on the continent.

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Closing the Loop on the Water Cycle Hermann Erdmann of REDISA champions the idea of a circular economy approach to water treatment in South Africa, with the current linear model putting the country’s utilities future in danger of drying up

Writer: Hermann Erdmann, CEO at REDISA (Recycling and Economic Development Initiative of South Africa)

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hree billion people will join the global consumer class over the next two decades, accelerating the degradation of natural resources and escalating competition for them, and nowhere is this growing imbalance playing out more acutely than the water sector.

In terms of United Nations’ Sustainable Development Goal Six, clean accessible water for all is an essential part of the world we want to live in. However, due to bad economics or poor infrastructure, every year

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millions of people - most of them children - die from diseases associated with inadequate water supply, sanitation and hygiene.

Already, scarcity is so pronounced that we cannot reach many of our desired economic, social, and environmental goals. If we continue business as usual, global demand for water will exceed viable resources by 40 percent by 2030.

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In South Africa we are facing a water shortage. This can be attributed to various factors; climate change has affected water supplies within the region and we are facing a severe drought period. For example, in Durban, the dams are 20 percent lower than at the start of 2010. Due to this fact, cities are starting to impose water restrictions on communities.

Many experts have claimed that wasteful treatment of water results from dysfunctional political or economic systems and ill-defined markets. However, an issue is that water has been pushed into a linear model in which it becomes successively more polluted as it travels through the system, making future use impossible.

Circular economy

A linear economy model means that raw materials are extracted, transported to manufacturers, and processed into various products. Since the linear model is economically and environmentally unsustainable, we should be viewing water as part of a circular economy, where it retains full value after each use and eventually returns to the system.

And rather than focus solely on purification, we should attempt to prevent contamination or create a system in which water circulates in closed loops, allowing repeated use.

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‘A circular water economy might even eliminate rapidly growing clean-up costs because no harmful substances would be added to the water supply’

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In the water sector, a circular economy approach will mean reusing water constantly, imitating the way the natural water cycle works.

With water scarcity spreading and intensifying in many regions, we need to change our attitude and view, but this must happen immediately given the urgency of the situation.

Circular economy thinking aims to move away from waste; to prevent it rather than manage it, breaking

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Hermann Erdmann, CEO, REDISA An entrepreneur and businessman, Hermann Erdmann has extensive experience in the manufacturing and retail sectors having served on a number of industry-related boards.

Erdmann’s interest in environmental sustainability, transformation and empowerment of the previously disadvantaged resulted in the establishment of REDISA (Recycling and Economic Development Initiative of South Africa), and the development of the first approved Industry Waste Management Plan

the still prevalent linear make-usedispose paradigm that dominates our economies.

Harsh reality

Though the switch to a different economic model is not simple, we are being pushed towards the circular model due to increasing scarcity and pollution of natural resources, compounded by the growing environmental consciousness of

citizens, governments and companies.

In order to achieve this, we need to change our thinking and address these issues in a collaborative manner.

Having seen how the circular economy model has benefitted the South African economy and essentially dealt with the waste tyre problem, I believe that the shift to a circular water economy holds much promise. It would replace scarcity with abundance and greatly reduce the resources

needed to run our global water infrastructure.

A circular water economy might even eliminate rapidly growing clean-up costs because no harmful substances would be added to the water supply.

If we do not act now, by 2050 at least one in four people are likely to live in a country affected by chronic or recurring shortages of fresh water; a harsh reality to live with.

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Access through Affordability Novartis’ latest international initiative is bridging its two overriding aims of developing innovative medicines and helping to tackle the most pressing needs in global healthcare Writer: Matthew Staff ith a longstanding tradition of making medicines available to those most in need - addressing diseases such as Malaria, leprosy and even cancer - Novartis’ Access initiative has extended the global pharmaceutical manufacturer’s commitment to the cause and specifically to “access through affordability”.

As a new business model which the

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Company hopes will create value for both society and the Company itself, Novartis Access supports access to its own range of medicines in low and lower-middle income countries, addressing key chronic diseases across cardiovascular, diabetes and respiratory concerns, as well as breast cancer.

Offered to governments, NGOs and other public-sector customers at a price of US$1 per treatment, per month, the initiative ensures that the price patients pay is kept to a minimum via close collaboration with distribution partners to reduce mark-ups on Novartis Access products.

We spoke with the Global Head of the programme,

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Harald Nusser about Novartis Access, its successes so far, and the future of the diseases the Company is trying to help tackle.

“As a global healthcare company, we think it’s the right thing to do,” he says. “Novartis Access is a natural extension of two important contributions we make to society: developing innovative medicines that help people fight disease and working to get them to as many people as possible.”

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Harald Nusser (HN): Novartis Access is the latest addition to our Company’s efforts to enhance access to healthcare for patients at every level of income. Kenya, Ethiopia and Vietnam are the first three countries where Novartis Access is implemented. These countries have clear healthcare needs and combine a strong Novartis presence, an existing healthcare infrastructure and/or substantial partnerships with NGOs. The programme launched in Kenya and Ethiopia in 2015 and we hope to reach 30 countries by 2020, depending on government and stakeholder demand, as well as patient need.

The medicines included in the Novartis Access portfolio have been selected based on their medical relevance; 13 out of 15 of our portfolio medicines are either on the WHO

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Model List of Essential Medicines or pertain to a class included in the WHO Model List of Essential Medicines. We have also chosen to include products that belong to the most frequently prescribed medicines in these disease areas.

For each disease area, the aim is to offer various treatment options, including well-proven and standard first-line treatments as well as some of the latest treatment choices.

AfO: As a global industry leader, how did this area of corporate social responsibility fit into Novartis’ already established commitment to social enrichment?

HN: Our corporate responsibility strategy focuses on expanding access to healthcare using a broad approach ranging from philanthropy and zero-profit programmes to social ventures. For example, Novartis donates multidrug therapy treatment for all patients with leprosy worldwide, through collaboration with the WHO. And over the past decade, the Novartis Malaria Initiative has distributed more than 750 million antimalarial treatments without profit to the public sector in endemic countries.

Health needs and challenges vary greatly, which is why we must be innovative when delivering affordable

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treatments, in particular for chronic diseases. This includes creating a commercially sustainable social business programme like Novartis Access.

on diagnosis and treatment.

These collaborations will be essential to ensure patients are properly diagnosed and have access to the treatments they need.

AfO: Can you talk me through the key success stories of Novartis Access since then, and how the initiative has developed over the years?

HN: Novartis Access just launched in Kenya and Ethiopia in 2015. The roll-out in these two countries is on track. In Kenya, an initial shipment was delivered mid-February and the first products reached rural facilities.

Beyond the medicines, in order to ensure proper implementation and roll-out of Novartis Access on the ground, we need to forge partnerships; i.e. to raise awareness of key noncommunicable diseases (NCDs), distribute medicines and ensure the integrity of the supply chain, or strengthen healthcare system capabilities in NCDs, including training

AfO: I understand that a great deal of collaboration has taken place with governments and leading bodies in making this initiative as successful as possible, so what would you say have been the main improvements reported back to you from these partners as a consequence of Novartis Access?

HN: With 28 million people dying annually in low-middle income countries, the four main types of NCDs – cardiovascular diseases, respiratory illnesses, cancers and diabetes – are already among the leading causes of death. They represent nearly 75 percent of deaths from NCDs globally.

Consultation with Ministers of

Working in partnership with governments and NGOs to expand Novartis Access

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Health, healthcare providers (HCPs), NGOs and patient organisations has underlined the need to act and confirmed that now is the time to engage as the political commitment to fight NCDs is growing in many countries.

In just a few months, patients in Kenya have started receiving treatments, and Boston University is undertaking a measurement and evaluation study in order to measure the impact of the Novartis Access intervention on availability and price at both facility and household level.

This will ensure we have an unbiased assessment of the improvements in our first roll-out country.

AfO: Looking forward, how do you see both Novartis Access and the wider healthcare challenges that you are addressing - developing, and what specific targets do you have in mind for the coming years?

HN: We believe that Novartis Access has the potential to reach 20 million

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patients a year by 2020. Treating 20 million patients with chronic diseases means supplying more than five billion tablets a year to these markets.

Importantly, these patients will need physicians and other healthcare specialists to be properly diagnosed and treated, complemented by education around the diseases.

“We believe that Novartis Access has the potential to reach 20 million patients a year by 2020�

Many of these capabilities are not consistently available in lower income countries, and will need to be built in partnership with governments and NGOs as we expand the programme.

Looking ahead, we anticipate further increasing our production capacity for Novartis Access and reaching even more patients. We also anticipate adding products in other therapeutic areas and more countries to the

programme as it expands, depending on government and stakeholder demand, as well as patient need.

Novartis Access is a novel approach, and we are aiming for an ongoing dialogue with our partners and key stakeholders as we roll out the programme. Together with our partners we want to test and validate a replicable surveillance system for supply chain effectiveness and to evaluate the impact of the programme on the ground. As funding for noncommunicable disease is a major issue for lowerincome countries, we will continue to explore additional partnerships and innovative financing models.

This year will be a very important year for Novartis Access to successfully implement the programme in 30 countries by 2020.

In 2016, we aim to file 400 product submissions in 20 countries in order to introduce Novartis Access to additional countries in the near future.

The impact of noncommunicable diseases (NCDs)

28 million NCD deaths in LMICs

accounting for nearly

75% of global NCD deaths

82%

80%

of all NCD deaths are caused by

Cardiovascular disease

of global disease burden will be due to NCDs

Cancers

by 2020

52 million Respiratory diseases

Diabetes

NCD deaths globally

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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 month’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 we’ll tell the world.

Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

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Living ALL-INCLUSIVE

AMS Properties has extended its luxury real estate offering to the hospitality industry via a new partnership with Carlson Rezidor, which will see the development of the first Park Inn by Radisson in Westlands, Nairobi Writer: Emily Jarvis Project Manager: Arron Rampling

aving completed close-to two million square feet of residential, commercial and industrial development projects in the past couple of years, bringing the total completed to more than seven million square feet, AMS Properties has shown keen interest in further diversifying its revenue streams in the past two years, with a strategic move into Kenya’s hospitality industry at the epicentre of the Company’s medium-term growth plan.

Led by the wise leadership of brothers Ronal and Rupen Samani, AMS Properties is closely monitoring the ongoing infrastructural and property development trends in Kenya, placing concerted focus on how best to develop its luxury and mid-

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Fortis Office Park will be a state-of-the art commercial complex, comprising four blocks each of a lettable area of 25,000 square feet

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TECHNO-PLAST

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echno-Plast is a well-established Company with an excellent track-record for achieving best customer satisfaction for more than a decade, and still counting.

The Company deals with the best German brands namely: • Villeroy & Boch: Sanitaryware, faucets and tiles • Poggen Pohl: Kitchens Using our knowledge and expertise, We thoroughly evaluate every property, discuss clients’ preferred design ideas then provide detailed design proposals and renders.

We are very competitive in the Kenyan market with our products par excellence.

Over the years Techno-Plast has been an award-winning Company for Excellence in different categories.

Once completed, Fortis Plaza will have office suites available from 500 square feet

market real estate offering with the help of new partners and investors, who can provide the equity needed to create a good quality pipeline.

“A mere 10 years ago, we were only active in the residential sector, where luxury developments were considered a niche. Since then, we have diversified our revenue streams and expanded our portfolio in line with industry trends and demands to stay ahead of the gradually increasing competition,” recalls Ronal Samani, Director of Corporate Development.

“There is only so much that one sector can offer and as the industry has become more saturated, diversification has been key for us to be able to continue operating in the same counties, but via new opportunities that can be explored across the commercial, industrial and hospitality sectors.”

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“Expertise, high quality, creativity and excellent customer service feature prominently in all our work. Thus, becomes the core secret of Techno-Plast Limited.”

MEHREEN BHATTI Sales & Marketing Manager Techno-Plast Limited

Address Mombasa Road, Kelico Complex, P.O Box 45424-00200 Nairobi, Kenya T +254 20 2044508/9/10 C +254 722 715 072/735 888 999 E info@techno-plast.com

Ronal Samani, Director of Corporate Development

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www.techno-plast.com www.villeroy-boch.de www.poggenpohl.de

VILLEROY & BOCH BATHROOMS - POGGENPOHL KITCHENS.

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Harmony in Space +ARTESIO uses modular construction & matching front & side panels to harmonize panel walls, base units & furniture. Mean while the dramatic arch & grooved wall unite the kitchen with the surrounding space. This architectural approach creates a common horizontal plane that links cooking and living areas with seamless harmony.

Hide and reveal +MODO, the interplay of open and closed spaces creates a kitchen of captivating appeal. Pull-out trays create a showcase for China glassware and saucepans. The effect is open, accessible and endlessly appealing - An Invitation to exercise one’s creativity.

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Sophisticated Simplicity.

Thin worktops, handle-less surfaces and purity of line define the +SEGMENTO look. The effect is refined, elegant and distinctive. - A style to appeal to the purist.

PORSCHE

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Partnership of equals: When Porsche Design and Poggenpohl collaborate on a new kitchen range, the result is as dramatic as it is revolutionary.

Innovative design & precision engineering combine to create a kitchen of unique & enduring appeal.

Form & function meld into one – A Kitchen that expresses its purpose with drama, clarity & grace.

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Villeroy & Boch - Timeless quality, modern design [ Tradition Since 1748 ] Villeroy & Boch stands for timeless elegance, innovative design & exceptional quality. This has held true since 1748. It is exactly this tradition of excellence that has allowed our designers to develop collections & concepts that have shaped table culture and sanitary environments for centuries.

Whether it be in the Bath & Wellness, Tableware, Tiles or Kitchen sector-our products excel through their classy appearances, intuitive manageability and long-lasting quality. Let Villeroy & Boch’s innovative designs surprise you, and bring our tradition of quality in your own home for all to enjoy.

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MFI GROUP When industry titans converge, nothing is impossible.

The new Park Inn Radisson Kenya is set to raise standards in guest experience using Alcatel-Lucent, the only supplier with full end-to-end consolidated solutions specific to the hospitality industry.

When global solutions and technology meet localised insights, businesses flourish. For more than three decades, with a combination of expert knowledge and investment in value-creating entities, MFI Group has been providing a connected experience, enabling organisations to take the lead.

AMS Properties is about to break ground on One Brookside Drive in Westlands, a luxury apartment block comprised of 60 executive apartments

Known as the first real estate Company to achieve Superbrand status in East Africa, Kenya’s local luxury housing pioneer, AMS Properties is now a dynamic and agile organisation with a good mix of respected local and international partners who each bring something different to any given project in its rapidly growing portfolio.

He continues: “By the third quarter of 2016, we will have completed the first internationally-branded upper midscale market hotel, Park Inn by Radisson, located in Westlands; a development hot-spot in Nairobi where our latest commercial development, Fortis Office Park is to reach completion in the next month. This project has been all the more exciting for us as it has already won ‘Best New Hotel Construction & Design Kenya’ and ‘Best New Hotel Construction & Design Africa’, both of which are a welcome addition to our already extensive array of awards and accolades.”

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County expansion

With its three main brands – namely ‘One’ (luxury), ‘Five-Star’ (upper middle income) and ‘Fortis’ (commercial) – having already established a strong reputation for high quality and excellence in Nairobi, AMS Properties now strives to take full advantage of available funding by expanding its business interests outside the Greater Nairobi area and into the surrounding counties.

“In response to the Government’s decentralisation strategy – given the increased traffic and other elements that put pressure on the country’s infrastructure – and the devolution of the constitution in 2010, we have identified areas outside Greater Nairobi – such as Kisumu and Eldoret – where we are planning a number of projects; and we are exploring a commercial opportunity in Karen as well,” Ronal says.

Taking this strategy one step further,

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MFI Group is in the business of generating and adding value to companies. In collaboration with strategic global partners, it offers integrated solutions that enhance operations using business IT infrastructure and software solutions that focus on efficiency-optimisation in an increasingly competitive market.

MFI Group, with its solutions partner Alcatel-Lucent, came together for the development of an integrated communications service for Park Inn Radisson Kenya. This partnership led to the implementation of technology structuring across the project, gearing the Park Inn Radisson brand to obtaining first-level hospitality service.

Bringing skilled consultants, proven experience and technology accelerators, MFI Group and Alcatel-Lucent implement IT vision with deep domain expertise in various business verticals.

Our integrated solutions include: • Active data networking • IP/hybrid telephony • Wireless network solution with management • Computing for admin and guest network • High speed internet access • Digital signage • IP TV • TV screens With MFI Group, experience technology that makes sense.

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Five-Star Paradise, a follow-on from the successful Five-Star Meadows, will comprise 225 villas, and will be double the size of its predecessor

AMS Properties is keen to capitalise on the growing trend for mixed-use projects that cater for the full range of leisure and work needs in one, allinclusive development, as the trend towards working as close to home as possible continues to grow.

He further explains: “Mixed-use projects are one way of increasing our portfolio size substantially, while gaining valuable insight into the management of much larger projects that make use of all the skills we already have, and leveraging our extensive network of consultants and partners to fill any knowledge gaps that we may have on a case-by-case basis.

“The market is expecting more mixed-use projects and we want to be a big part of this; having already begun to make our mark in two new central business districts (CBDs) in Nairobi: Upper Hill and Westlands. Fortis Park in Upper Hill will be a unique mixed-use project incorporating architectural and design expertise from abroad and will

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ENG-CONS LTD

The market is expecting more mixed-use projects and we want to be a big part of this; having already begun to make our mark in two new central business districts in Nairobi

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NG-CONS was founded by Mr George Kalfas and Mr Lazaros Theodoridis in 2014.

Our vision is to develop and expand in the region of East Africa, promoting KLEEMANN lifts.

With customer satisfaction being our first priority, our current focus is to position the Company among the top lift suppliers in the market.

Our services consist of: • Supplying lifts • Installation • After-sales service ENG-CONS partners with AMS PROPERTIES in order to build a better Kenyan lifestyle.

www.eng-cons-lifts.com

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he Kenya real estate market remains vibrant, having become the fourth biggest contributor to the country’s wealth. Nairobi remains the country’s central property market.

In fact, property prices in the capital rose five-fold from 2007 to 2014, and are expected to continue to yield high returns. Furthermore, devolution is promoting growth in Kenya’s other counties, where land prices have also risen sharply. Improvements to the road system are making satellite towns more accessible for commuters. Because of an undeveloped mortgage market, most purchases are cash-based.

ENG-CONS Ltd construction company

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The rise in incomes and consumer demand has fuelled the construction of retail space, and in particular of large-scale, mixed-use developments and shopping centres. In 2015 alone, around 1.8 million square feet of retail space opened up in Nairobi. Anjarwalla & Khanna, which is Kenya’s largest law firm and has a dedicated real estate team, has provided legal support on some of the largest real estate and construction projects in the country, including in the residential, hospitality, low-cost housing, office-space and retail sectors. Most notably, Anjarwalla & Khanna is involved in the Garden City and Two Rivers mixedused developments.

In the short and medium-term, real estate investors will continue to focus on Nairobi and its surroundings.

However, it is expected that in the longer term other parts of the country will benefit from growth in the real estate sector, as the devolution process reallocates funds to more remote areas of the country.

For more information contact us: E bd@africalegalnetwork.com

www.africalegalnetwork.com/ kenya/

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comprise a hotel, residential, offices and retail element. The significant number of commercial projects currently underway in the area means there is ample opportunity to capitalise on in terms of retail, restaurant and hospitality enhancements.”

Newfound professionalism

In line with the Company’s rapid growth plan, AMS has been working hard to further refine and enhance internal procedures by re-evaluating the knowledge imparted on each head of department to create a better environment for knowledge transfer to its ever-increasing workforce throughout the value chain.

“Given the nature of our business, it is vitally important that there are interactions between staff throughout a project’s development. Essentially, leveraging the synergies and creative ideas from all departments means that all staff are ‘on the same page’ so to speak, and can therefore foster a more professional approach to project management. This will improve client satisfaction throughout any given project’s lifespan, right through to after-sales services,” Ronal highlights.

The next few years mark a crucial turning point for AMS, as it looks to explore opportunities in the hospitality industry and large mixed-use projects, while seeking discussions with its international partners on how best to achieve growth outside Kenya, having previously expressed a strong interest in eventually becoming Pan-East African.

“Our ultimate medium-term goal is to be listed on the Nairobi Stock Exchange and this is an achievement that looks very realistic within the next few years. We are confident that our current plans will lead us towards this goal,” he details.

Backed by the significant number of awards and accolades achieved in recent years – as well as its extensive long-term relationships with financial

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Fortis Industrial Park will appeal to a diverse range of industrial-related businesses

Simki Homes & Garden Services

Five-Star Lake Terrace

Fortis Suites

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AMS Properties has a good mix of respected local and international partners who each bring something different to any given project in its rapidly growing portfolio.

One such partner is local landscaping and garden maintenance SME, Simki Homes & Garden Services, who work hand-in-hand with AMS to deliver high quality projects on-time and on-budget.

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BUILDING & GENERAL CONTRACTORS Sentrim Contracts is fully equipped and staffed to handle not only new construction projects but is also capable of rehabilitating existing structures to make them impressive modern buildings.

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Complete building structure

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Backed by a long history of working alongside international companies has given the AMS name the edge and we will look to grow in tandem with these new investors alongside regional advances

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YMR Partnership provides construction consultancy services in the fields of urban and rural development, building construction and civil engineering projects with core services comprising project cost estimating and cost planning, specification writing, quantity surveying and building economics, construction cost management and administration, construction claims management and services in connection with arbitration or litigation and dispute management/ resolution services to a wide range of public and private sector clients.

Integrated YMR Partnership are proud to be associated with AMS Properties.

Integrated YMR Partnership Lion Place, 4th Floor, Waiyaki Way, P.O. Box 2403-00606, Nairobi, Kenya.

Tel: +254 20 3286 000 Email: nairobi@ymr.co.ke

www.ymr.co.ke

institutions, investors, consultants, architects, engineers and more – AMS Properties has adopted an innovative and effective strategy to differentiate its luxury and mid-market brands from the competition. Between now and 2017, the Company is taking on projects amounting to more than US$200 million in value.

Ronal concludes: “Since devolution, Kenya is steadily overcoming its prior infrastructural challenges and the real estate market is reacting to this with newfound confidence, resulting in exceptional interest from multinational investors. Furthermore, the prospect of PPPs in Kenya is attracting interest from international investors from places such as the Middle East, Mauritius and Asia.

Backed by a long history of working alongside international companies has given the AMS name the edge and we will look to grow in tandem with these new investors alongside regional advances.�

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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 success further in East Africa Writer: Matthew Staff Project Manager: Stuart Parker

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ar es Salaam Glass Works (DGW) has brought peace of mind and the highest quality operations to its ever-growing range of customers across Tanzania and is now looking to leverage its influence further through expansion and diversification across its service range and project portfolio.

DGW’s ambition according to Chief Executive Officer (CEO), Sadiq Datoo, is “to be the market leader in glass, aluminium and glazing solutions in East Africa which will be achieved through our commitment to quality, service, value and continuous innovation”.

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“We shall always be committed to meeting the highest customer experience and fulfil our responsibilities both socially and for the industry at-large through our continued investment in research and development in order to capitalise on technological advancements, while at the same time implementing energy efficient processes,” he adds.

With 40 years of experience in the design, fabrication and installation of high quality fenestration products – including, but not limited to structural glazing, curtain wall, doors, windows, roof glazing and skylights, as well as aluminium cladding, suspended ceilings, partition walls, louvers and shop fronts

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LINE – this variety is a reflection of the level of utmost confidence shared by both new and existing clients in DGW’s ability to deliver the highest quality workmanship and product solutions on time and within budget.

Add an even more extensive array of sub-sectors within each of these divisions and it is no surprise that DGW is now the go-to operator in one of the continent’s most burgeoning construction domains.

“From its humble origins in Bridge Street, DGW has grown into the largest specialist glazing contractor and fabricator of aluminium and glass in Tanzania and is responsible for the glazing of some the largest

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relationships – driven by the now expected levels of unrivalled quality – have combined to make DGW an indigenous success story worthy of some of the most iconic buildings across the Dar es Salaam skyline.”

Turnkey capabilities

and most prestigious projects across East Africa,” Datoo says. “By focusing largely on the commercial market through customisable fit-outs and installations, careful honing of

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 DGW has in terms of market competition, but this is certainly not to say that DGW rests on its laurels or has become complacent in any way.

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The pressure on maintaining a reputation as a regional leader – as DGW proudly is across glazing and interior glass fabrication in East Africa – is offset by the management’s continuous strive to find new projects and make its mark in the public eye.

The fruits of this ambition are evident through the fact that DGW has played a key role in the development of major iconic infrastructure projects, including the new airport in Kenya as well as the very first green certified building in Tanzania (NHC Place).

Other notable projects across Dar es Salaam include PSPF Golden Jubilee Towers, Airtel HQ, Kilimanjaro Hotel, Maktaba House, NSSF Waterfront, International Labour Office and recently the BRT-Bus station amongst others. Once again, it is DGW’s turnkey capabilities and breadth of experience which makes DGW such an attractive partner.

In respect of the fifth largest

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DGW has played a key role in the development of major iconic infrastructure projects, such as Airtel HQ

I can proudly say that most of the iconic 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

Mawasiliano Towers

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Highbury Tower

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building in Tanzania - PSPF Golden Jubilee Towers - DGW 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.

Dar es Salaam’s International Labour Office offered further opportunities for DGW to showcase its skills, while the project for The Hyatt Regency in Dar es Salaam’s city centre demonstrated the DGW’s variation in terms of sector demographic and product provision.

“I can proudly say that most of the iconic 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 DGW’s success

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story, alongside its renowned portfolio and product offering, is its much more all-encompassing culture of local enrichment and organic growth through its commitment to the Tanzanian labour market.

“As a local Tanzanian-based Company, DGW is an equal opportunity employer, employing more than 200 mainly local Tanzanian staff who it invests heavily in through onthe-job training aimed at ensuring high productivity, motivation and professionalism,” comments Datoo.

Similarly, behind-the-scenes structural improvements incorporate 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.

“We have extensive machinery and trained personnel to ensure high quality supply and fitting,” notes Datoo. “It has always been a priority to stay ahead of the curve when it comes to research and development of new technologies in order to enhance efficiency and quality.

“As a result, we have invested heavily in the state-of-the-art machinery and equipment, while at the same time ensuring that local architects, partners and key stakeholders are kept informed about the use and performance of any new technology within the market.”

In true spirit to DGW’s commitment to technological development and industry knowhow, DGW organises and sponsors an annual conference in which it invites delegates from across the industry to attend and partake, including the top product suppliers of glass and aluminum who are given a platform to speak about new developments and trends affecting the market.

In addition, on a monthly basis, DGW also conducts a number of seminars

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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

DGW demonstrated its experience and expertise during construction of the fifth largest building in Tanzania, the PSPF Golden Jubilee Towers

for staff and other key stakeholders - including architects, engineers, consultants and students - to improve product and sector knowledge with a view to fostering economic, social as well as environmentally sustainable solutions.

The driving force behind DGW is the Managing Director, Mr Shiraz G Jessa, who since inception has had the vision and determination to expand the Company from a small one-man show to the largest specialist glazing contractor and fabricator in aluminium and glass in Tanzania.

“DGW has now expanded into Kenya and Uganda where it has completed projects and won contracts for some of the largest glazing projects in the region,” Datoo adds.

The DRC and Rwanda also now sit firmly in the sights of the DGW for the coming 12 months as it seeks to capitalise on its market-leading position in East Africa.

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Serving Kenya Proudly

investment and risk Alexander Forbes’ extensive presence in sectors and serving East Africa’s gateway continues to individual, corporate, state, parastatal and make an impact based on simplicity, SME clients; the Company’s Chief Executive Officer (CEO), expertise, relationships, value Sundeep Raichura believes that and enrichment the Company is “at the forefront

in the products and services we offer in East and Central Africa and Project Manager: Callum Philp have earned a reputation in providing cutting-edge services in this region and orking in response to a creating benchmark standards aspired higher purpose on an to by an entire industry”. international scale, He continues: “We have a proven Alexander Forbes Group track record and a capable leadership has long been renowned team that encompasses diverse talent, for providing an impactful range of skills and vast experience packaged financial services with client enrichment together to provide a service offering in mind, and its role in Kenya continues that is without peer in the Kenyan to epitomise such an ethos. market.”

With the Group headquartered in Consequently making huge gains in South Africa, Alexander Forbes’ Kenyan market share across its entire customer operations may seem like a replication demographic over its tenure in Kenya, of the established global model when Alexander Forbes’ success is attributed analysing its concerted range of largely to its core motto - SERVE - which consultancy and administration services ensures a consistent and impactful and solutions, but has made a name service driven from leadership and for itself on a local level as a result of emanating across all areas of the its pioneering market-driven solutions business. and commitment to corporate social Raichura explains: “The ‘SERVE’ responsibility. calling card invites every employee at Working in the financial services, Alexander Forbes to continually strive Writer: Matthew Staff

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Connectivity without Africa’s super-fast fibre network

Liquid Telecom run Africa’s most advanced fibre network, spanning 20,000km across borders throughout eastern, central and southern Africa. We’ve built where no fixed network existed and now connect people and businesses to each other and the rest of the world.

Building Africa’s digital future

borders

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to deliver to our clients with greater ‘Simplicity’ through the ‘Expert’ and innovative solutions we provide. We build long-term ‘Relationships’ based on the priceless ‘Value’ of hard-earned trust in order to ‘Enrich’ people’s lives.”

Holistic service

Established in the country in early 2003, the Company adopted the wider Group’s continental ambition to be a “truly African, globally distinctive organisation that creates wealth, protects clients’ assets from risks, and in doing so, impacts positively and sustainably on their lives”.

Raichura’s rallying cry is more than applicable still in 2016, looking back at an evolution in Kenya that began on a solid platform of actuarial foundations and has since diversified in response to both its clients’ and the wider market’s requirements.

“The principal services provided by Alexander Forbes in Kenya include

Alexander Forbes’ success is attributed largely to its core motto - SERVE

At Alexander Forbes, we are deeply committed to our higher purpose of helping people achieve peace of mind by securing their financial wellbeing, now and in the future

A name synonymous with innovative yet reliable pensions

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actuarial services, retirement fund administration services, investment consulting, employee risk benefits and healthcare consulting, personal lines as well as business insurance solutions,” he says. “Whereas 12 years ago, our business was largely actuarial consulting, the coming on-board of Alexander Forbes enabled us to offer a much wider, holistic service offering in Kenya.

“In 2003, we entered the pensions administration business through the

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acquisition of Corporate & Pension Trust Services Limited and in 2005, we entered the insurance broking space.”

Alexander Forbes has subsequently become a market leader across all its focal points, leveraging unrivalled levels of innovation within the business that has led to groundbreaking market introductions and industry firsts; the launch of Kenya’s first multi-employer post-retirement medical plan, and the offering of digital solutions to trustees and members of Kenyan retirement funds being two more recent additions to the portfolio.

“I am pleased with the number of new product and service enhancement initiatives that were implemented in the past year,” Raichura continues.

“Early this year, recognising an important need in the market, we launched a new post-retirement umbrella medical plan, Ngao Milele (Kiswahili for eternal shield).

“Ngao Milele is a simple vehicle to save for post-retirement medical needs

Africa Rising – our telecoms infrastructure It’s always been convenient for people to discuss Africa as if it was one entity instead of 55 different states. Even giving this number provokes discussion.

Likewise, far too often Africa’s telecom infrastructure is discussed as if all countries and cities within them are at the same level of development. This is clearly not true. In some countries, there are extensive fibre networks whilst other countries are characterised by a continued over reliance on wireless and satellite technologies.

However what is true across Africa is that businesses need to have reliable connectivity.

Having a website, social media presence, increasing the amount of possible email traffic, enabling e-commerce and offering online customer support are just some of the business functions that are fast becoming mandatory for successful businesses and, of course, they all require higher connection speeds. A business in this day and age cannot grow if it cannot communicate electronically with customers, prospects, suppliers, investors and employees. And a multi-national company operating in Africa needs to be able to access the same intranet, ERP and CSR systems as their counterparts outside Africa.

Our mission Liquid Telecom’s mission is simple: we want to connect every African business and home with fast, reliable broadband.

We have built Africa’s largest independent fibre network spanning more than 20,000km across borders. We provide speeds of up to

100mbps; faster than many parts of Europe and the US. Thanks to Liquid Telecom, companies across Africa now benefit from the additional business, revenues and profits that fast, reliable broadband can bring. Our customers include businesses of all sizes from huge entities to smaller companies and start-ups from all sectors.

Our fibre network is complemented by our award-winning satellite service which can reach any location in Africa cost-effectively.

Keeping African data in Africa We know that keeping African data in Africa is key to keeping costs down and minimising delays in load time. Our broadband hubs throughout Africa ensure that your calls and data are not routed via London or Dubai or some other distant country overseas. We also operate the award-winning East Africa Data Centre, the perfect hosting location for both African and international companies who need to protect their business-critical applications and data in Africa.

Building Africa’s digital future As an African company ourselves, we know that one can’t generalize about what businesses in Africa need. Every business is different just like every African country is different. But we do know that access to fast connectivity is essential for success and so we will continue to lay more than 100km of new fibre every week to continue building Africa’s digital future.

To see how Liquid Telecom can help your business email info@liquidtelecom.com and we will put you in touch with your local Liquid team.

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and secure medical cover in retirement; targeted at employers and using the concept of an umbrella scheme in which a number of employers may subscribe. The response thus far to this product has been very encouraging and we hope to see this product gain traction in the coming year.”

Culture change

Value-add services contributed to the mixing pot over the past 12 months also include online service improvements, an eboard solution for retirement scheme trustees and enhanced online functionality for members of retirement benefit schemes.

For the Company, such levels of proactive development and continuous improvement have helped to achieve ISO:9001 certification as well as

For the 20 years that I have worked in East Africa, I see the need to improve the savings culture and long-term financial security of Kenyans as increasingly critical

Empowering Kenyans to take more control of their money by promoting a culture of change

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escalated revenue growth and profit margins; but these are just by-products of Alexander Forbes’ overriding aim, to give back to the Kenyan population.

“At Alexander Forbes, we are deeply committed to our higher purpose of helping people achieve peace of mind by securing their financial wellbeing, now and in the future. To this end, we have been at the forefront of debate on financial wellbeing in Kenya and the Alexander Forbes brand has been synonymous with financial expertise and innovative yet reliable pensions, medical and insurance solutions,” Raichura states. “For the 20 years that I have worked in East Africa, I see the need to improve the savings culture and long-term financial security of Kenyans as increasingly critical.

“The savings culture in Kenya and in most African countries is sadly lacking... statistics suggest that for every 10 Kenyans retiring today at the age of 55 and above, nine are likely to be forced to continue working or be dependent on their families for subsistence. Only one out of every 10 people retiring is likely to be financially secure and able to cater for their needs in retirement.

“It is time to break the successive cycle of poverty that has plagued Kenya and Africa for generations and to take decisive steps towards securing our financial future today.”

The decision between saving and spending has therefore become a pivotal and unsavoury challenge for much of the Kenyan population, but one that Alexander Forbes is addressing as it strives to empower the country to take more control over their own long-term financial securities.

The CEO continues: “We are looking to promote a culture change for Kenyans through creating awareness and providing education on the importance of savings. We strive to provide innovative solutions that meet the needs of Kenyans and thereby enabling them to fashion a roadmap for achieving their financial security.

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NJOROGE REGERU & CO.

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joroge Regeru & Co. is a renowned and reputable commercial law firm in Kenya, with services in dispute resolution and a variety of corporate and commercial matters. We pride ourselves on offering sterling and seamless services to both regional and international clients.

Njoroge Regeru & Co is a member of the International Society of Primerus Law Firms, an association of the world’s finest independent and boutique law firms with membership in more than 40 countries.

We have also been consistently ranked in world’s leading directories such as Chambers Global and the IFLR 1000.

T +254 20 261 2531 E info@njorogeregeru.com

www.njorogeregeru.com The Alexander Forbes team is driven to provide the best savings solutions for Kenyans

“This is the vision of the Alexander Forbes team that drives us to provide the best solutions for savings for Kenyans.”

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A people’s business

The commitment to Kenya continues internally also, epitomised by an employment strategy that addresses both the aforementioned savings shortfalls in the country, as well as general skills enhancement.

“Ours is a people’s business and one of the key reasons for our success has been the building and retaining of a team of the highest calibre,” Raichura notes. “At Alexander Forbes, I have the privilege to lead a team with some of the brightest and most talented people in Kenya.

“Leadership of a dynamic team is a challenge that I am excited about and people only give their best when they are passionate about what they do and are committed to giving their best.”

Considerable investment into

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At Alexander Forbes, I have the privilege to lead a team with some of the brightest and most talented people in Kenya

ineBridge Investments is a global asset manager with experience in emerging and developed markets, and investment capabilities in multi-asset, fixed income, equities and alternatives.

PineBridge Investments East Africa has been operational in Kenya since 1998 and in Uganda since 2004. The team capitalise on the firm’s global reach and local expertise, providing investors with the combined benefits of global fundamental perspectives and analytical insights.

PineBridge Investments East Africa is the largest pension fund asset manager in Kenya according to the Retirement Benefits Authority1.

E Erastus.Sifuma@pinebridge.com

pinebridge.com As of 31 December 2014.

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PRACTICE AREAS Corporate and Commercial Law; Banking and Financial Services Law; Conveyancing and Securities Law; Corporate Restructuring Including Mergers, Acquisitions and Joint Ventures; Energy Law; Civil and Commercial Litigation; Constitutional and Judicial review Litigation; Public Interest Litigation; Arbitration, Alternative Dispute Resolution (ADR) including mediation and expert adjudication.

Njoroge Regeru & Company Advocates is a reputable medium-sized legal practice based in serene, pleasant and quiet premises located on the outskirts of the City of Nairobi, Kenya. The Firm has distinguished itself as a premier law firm rendering sterling legal services in the fields listed to a wide spectrum of clients in Kenya, the region and internationally.

The Firm has a proven track record in financial, commercial and business transactions, having curved a niche for itself amongst the banks, insurance companies and assorted corporates that it represents on ongoing basis.

Arbor House, Arboretum Drive P.O Box 46971-00100 GPO Nairobi Tel:+254-020-2612531/2613646 Cell: 0722 206 884 | 0733 608141 Fax: +254-020-2349211, 2375302 Email: info@njorogeregeru.com Website: www.njorogeregeru.com

Njoroge Regeru & Company is ranked as a leading firm by Chambers Global

Creating Value Through Experienced Investing -

Global asset manager with over US$84 bn assets under management

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More than US $2 bn assets under management in East Africa

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For further information please contact Erastus Sifuma email Erastus.Sifuma@pinebridge.com or visit pinebridge.com Data as of 31 December 2015 unless otherwise indicated. This advertisement is intended for information only, aimed solely at institutional investors and should not be relied upon by private investors.

Past performance is not indicative of future results. Licensed and regulated by the Capital Markets Authority and is registered with the Retirement Benefits Authority.

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“The new system provides superior administrative capability and functionality to any other operating system in the Kenyan market, including electronic access by designated Trustee officers and internet access to individual member benefits information by members.”

Watch this space

The Company has made considerable investments into the training of its staff as part of a long-term sustainability strategy

the training and upskilling of staff ensures that this commitment, passion and affinity with the Company is maintained, while adjacently improving the level of operations within the business; based on an equally well-honed IT infrastructure and the adherence to the most modern regulations.

Compounding this dedication to sustainable, long-term growth is Alexander Forbes’ equally proactive philosophy surrounding capital expenditures; thus making sure that the Company has an internal infrastructure every bit as advanced and capable as its external offering.

“Over the past three years, we have continued to invest in new systems and procedures to enhance customer offerings and to grow the value of our business,” Raichura says. “These include aligning our administration systems to those used at Group level.

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KSh750,000 Alexander Forbes raised KSh750,000 towards the cost of purchasing cancer medicines for Kenyatta National Hospital

Planning for even more concerted structural developments in the near future, the Company is looking to move to new, more modern premises in Nairobi in 2019, but arguably the business’s most influential investments are seen through its corporate social responsibility (CSR) efforts.

Staying true to the actuarial foundations of the business, Alexander Forbes has recently committed KSh500,000 to exam support for science students at Strathmore Business School with the aim of also developing an internship programme for pupils seeking industry support.

Raichura adds: “In terms of social responsibility, we are committed in our support of pressing community issues of the day. We have an active CSR Committee at Alexander Forbes Kenya who have the mandate to identify and spearhead community service initiatives.

“Last year our focus was on the children’s cancer ward at the Kenyatta National Hospital, one of our leading referral hospitals in Nairobi. We resolved as a Company to raise funds towards the purchase of medicine and made a contribution of KSh750,000 towards the cost of purchasing much needed cancer medicines for the children.”

It is this ability to balance business acumen and success with wider social considerations that has made Alexander Forbes the winning Company it is today, both in Kenya and on a global scale; consistently leveraging its market differentiators across innovation, localisation,

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attention to detail, optimising talent, adherence to governance, close industry collaboration, and competitive and transparent fees.

“We have doubled our business in Kenya in the past four years. The next four years promise to be even more exciting for Alexander Forbes as we embark on an ambitious growth plan to introduce new business segments and expand our service offering,” Raichura concludes.

“From the vantage point I sit, I see huge opportunity for the financial services industry in Kenya and with our market leadership in pensions and the employee benefits industry in Kenya, I believe Alexander Forbes is well-positioned to take advantage of the opportunities that the market presents.

“Watch this space as Alexander Forbes continues to lead the market with new expert, yet simple innovations.”

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Making the most of

Mozambique

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MOZRE has been the only resident reinsurer in Mozambique for the best part of 10 years, preparing the country for not just an industry evolution, but for a much wider infrastructural boom Writer: Matthew Staff Project Manager: Callum Philp OZRE’s role and responsibility as the first reinsurance player in the Mozambican market is never one that has been taken lightly, and the Company is now set to reap the rewards of its own sustainable efforts as industry demand hits new heights in East Africa.

Becoming the first resident reinsurance Company to be established in the country in 2007, the subsequent decade has seen a mix of fortunes for a business that thrived as the sole option in a lucrative market, but was challenged at every turn to construct its own industry infrastructure and talent pool during the process.

With support from neighbouring countries and regions on the continent though, rapid progress has been made and via its involvement across sectors including fire, engineering, marine, cargo, aviation, automotive and many more insurance offerings, Mocambique Resseguros SA - to give it its full name - has successfully built an entire sector around itself on an indigenous level.

“The main thing we have provided is skills development in terms of training,” says the Company’s Chief Executive Officer, Mufaro Chauruka.

“There was inevitably a huge gap in terms of skills so we have spent a lot of time and formed a lot partnerships in order for clients and the younger generation to take examinations and receive their certifications of proficiency in the industry.”

Based on international standards on the continent, the diplomas, work experience and training that has been provided since 2010 in particular has already resulted in more than 100 newly skilled professionals within the market, and even more significant is the transition from English to Portuguese for the Certificate of Proficience (COP) level that have been translated in, in order to encourage the core population of Mozambique to write this examination.

“Last year we translated the COP book from English into Portuguese and people did their first examinations in Portuguese. So local underwriters had the option to write in Portuguese - the official language of Mozambique - or English if they wanted,” Chauruka continues.

Young trainees have also been given the opportunity to receive external training in the likes of South Africa, Zimbabwe and Dubai to learn the relevant trade skills and to gain enhanced understanding and exposure of the reinsurance industry; gearing both themselves, and MOZRE as a Company up for future industry spikes expected within Mozambique specifically.

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Organic growth

Today’s ever-maturing and competitive insurance domain is a far cry from the one embarked within by MOZRE back in 2007, as the Company stepped into a gaping chasm in a finance industry completely devoid of reinsurance capacity.

Local insurers at the time were almost entirely dependent on neighbouring countries and the SADC region in particular, and MOZRE knew with a sustainable approach to development and a considered evolution regarding initial strategic partnerships, that Mozambique could flourish where it hadn’t before.

“The uptake initially was mixed with some companies adopting a ‘wait and see’ attitude, and some only supporting a little bit to begin with until confidence was gained,” Chauruka recalls. “People quickly saw that we were here for the long run though and confidence was gained quickly.”

An organic growth has been witnessed ever since with MOZRE’s initial entry into the industry, the company continues to experience a natural progression as the Company’s clientele grew and foreign direct investors realised that there was a local market player to turn to should they wish to enter the country’s numerous industrial avenues.

Meanwhile, on an internal note, MOZRE has continued to enhance its own internal structure in line with international best practices and what it anticipates it will need to be prepared for in the years to come.

From a personnel perspective, both existing and budding employees continue to be trained as far away as Dubai in order to provide the best possible final service to its clients; while from an administration point of view, the Company has made significant upgrades over the years to its technologies and statistical analysis tools so as to monitor its clients’ needs more efficiently and effectively.

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EMOSE

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s the first post-independence national insurer, EMOSE’s mission is to protect and generate wealth for people and organisations, utilising our excellent services and wide range of products.

As a market leader in the domestic insurance industry, with more than three decades of experience and more than 100,000 policies, Emose has branches located throughout Mozambique, which allows us to respond to customer concerns on a 24/7 basis quickly and efficiently.

25 de Setembro Av, No 1383 P.O. Box No 696 - 1165 Maputo - Moçambique T +258 21 356300/1 E comercial@emose.co.mz

Leveraging an ever-maturing insurance domain

We follow the developed world a lot and while their latest facilities and systems may be too far ahead for our needs right now, there’s still room for us to improve and aspire to those levels

www.emose.co.mz “It is always important to keep moving forward,” Chauruka notes. “We follow the developed world a lot and while their latest facilities and systems may be too far ahead for our needs right now, there’s still room for us to improve and aspire to those levels.”

Dynamic and robust

Monitoring the developing world is an action not purely driven by operational concerns, but also in analysing global industry trends and insurance requirements; especially given the aforementioned rise in international businesses looking to enter the Mozambican market.

Subsequent partnerships alongside reinsurance and insurance brokers, loss adjusters and risk management organisations have helped MOZRE to be more prepared for niche demands, business interruptions and potential business continuity issues for prospective clients, and a shift is now being seen towards enhanced local demand.

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LIFE INSURANCE • Group Life • Individual Life • Loan Protection • Funeral Benefits OTHER INSURANCE • Engineering Insurance • Fire and Allied Perils • Marine • Aviation • Motor Insurance • Workman’s Compensation PERSONALISED INSURANCE PACKAGES • Oil and Gas • Mines • Crop and Harvesting • Cattle Raising • Bankassurance

WE ARE ALL OVER THE COUNTRY 25 de Setembro Av, N° 1383, P.O. Box N° 696 - 1165 Maputo - Moçambique Tel: +258 21 356300/1 E-mail: comercial@emose.co.mz Web: www.emose.co.mz

Matola 21 720106 Malhampsene 21 720106 Chokwe 28 120083 Xai-Xai 28 222253 Inhambane 29 320730

A second reinsurance player is expected in the country in mid-2016 and alongside a larger assortment of insurance competitors also, the

Maxixe 29 330124 Beira 23 325205 Quelimane 24 212755 Mocuba 24 810477 Gurue 24 910045

Chimoio 25 122206 Tete 25 223055 Songo 25 282235 Nampula 26 212683 Lichinga 27 120743

country is more ready than ever to deal with an FDI influx.

Chaukura says: “We have been careful not to just depend on business from Mozambique but the wider region as well, so that when things are not going so well in one country, we can rely on another to help us balance our portfolio.”

The same ethos is adopted in regards to its sector coverage as well, with construction, energy, mining and everything in between under MOZRE’s capabilities in order to capitalise where demand is strongest and alleviate where business is weakest.

“We have always differentiated ourselves in terms of our ability to turnaround projects and operations quickly, which is pivotal in our industry,” Chauruka says. “There has been a slowdown in the economy in the past year but we hope once gas operations in the north come on stream and a rush for other minerals

Angoche 26 720428 Nacala 26 526848 Pemba 27 220437 Cuamba 27 162724

occurs for guys in Mozambique, there will be a lot more growth.”

Combine these industry fluctuations with an existing boom in the construction sector and MOZRE has every right to be excited about a future insurance industry in Mozambique that it can proudly look back and say it contributed extensively towards.

“We will be a lot bigger as a Company in the future, with an improved rating and improved recognition from our clientele,” Chauruka concludes. “There are a lot of FDIs being seen in the region so as these constructions come live and cities enjoy more investment, a lot more insurance will be needed across these infrastructure projects which will be a massive positive for us.

“We will be much more dynamic and robust in the future, and regardless of the challenges of the economy, we expect Mozambique to rebound and we are ready for that growth to get as much business as we can.”

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Challenging Traditional Thinking with

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ENGINEERING

To satisfy the continued rapid growth of its innovative engineering capabilities, Efficient Engineering continues to diversify and adapt to changing market needs by thinking outside the box Writer: Emily Jarvis Project Manager: Arron Rampling

fficient Engineering has become a Company synonymous with thinking outside the box in the past few years, resulting in the rapid expansion and diversification of its business offering in response to recent industry trends.

Driven by an aptitude for continuous improvement and commitment to building strong relationships with local industry players, the South Africanbased manufacturer has focused on quality and safety to add value to the business; resulting in a unique and innovative approach to steel fabrication, machining, manufacturing and heavy engineering across mining, power, rail and oil & gas industries in Africa via its three divisions: Efficient

Graham Hartley, Managing Director

Engineering, Efficient Power and the newly-acquired, Efficient Trotech.

Adapting to the drop in commodity prices, the Company has focused on identifying ways to complement its initial equipment manufacturing, repair and refurbishment offering from five decades ago, in order to remain agile in a market that is constantly changing.

“Diversification has protected and strengthened the organisation.

Exploring new markets has been a vital component that has allowed us to

weather the effects of the commodity storm and emerge even stronger and with new confidence; and with a business that creates tailor-made, high quality and cost-effective solutions,” says Vees Moodley, Group Business Development Director.

In the past four years, Efficient Engineering has grown three-fold in both head count and revenue, seeing a six-fold increase in its customer base, courtesy of organic and acquisitional growth through the Efficient Trotech acquisition.

Backed by five decades of experience in the African market, the Company is now eyeing opportunities outside South Africa with keen interest, in a bid to align its world-class quality standards with a Pan-Africa strategy.

Efficient Trotech success story

The acquisition of Trotech Engineering in September, 2015 is the latest piece of the Efficient Engineering puzzle and has already realised synergies for the Group in the oil & gas industry. Group Financial Director, Brendon Davies explains: “After refining Trotech’s

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internal processes and restructuring the business to align with our own, we have been able to expose Trotech to the synergies across our other divisions and unlock further opportunities.

The Trotech acquisition has been a true success story, with Efficient having saved around 200 local jobs and solidified previous supplier relationships with the promise of added value and a continued fruitful relationship. “Clients have found new confidence in Efficient Trotech since the takeover, and I am proud to say that more than R180 million worth of orders have been placed postacquisition,” he adds.

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Serving as the single-point of responsibility for a full spectrum of products, enabling the safe, economical storage of liquids and gases, Efficient Trotech helps clients evaluate and select the most costeffective means of storage.

Moodley comments: “Building relationships has been particularly vital to the ongoing success of all three Companies and innovation has been the driving force behind the synergies and cross overs of our business verticals. For example, Efficient Trotech can tap into Efficient Engineering’s expertise, supply chain and OEM partners, and its common customer base and vice versa.”

BEKKER STEEL

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ekker Steel was founded in March 2004, and operates from a state-of-the-art facility, with 5,000 square metres of factory space and more than 2,000 square metres of office space.

We offer the following services: • 4x custom build portal type high definition plasma cutters with kaliburn power supply, burny controls with 36M x 4M extraction cutting beds.

• 4x CNC controlled gas cutting machines that can produce 8M diameter pieces up to 375thk plate.

• Multi cutting head plate stripper (24M x 6M) • 15M x 3,2M Ficep Gemini.

Spec includes, drilling, countersinking of all material carbon, stainless and hard wearing material.

Milling, counterboring and tapping of holes.

3d plasma head 400 amp hypertherm, cuts to 50thk plate carbon and stainless.

Flame cat up to 130thk plate.

• Lasemak 4kw laser cutter with 4Mx2M cutting beds.

Plate Prepping • Flame cutting bevel machines • OMCA bevelling machines - ART 9000 • Vertical upright cutters We have the equipment to prep plate with virtually any kind of bevel required.

Plate Forming Our equipment delivers a complete profiled, chamfered and rolled finishes to customer specifications. We also have a full plate forming facility.

• 12mm x 2.5m and 40mm x 3m pinch rollers • Hydraulic guillotine •400 t and 600 t hydraulic brake press Our processing plant processes up to 1500 t steel cut and rolled a month, and we also trade in merchant plate.

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WE STRIVE TO DO IT RIGHT FIRST TIME IN TIME! WE HAVE THE CAPACITY TO HANDLE 8000 TON PROJECTS.

www.bekkersteel.co.za e info@bekkersteel.co.za t 016 428 9700

PROFILE CUTTING « HIGH DEFINITION PLASMA CUTTING « LASER CUTTING « GUILLOTINE CUTTING « BENDING « ROLLING « TRADING « PLATE PREPPING « DRILLING « COUNTERSINKING « TAPPING OF HOLES « MILLING « COUNTERBORING

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With additional workshop facilities in Efficient Engineering’s four factories, comprising a total of 22,000 square metres of floor space, Efficient Trotech hopes to continue dominating the tankage industry both in terms of the maintenance of existing tanks, as well as the construction of new ones.

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Our turnkey approach to fitting these cabins is designed to limit the risk for clients through a ‘plug and play’ approach

Challenging the conventional

Started as a one-off project within Efficient Engineering, Efficient Power has now developed into a standalone business that answers a very specific set of challenges in Africa: addressing the challenges of building modular solutions in remote regions. With a turnover of more

Efficient Power “Efficient Power as an organisation believes that convention has to be continually challenged in order to make a tangible and sustainable difference to the industry in which we operate. For this to be truly successful, we need to ensure that we are innovative in our thinking and focus on being a solutions-driven Company as opposed to simply churning out what has already been done.”

– Graham Hartley, Group Managing Director

Modular designs ensure that Efficient Power can build anywhere and within a tight schedule

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than R100 million achieved in the first 18 months, Efficient Power now designs, manufactures, tests and fits modular power control cabins and generator sets that make a tangible and sustainable difference to Africa’s energy and utilities sector.

Group Managing Director, Graham Hartley details: “Our turnkey approach to fitting these cabins is designed to limit the risk for clients through a ‘plug and play’ approach. All components are tested in our factory before fitting, which means that more than 95 percent of site-based activities in the construction cycle have been removed compared to on-site construction.

Moreover, the modular design means

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that we can build anywhere and with the majority of the components sourced locally, we can complete work to a tight schedule.

“Leveraging the prior expertise of Efficient Engineering, who manufacture the exterior cabin, Efficient Power was a logical step for us as the business grew its own legs and was very much driven by demand for our product.”

The Company will be placing particular emphasis on securing sales in the power generation market going forward, demonstrating the wide variety of applications and spheres that will serve to bolster the success of Efficient Power in its third year of business.

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As an organisation, we believe that we have only just scratched the surface of the potential for turnkey off-site modular solutions

“As an organisation, we believe that we have only just scratched the surface of the potential for turnkey offsite modular solutions, and we intend to lead the field in this regard, allowing the value and high quality of our offering to benefit not only ourselves but our customers as well,” he further details.

Driven by innovation

Anchoring its offering on world-class standards and safety procedures, Efficient Engineering is considered a preferred partner of choice, an achievement made possible through the continued commitment of its management, dedicated workforce

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Raising standards in the industry from an operational and training perspective

and partners to drive each project to completion and hand-over. Recently earning a B-BBEE level 2 status (on the new codes), the Company aims to raise the skill standards in the industry as a whole, while retaining the best of the apprentices via its internal training programmes.

Davies recalls: “Even in challenging times, we are committed to retaining our staff for the longterm, with a view that current market conditions will improve. An example of this commitment is the R3 million investment made in 2015 for the training and development of

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Even in challenging times, we are committed to retaining our staff for the long-term, with a view that current market conditions will improve

apprentices. Currently the factory worker complement is made up of 15 percent apprentices, mainly from disadvantaged backgrounds, which also includes several aspiring black female artisans.

“This is just another example of our contribution towards the growth of the economy through world-class solutions that benchmark South Africa as a global industry player.”

Efficient’s overall focus on people and relationships, along with the right innovative thinking, has been key to securing long-term sustainability, which is something that Moodley

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emphasises as a core message of the Company’s strategy going forward. He says: “Ultimately, we want to reach out to other African countries and extend our business opportunities.

One way we are doing this is by leveraging our extensive existing relationships with OEMs and researching the right export opportunities as part of a longterm Pan-Africa strategy.”

This year, Efficient is aiming to achieve a turnover of R750 million from all three divisions combined, a figure that remains impressively realistic. Moreover,

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the Company recently confirmed the addition of a fourth specialised division, Efficient Rail, which is now in the start-up phase and promises to generate further industry excitement.

aging Director Graham Hartley, Man

Moodley concludes: “We strive to challenge the convention in order to remain ahead and are always willing to shape our offering around the customer’s changing needs; all while remaining cost-effective and producing a top quality product.

“Innovation plays a huge role in achieving this, and, with the help of our partners who share our future value-add vision, we are keen to drive the success of the business even further and enter new sectors that complement our existing offering.”

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Nigerdock is building on its leading market position in EPC and fabrication by reinvesting into training and facilities to bolster its world-class offering Writer: Emily Jarvis Project Manager: Eddie Clinton

ith an unparalleled record of delivering oil & gas projects to the highest international standards, West Africa’s leading oil & gas services Company, Nigerdock, has now firmly established its position as the number one EPC, fabrication and marine services Company in the country.

From its strategic location on Snake Island Integrated Free Zone in Lagos, Nigerdock operates safe and secure projects for its customers, including world-class engineering, procurement and construction (EPC) projects, fabrication, marine and ship repair

services, industrial training, logistics and support services.

As a wholly-owned subsidiary of Jagal, a diverse Nigerian conglomerate, the Company has achieved substantial growth while developing into the largest fabrication facility and ship repair yard in West Africa.

“Jagal’s significant investment of more than US$250 million since the introduction of the Nigerian Oil and Gas Industry Content Development (NOGICD) Act in 2010 has helped us to enhance our capabilities in engineering to meet all international codes of construction. Today, we have the best training facility in the country,

Promoting Local

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where we continuously train offshore welders, grinders, fitters, blasters, painters, scaffolders and riggers to the highest levels obtainable. This strategically helps us retain the best talent and expertise to deliver in accordance with international quality and safety standards,� says Acting Managing Director, David Murray.

Leadership in project execution

As a consequence of its growth and to ensure the quality delivery of its oil & gas and marine services, Nigerdock is organised into four main standalone divisions; namely offshore fabrication, marine services, support

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base and training. Demonstrating full commitment to the highest health & safety standards in the industry and compliance with environmental procedures, the Company is now firmly established as the number one address for EPC contracting in Nigeria, underpinned by a leadership and commitment policy based on empowerment and people development.

For many years, Nigerdock has remained at the forefront of the Nigerian Government’s drive for local development and has achieved a remarkable number of firsts for an Indigenous oil & gas contractor.

David Murray, Acting Managing Director

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ABS GROUP

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BS Group is a leading provider of safety, risk, integrity and performance management services and operates in Nigeria through its subsidiary, ABS Industrial Inspection Services Nigeria Limited. Using an integrated risk-based approach to integrity and quality management, we help clients develop and implement effective management systems and processes for all aspects of asset integrity, procurement and quality management.

Nigerdock Nigeria PLC-FZE contracted ABS Group to provide third party certification authority for engineering, procurement, fabrication and commissioning on the OFON Field Development Phase 2, a TOTAL Upstream Nigeria Project.

Nigerdock is proud to have generated employment opportunities for thousands of local workers

A staunch advocate of this bold Government initiative, Nigerdock delivers in every area; particularly, in job creation, value addition and training and development, and has come to be recognised as the “Nigerian content champion”.

Murray explains: “We are known as a leader in the development of local Nigerian content in our industries, and build on this to achieve operational excellence and growth through continuous training of our workforce.

Investing in technological resources also enables us to deliver value to our shareholders, customers, employees and the economy.”

Given its long history of delivering large and complex projects in the country, Nigerdock is proud to have generated employment opportunities for thousands of local workers, delivering hundreds of thousands of hours worth of specialised training.

“We have proved that driving local content and integrating into the community can achieve great things when implemented successfully, resulting in Nigerdock’s ability to deliver multiple, large-scale projects, safely, cost-effectively and on-

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Engineering Appraisal We performed design appraisal of specifications, drawings and calculation, for the pre-service and in-service conditions, including all appurtenances, cathodic protection, passive fire protection, fire and blast of: • Jackets • Decks • Access bridges Independent analysis for the in-service condition (in-place, fatigue, boat impact) was also performed for: • Jackets main connections • Decks main structure and main connections • Crane pedestals • Foundations Procurement Inspection • Lifting systems and appliances • Safety systems - safety detection systems, fire safety and evacuation systems • Critical equipment – rotating machines - API 610 pumps, fire pumps, diesel and gas engines • Valves • Packages - chemical injection package and instrument air • Bulk material - all special, first and secondary steel Fabrication Inspection As an accredited ASME Authorised Inspection Agency (AIA) with local Authorised Inspector (AI) in Nigeria, ABS Group’s team also performed fabrication inspection of all critical pressure vessels on the project and witnessed all welding procedure qualification and welder performance qualification.

Optimize performance and reduce risk.

Using a risk-based approach, our experts help develop and implement effective management systems for integrity, risk and quality management on offshore assets.

www.abs-group.com Copyright Š2016. ABS Group of Companies, Inc. All rights reserved.

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DAGARDT GLOBAL INSPECTIONS LIMITED

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agardt Global Inspections Limited is an indigenous engineering servicing Company leading in the provision of the highest standards in inspection and certification of lifting equipment and pressure vessels, training and certification of operatives, and risk management services in compliance with mandatory rules and regulations.

Our mission is to provide comprehensive and qualitative services of the highest standard in engineering inspection, training, and survey and risk management services both locally and globally, in compliance with mandatory rules and regulations through a team of competent, well trained, highly dynamic and dependable professionals in this field.

www.dagardtglobal.com A known leader in EPC, fabrication and marine services in Nigeria

schedule,� he notes.

Since inception in 1986, the Nigerdock Training Centre has been committed to providing the highest quality needs-based training interventions. This in-house training facility consists of fully-equipped classrooms, an ICT room, a library, and a workshop and machining room; the latter two fully equipped with welding booths, welding machines, pipe fitting benches, a lathe machine, milling machines and more.

Throughout the course of its existence, the training centre has offered several bespoke programmes for Nigerdock’s clients in the oil & gas industry; including IOCs, major oil contractors and Federal Government agencies. Training is conducted by a blend of multinational subject matter experts to an international standard through a combination of theoretical, practical and, where applicable, on-thejob training, with a concerted focus on safety, quality and workplace values.

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Nigerdock is embedding a culture of excellence across all facets of its business, proving that a wholly-Nigerian Company can offer and deliver worldclass services...

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Delivering efficient engineering services to our valued customers.

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From inception Dagardt Global Inspections Limited has demonstrated exceptional competence and expertise in Engineering Services to: > Ship Building and Repair Industry > Oil and Gas Industry > Shipping Industry > Constructions Industry > Food and Beverage Industry www.dagardtglobal.com

Dagardt Global Inspections Limited

GASKETS FOR THE OIL & GAS INDUSTRY

Total Systems Services Limited Phone: +234-803 888 5553 7 2 E n e r h e n R o a d , E f f u r u n , W a r r i , D e lt a S t a t e , N i g e r i a

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In addition, Nigerdock’s influence has not gone unnoticed by the rest of the oil & gas industry, with some stakeholders across the industry often citing that “no Company does more, or is more passionate and committed to quality training than Nigerdock”.

Proud safety culture

Demonstrating absolute commitment to the safety and wellbeing of its workforce by upholding an impressive world-class safety record - having performed more than eight million man-hours without a lost time injury Nigerdock’s safety performance was highlighted in 2013 when the Company was ranked first in Nigeria, second place in Africa and ninth in the world in a survey by Exxon Mobil. Year on year, Nigerdock’s safety performance has shown significant improvement which again reflects the Company’s total commitment to health & safety.

Recognising the unique environment in which it operates, and the

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importance of engaging with a broad range of stakeholders including Law Enforcement and Regulatory Agencies, Nigerdock has always touched upon the importance of being properly integrated in the host community and touching lives by giving back. “Nigerdock engages in formal and regular interaction with all relevant stakeholders in the community to address communal needs and to identify creative ways to foster an

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enabling environment for the four separate host communities on Snake Island. The Company has a structured corporate social responsibility Initiative that focuses on health and hygiene, education, and economic empowerment,� explains the Company.

Nigerdock’s stakeholders have come to recognise and respect the Company as a valued, trusted and progressive partner with whom they have established a mutually beneficial partnership.

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activities we are involved in

HEAD OFFICE 269B Kofo Abayomi Street Victoria Island, P.O. Box: 70223, Lagos, Nigeria Tel: +234 (0)1 271 4167 Tel/Fax: +234 (0)1 271 4168 office@energonigeria.com

138, Aminu Kano Crescent, Wuse II, FCT Abuja, Nigeria Tel.: +234 (0)9 461 1362 +234 (0)9 461 1363 Fax: +234 (0)9 461 1364 www.energonigeria.com

The next frontier

As part of its strategic plans for integrated support services, Nigerdock is developing a deep-water support centre for the oil & gas industry in support of the offshore drilling campaigns and logistics services required by the country’s energy sector.

Murray concludes: “Nigerdock is embedding a culture of excellence across all facets of its business, proving that a wholly-Nigerian Company can offer and deliver world-class services in the Nigerian oil & gas industry.

Nigerdock is proudly Nigerian and remains committed to delivering value to our stakeholders, building local capacity and working to global standards.

“We will continue to add value to the oil & gas and maritime industries, as well as the Nigerian economy by providing products and services to world-class standards of safety, quality and on-time delivery.”

Engineering (1) Welding and Fabrication (2) Corrosion Control & Pigging (3) Civil Engineering Works (4) Scaffolding Installation/maintenance (1) Generators (2) Compressors (3) Pumps (4) Earth moving Equipment.

Our relationship with original equipment manufacturers (OEM) has made us reliable, dependable and cost effective suppliers. We are committed to deliver timely, safely, and all services are of the highest quality yet cost effective.

Environmental restoration (1) Soil Remediation Global sourcing and procurement (1) Materials sourcing (2) Procurement (3) Logistics and warehousing Consultancy (1) Man power supply: Provision of skilled and semi-skilled personnel Haulage and logistics (1) Road haulage (2) Petroleum products (Land and Marine) (3) Leasing and hiring of light and heavy duty equipment

www.mep.com.ng T: +234 803 7061 552 / +234 817 4637 501 E: info@mep.com.ng / catglob2000@yahoo.com

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FUELLING GROWTH ON A

Continental Scale OiLibya forms a presence in 18 countries across Africa as it stays true to an initial vision of contributing to the economic and social development of a continent Writer: Matthew Staff Project Manager: Eddie Clinton

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uelling the growth of its customers, business partners, stakeholders and communities across Africa, OiLibya’s role as a key player in the African energy industry is taking on even more weight in 2016 as its core values of being a truly continental figure sees its physical presence emanate its way across all regions.

Now spanning 18 countries, the Company has found a balance between alleviating any sector slowdowns and capitalising on the

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general economic development seen in much of Africa and - from its Group’s UAE headquarters - continues to drive further into the continent.

“Our presence in 18 African countries makes us a prominent member of the communities where we operate, contributing to their economic and social development, and therefore to that of the continent as a whole,” the Company states.

“Loyal to its African character, OiLibya strives to be a responsible African Group, operating in accordance with key African ethical values; integrity;

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honesty and equity.”

Now employing a diverse array of 1,500 employees, subsequently generating around 20,000 indirect jobs, and meeting the needs of upwards of 250,000 customers a day, the business also boasts more than 1,000 service stations, eight blending plants, more than 60 fuel terminals and is present in more than 50 airports across the continent; and the business is positive that there is room for even more improvement in the future.

“Over the past few years Africa has been experiencing unprecedented

economic growth, foreseen to continue, and possibly accelerate over the next decades,” the Company explains. “This has been accompanied by a strong increase in the demand for energy, which in turn has provided opportunities and, at the same time, led to an increase in competition in the African downstream oil market.

“These opportunities, needless to say, come with new challenges and more responsibilities, particularly with regard to safety and environment.

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shut Engineers Limited is one of the leading manufacturers of a wide range of products made out of plastic, steel, wood and aluminium.

Our large capacity and state-of-the-art equipment ensures that we are able to provide a wide range of products to all our customers with efficient and reliable service.

Founded in 1980 with a small workshop in Nairobi, we have expanded our operations over the years with Ashut now situated on three land areas totalling approximately 15 acres, covered by 650,000 square feet of floor space; improving size, capacities and varieties within our manufacturing operations.

Despite the vastly increased volumes though, Ashut’s quality has never been compromised and we take pride in delivering products to our customers to their total satisfaction, with our welltrained staff always looking to further improve and develop our products and services at all times.

Our commitment to innovation at Ashut incorporates active participation at various exhibitions worldwide and interaction and communication with our customers so as to address their requirements in the best possible manner.

The Company’s 1,400 workers make full use of the installed 7,000 KVA of power to manufacture quality plastic containers of various sizes, with capacities ranging from

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10ml to 20 litres for the use of cosmetics, chemicals, edible oils, food stuffs, motor oil, pharmaceuticals, and other industrial products.

The range of jars and buckets for the packing of cooking fats and margarines comprising from 50 gram to 17 kilogram volumes - are also produced at Ashut’s expansive facilities. The Company has also been licensed to manufacture the Mazzi milkcan and funnel for the past three years.

Veering away from the packaging element of the business, Ashut is just as renowned for its ability to manufacture different types of shelving, as well as steel furniture, including: filing cabinets, cupboards, changing room lockers, bulk filing units, high level racking, school furniture and hospital furniture; as well as garden tools including shovels, rakes, wheel barrows, milk cans and even metal drums.

With all the above strategies in place, our products are marketed very efficiently and effectively as they are delivered in the agreed time and at a very competitive price. This results in a wide and growing range of products and customers.

Step into our world and we’ll put our knowledge and expertise at your service.

www.ashut.com

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“OiLibya started its presence in Africa over 20 years ago, and while continually striving to improve, expand operations and build partnerships in the communities where it operates, the team never loses sight of OiLibya’s core values of fair competition, adherence to ethical principles and respect for the communities where it operates.”

Exceptional service, care and quality

With the Group incepted in 1993, a series of migrations, expansions and investments have dictated the Company’s evolution to this day; growing both organically and by way of acquisition.

Between 2004 and 2008 alone, the business bought five Shell affiliates in Niger, Chad, Djibouti, Ethiopia and Sudan, as well as a further nine ExxonMobil affiliates across much of Eastern, Western and even Northern Africa.

Enhancing its influence not just on a geographical scale, but also on an internal offering level, the Company has subsequently diversified and expanded its service remit to incorporate both consumer and business sectors; offering fuels, lubricants, LPG, shops and services, and card services to the former, and a whole host of sectorspecific solutions to the latter.

OiLibya operates across 18 different countries providing products and services for retail, commercial, aviation and marine

The Company has diversified its service remit to incorporate both consumer and business sectors

The OiLibya brand, which was created less than 10 years ago, has already helped us to gain significant market awareness across Africa and beyond

Industrial and wholesale, supply and trading, upstream activities, retail, aviation, marine, lubricants and card services all fall under OiLibya’s enterprise service portfolio, and despite the wider parent Group having eight brands under its stewardship, all products are marketed under the OiLibya banner.

“OiLibya is the brand and trading name used by the Libya Oil Holdings Ltd Group, and represents exceptional service, care and quality,” the Company notes. “The OiLibya brand, which was created less than 10 years ago, has already helped us to gain significant market awareness across Africa and beyond.

“The speed with which we have managed to achieve this recognition reflects our drive and the singleminded pursuit of our goals. We believe that the simple, elegant look of our brand reflects our focus on attaining the objectives that we set ourselves.”

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O I L I B Y A

OiLibya Aviation Fuels Supply is a key player in Africa, providing Jet Fuel (JET A1) to more than 100 commercial airlines and general aviation customers in more than 50 airports

Pacesetter

Pursuing excellence through agility, professionalism, hard work and concern for safety, it is arguably the latter of the four principles that epitomise how OiLibya would most like to be known for, with social responsibility and continental enrichment forming the crux of all operations conducted across the business, and indeed the wider Group.

Encouraging collaboration, respect, teamwork and long-term partnerships, the nurturing of ethical attributes such as integrity and honesty have gone a long way in creating prosperity in each of its 18 countries of operation, and - with the ‘charity begins at home’ ethos brought to mind - it is OiLibya’s

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employees that benefit first and foremost.

“At OiLibya, we consider our employees to be our most important asset. We are committed to provide a work environment which enables our diverse workforce to be fully motivated in their job,” the Company emphasises. “To this end we have designed a human resources strategy which aims to consolidate at the forefront among our competitors, with the target to become the pacesetter in our industry.

“The said strategy aims to ensure that our staff are remunerated in accordance with local industry standards, as well as to allow them to work in an environment where diversity,

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“Our mission is to energise our people and delight our partners by providing responsible energy solutions...”

innovation, professionalism in doing business, and a strict compliance to both local law and internal code of conduct relating to the Company governance, are highly valued.”

Taking on board employees’ opinions and ideas has been a key driver behind OiLibya’s realisation of its initial vision, to be one of the key downstream players in shaping African energy and empowering African-born prosperity.

“Our mission is to energise our people and delight our partners by providing responsible energy solutions, and to ensure a good return on investments to shareholders,” the Company concludes. “OiLibya’s aim is to invest in Africa’s future and to be ‘your energy partner in Africa’.”

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Tantalizing Innovation Nigerian quick-service restaurant and fast food operator, Tantalizers is defying industry challenges as it plans for near future expansions across both its product range and geographic footprint Writer: Matthew Staff Project Manager: Sammy Wilkinson

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antalizers has evolved over the best part of two decades within its role as the only listed player in a strongly competitive quick-service restaurant and fast food market, but continues to leverage its concerted commitment to innovation in order to keep ahead of the industry curve.

Established in 1997 with 28 staff members in Lagos and a promise of delivering full value for money to a discerning target audience, humble beginnings quickly turned into widespread acclaim; the Company soon building a reputed name for itself in the provision of rice, burgers, pastries and ice creams.

“Over the years, Tantalizers has

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expanded via a planned growth arrangement starting from Lagos, through the southwest and now to other parts of the country,” explains Tantalizers’ Chief Executive Officer and founder, Abosede Ayeni. “At present, the Company has 55 outlets in 12 cities in Nigeria with plans to extend to other cities. The product offerings have also grown over the years to include African and Chinese meals.”

All-told, the business now caters for preferences across pastries, fast food meals, indigenous delicacies, desserts, sides, drinks, snacks, Chinese meals and breads; as well as offering specialised services for the convenience of its customers including Tantalizers Meal Express and Tantalizers Outdoor Services.

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Bridging all four corners of Nigeria through its product and service portfolio, the market monopoly attained in the process stands the business in great stead for even more growth in the future, but arguably Tantalizers’ most significant attribute has been its more recent ability to overcome industry and regional trends and achieve consistent growth.

Rising operational costs in the face of declining disposable income, infrastructural and civil service deficiencies, transport shortfalls and taxation issues have all proved to be large stumbling blocks for the sector at large but Tantalizers has been able to ride the wave better than most off the back of its positive reputation and ongoing entrepreneurial flexibility.

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Nigerian Idol sponsorship: final 12 contestants, season 5, 2015

Increased diversification

Such flexibility is being epitomised at present by the sheer volume of new incentives being introduced - both directly and indirectly in regards to its product offering - to ensure that all new marketing and sales avenues are being optimised, and no new potential hindrance is being overlooked.

Close collaborations with value enhancing organisations has helped spread the sharing of knowledge and industry expertise further; compounded by a heightened media presence across digital forums.

On a more physical and internal note, enhancements have been made across everything from the brightness of the Tantalizers premises to its delivery scope which has been boosted

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by a partnership with direct delivery organisation, Hellofood.

Similarly adapting to new consumer demands and local tastes, the Tantalizers product range is adapted and modified on an equally regular basis, and are of course driven by a workforce that is developed in order to keep on top of all aforementioned progressions.

The past 12 months alone have witnessed the introductions of Tantis Fish Ola, Tantaritos and fish pie products, as well as a new children’s menu, health conscious options and increased diversification across its African meals range.

Affirming the smooth and seamless transition from old to new options with each and every modification is its supply chain management strategy; a function which largely differentiates Tantalizers from its competitors in the market.

“The Tantalizers value chain revolves

Tantalizers Adeola Odeku, Lagos outlet, 1 December, 2013

Industry leader

Tantalizers Isolo, Lagos outlet opening, 12 September, 2013

around the suppliers, warehouses, the distribution channels and the outlets,” confirm Ayeni. “We have at least three suppliers for each key raw material, and select suppliers based on criteria including price, quality and credit terms.

“The Company then has a major warehouse in Lagos as well as four regional warehouses serving as hubs around the country; all including builtin kitchens which undertake levels of processing for intellectual products supplied to corporate and franchise stores.”

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At the back-end and completing the supply process, all Tantalizers products are freshly made in outlet kitchens throughout the day for sale to customers; which is no mean feat considering the increasing vastness of the Company’s operations.

“The plan is to reach the other three geo-political zones within the next five years, as well as the north east if security permits, and Tantalizers plans to extend into the West African sub-region by 2018,” Ayeni explains.

Despite the growing geographical presence and ambitions though, Tantalizers maintains a strictly local philosophy when it comes to the Company’s internal structure, incorporating both employment and procurement strategies.

This ethos is furthered once again via a corporate social responsibility (CSR) remit which places education at the heart of the Company’s efforts,

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and in doing so is instilling new levels of sustainability within both the Company and the wider, challenging sector.

“Examples of our educational support include the Tantalizers Undergraduate Excellence Award being given to the best students at all levels in selected Nigerian Universities studying Food Science or Business Administration in UI, Unilag, ABU, OAU and Nsukka,” Ayeni says. “We also sponsor competitions at a Lagos secondary school in conjunction with an NGO. “On an environmental level, we have also carried out a water fountain project in Lagos and a street lighting project on the street where our head office is situated.”

Healthcare is a further area of concern addressed by Tantalizers’ CSR activities, and all of which bridge the gap perfectly to the business’s overriding Group values of passion,

integrity, excellence an innovation instilled in its core operations.

“Our vision is to be a quality food service provider of first choice and to passionately provide, at all times, exceptional taste and a pleasurable experience,” the Company states on its website confirming the drive behind its 19-year evolution.

Ayeni concludes: “We are an industry innovation leader with a good management structure and training programme, and in the future we are looking to reposition the Company to achieve even better returns for our stakeholders.

“We will also see a strong shift into franchising and an expansion resulting in a doubling of our outlet numbers; as well as going international through an extension into Africa, Europe and America, and overseeing a transformation of the Company into a supply chain organisation with a vibrant trading arm.”

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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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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.

BJK’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. “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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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

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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.

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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.

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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

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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.

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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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Investing Continually

IN THE CUSTOMER

Demonstrating a professional approach to business through an unrivalled continuous improvement strategy, Kargo National is framing future investments around the changing needs of the customer to remain ahead of the industry curve Writer: Emily Jarvis Project Manager: Sammy Wilkinson

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rominently distinguished by its customer-centric and professional approach to business, Kargo National - one of South Africa’s few privately-owned road transport Companies - aims to reduce its internal costs and increase efficiencies while securing a reliable supply and delivery to customers across the country.

“The goal is to pass these savings onto the customer,” says Greg Blackwell, Founder and Managing Director of the Kargo Group of Companies; which was initially established in 1982. “Our customer is of the utmost importance

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and we are confident that making the right investments, combined with our aptitude for continuous improvement, will add value in the form of reduced distribution costs, higher levels of service, better market penetration and allow us to concentrate more closely on enhancing our core business proposition.”

Specialising in express road freight distribution across its three subsidiaries - namely Kargo National, Kargo Long Distance and Kargo International Logistics - throughout southern Africa, as well as a footprint in neighbouring countries’ Botswana, Lesotho, Swaziland and Namibia, the

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Speed and efficiency

Having recently achieved the ISO 9002 accreditation - the industry standard for assurance in production, installation and servicing - to support its commitment to an extremely high level of service at all times, Kargo National is continuing to look closely at industry trends in line with changing customer needs in order to add value to the business, and to further spread its footprint and subsequently grow the Group’s reputation in the road transport industry.

One of ways that it is doing so is through the adoption of the latest software and ERP technologies, including Kargo’s track and trace systems and a dimensioner system that allows for the accurate measurement of volumetric dimensions and the weighing of each item that passes through the warehouse.

Blackwell summarises: “In our industry, technology is the driver of change and creator of growth; therefore it is continually revisited, updated and a new innovation implemented.

“The live track and trace system is available through our website and provides up-to-date and accurate

tracking information; while customers can also take control of the information, maximising efficiencies within their organisations.”

Having its own in-house IT Company that is designed to focus on improving systems that are both beneficial to the internal workings of the Kargo Group of Companies, as well as its customers, is particularly useful for a Company that is looking to cut costs for customers. The Company can offer seamless integration of data through its software, which also facilitates warehouse managers in the load processes forming an essential component for efficient transportation and overload prevention.

“Implementing such technologies like the dimensioner system has eliminated any means of human error during the warehouse weighing process,” he adds. “We listen to our customers and make any necessary improvements to accommodate their requirements within our software.

This affords us the flexibility to change and adapt to each unique requirement and will, in most instances, allow full integration with our customers’ existing systems, as opposed to trying

Company believes its service offering will become the vital link at the end of the road transport value chain.

“This is one aspect of the business which we strive to make the strongest,” Blackwell notes. “Given the versatility of our Group offering across break bulk, long distance and retail delivery services - bolstered by a value-add full maintenance leasing and warehousing solutions – we need to make sure that we monitor the latest industry trends to reach our main goal: to provide our customers with the services they deserve and require, leading to long-term mutually beneficial relationships.”

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Kargo Regional Branches JOHANNESBURG (HEAD OFFICE) DURBAN CAPE TOWN PORT ELIZABETH EAST LONDON GEORGE BLOEMFONTEIN NELSPRUIT LIMPOPO to adopt a mix and match system which compromises both ourselves and our customers.”

Faced with the challenge of protecting freight as best as possible, even when objects of different weights are loaded together, Kargo National has invested in a cage loading system to ensure better and safer handling of general freight.

Blackwell summarises: “Catering for all different shapes and sizes of the individual consignments can be a challenge. We believe our unique cage loading system has eliminated a lot of the damages associated with multiload vehicles.”

Implementing such technologies like the dimensioner system has eliminated any means of human error during the warehouse weighing process

Closer to the customer

“Our activities are designed to bring us closer to the customer,” Blackwell highlights. “So it is also important that we make sure our fleet meets the customer’s demands. By continually re-assessing our KPIs, which place concerted focus on speed and efficiency, we find ourselves constantly

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The next three-five years will see Kargo bolster its South African operations

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tweaking our fleet size together with our site and vehicle requirements to get the best out of our resources.”

With vehicles ranging in load capacity from one-32 tonnes, Kargo National makes sure to monitor regulations and industry change so that its fleet remains versatile and provides both security and easy access loading nationally.

Supporting this is the Company’s fleet replacement policy, which ensures that all vehicles are of the latest specifications offered

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by the industry and are serviced and maintained according to the manufacturer’s recommendations.

“Vehicle manufacturers are constantly improving emission standards, as well as increasing fuel efficiencies which benefits the overall running cost of the fleet, ultimately helping us stay cost effective and reliable,” he explains.

In a bid to continue closing the gap between the Company and its customers, in the past 12 months, Kargo National has opened a new depot in George, South Africa. Dictated by the growing volumes transported to this area in recent times, Blackwell sees this new investment as an important commitment to local businesses. “We only move into a new area if we know we can move the freight to benefit our customers without sacrificing service levels,” he says.

Not only is the customer a key focal point for the Kargo Group of Companies, but it is fair to say that its staff are also placed in the spotlight; with particular emphasis on hiring locally and upskilling. “Conducting the majority of our training in-house, we continue to maintain high levels of professional knowledge and skills required to support our customers in the most effective way possible,” Blackwell emphasises.

By centring its aims and goals around the customer’s needs and continually investing in the best approaches to business that reduce costs and increase, Blackwell believes that Kargo National will be able to stay ahead of the industry curve and remain malleable enough to adapt to new trends as and when they emerge.

He concludes: “With our national footprint now complete, the next three-five years will see us bolster our South African operations by increasing densities and focus on securing growth in sub-Saharan Africa, as well as identifying further potential warehousing and logistics solutions to diversify our revenue streams.”

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TELECOMS RIGHT ON YOUR Since taking on the position as Airtel Malawi’s new Managing Director, Charles Kamoto promises to pick up where his predecessor left off to fulfil the Company’s continuous expansion plans Writer: Emily Jarvis Project Manager: Donovan Smith

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he appointment of Charles Kamoto as Airtel Malawi’s new Managing Director at the beginning of March, 2016 marked the start of a new chapter for a Company that is part of the largest mobile network in the world.

Having previously established a presence as an internet provider under the guidance of Heiko Schlittke, as part of a strategy involving the continuous expansion of Airtel Malawi’s distribution network to increase market reach across rural areas, Kamoto is now tasked with driving the Company’s strategic leadership in the country; further integrating the Airtel brand within the local community via a

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targeted focus on the Airtel philosophies of accessibility, affordability and unmatched quality.

The second Malawian to hold the position of Managing Director, Kamoto promises to fulfil the above strategy by leveraging his extensive background in telecoms, having previously worked for TNM, where he held the position of Chief Commercial Officer prior to joining Airtel.

The legacy left by Heiko has already seen Airtel Malawi begin to expand its 3G footprint to such an extent that the network increased its data penetration rate by almost 100 percent during his leadership. Moreover, other key drivers for growth - including Airtel Money, new customer service

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shops, an ongoing partnership with Freebasics by Facebook and the launch of Premier Plus - have combined to form the framework for Airtel Malawi’s investments in 2016.

Reliable connectivity

In a bid to ensure speedy and stable access to its data services, Airtel Malawi has intensified its 3G site upgrades with the strategic replacement of some of its 556 2G spots, starting with upgrades in urban areas as part of a significant wave of network investment to increase its current 3G transmitting spots across the country. Throughout the course of Summer, 2015, the Company carried out upgrades at nine locations across major cities, including in the capital, Lilongwe.

“Access to speedy and reliable internet is a must,” said Airtel Malawi’s Public Relations Officer, Edith Tsilizani during the unveiling. “We will keep on carrying out these upgrades to make sure that subscribers enjoy the best internet experience in Malawi.”

One notable 2G-3G upgrade spot was at Kabwazi Trading Centre in Dedza. Misheck Kavuta, Airtel Malawi Zonal Business Manager commented: “A wireless 3G network is desirable because of the extremely fast data transmission speed which allows for streaming of videos and also allows fast downloads and uploads.

“The people of Dedza, specifically Kabwazi and the surrounding areas, can now experience amazing mobile

multimedia applications which they couldn’t enjoy previously.”

The conversion of Kabazi into a 3G zone in July, 2015 took the total number of 3G zones to more than 200 sites since the start of the exercise in 2014.

Added value

Since proudly declaring that Airtel Money has registered more than one million users in Malawi, the financial services platform has also been boosted with the addition of a crossborder transfer service, representing yet another strategic pillar and driver of growth for the Company.

Launched in August, 2015, Airtel Money customers are now able to leverage the Group-wide financial inclusion

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service and distribution network to transfer cash, facilitate remittances and affordably conduct regional trade.

“We are offering convenient and affordable cross-border transactions through Airtel Money’s robust and ubiquitous network. As a Company, we are committed to deepening financial inclusion, creating cashless ecosystems and regional integration in Africa and beyond,” said Kamoto during the announcement.

Malawi joins the four other African countries – namely Niger, Zambia, Rwanda and the DRC – in the borderless Airtel Money transactions capabilities.

Premier Plus

To further demonstrate its unwavering commitment to its customers, Airtel Malawi launched the Airtel Premier Plus service in the last quarter of 2015; a specially tailored service and benefits programme for customers who have been equally committed to the brand.

Kamoto explained during the launch: “We initially segmented some customers to Airtel Premier, but over time we also discovered that even for the Airtel Premier category, customers’ needs still varied significantly. So we have regrouped some from Airtel Premier to a segment called Airtel Premier Plus.”

Launched almost four years ago by the wider Bharti Aritel Group, Airtel Premier Plus is now available across the majority of Airtel’s African operations, providing customers with next-level customised services and benefits in recognition of their value to the business; including discounts with various partners in the hospitality and lifestyle industries.

“We have listened to our customers; answering the demand for a personal, fast and efficient onestop experience...Our mission is to provide the best-in-class customer experience,” he added.

Convenience on your doorstep

Often making the headlines for reaching out to rural communities on both corporate and CSR fronts, Airtel Malawi is known locally as a significant contributor to the wellbeing of the country’s people beyond the remit of telecommunications. In November last year, the Company tied together the launch of a new Airtel Express Shop in Luchenza, with a donation of medical equipment worth K2.6 million to the local Chonde Health Centre. The Company also opened a number of additional Express shops in 2015 across Kasungu, Karonga, Mzuzu, Mangochi and Zomba.

PLATINUM SOLUTIONS

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latinum Solutions is a wholly Malawian-owned Company specialising in the design and supply of quality corporate branding and promotional materials including; corporate gifts, executive clothing, uniforms, personal protective equipment (PPE), signage, printing services and other related solutions.

Our clientele includes both big and small organisations from the major cities and towns of Malawi and across the borders.

Our strength lies in the pool of experience of our staff members that have had a hands-on experience in their respective fields before their joining Platinum Solutions. This enables us to provide a broad spectrum of innovative solutions and services that suit our clients’ personal, business and organisational needs.

Our vision is to be the preferred one-stop shop for all personal and organisational business solutions in areas of branding, advertising, promotional and other innovative solutions in Malawi and beyond.

Our comprehensive range of quality, innovative and above-standard products and services include, but is not limited to: Visibility Materials/Services • Promotional materials and corporate gifts • Uniforms, corporate and personal protective wear • Indoor and outdoor banners Printing Services • Posters and calendars • Annual reports • Outdoor and indoor signage including billboard materials • Vehicle branding T +265 999 879 729

Airtel Malawi is known locally as a significant contributor to the wellbeing of the country’s people

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February, 2016 marked the opening of the Company’s 18th express shop in Chikwawa

The new Airtel shops provide customers with access to Airtel Money services, purchase airtime and handsets, offer replacement SIM cards and also allow customers to connect to the Airtel internet on their mobile devices via an in-store data experience zone offering free Wi-Fi and assistance.

February, 2016 marked the opening of the Company’s 18th express shop in Chikwawa, indicative of Kamoto’s continued emphasis on getting closer to the customer and addressing the challenges that individual customers are facing.

He explained: “Airtel is now taking its services right to the customer’s doorstep and at the same time, this is cementing our position as the country’s leading mobile network provider. The development will help ease the burden our customers were experiencing when faced with problems that required them to travel to Blantyre to seek customer care services that could not be solved over

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Airtel is now taking its services right to the customer’s doorstep and at the same time, this is cementing our position as the country’s leading mobile network provider

the phone.

“I want people to use this service centre to the maximum because, apart from helping them with different problems, customers will have a great opportunity to experience our excellent products and services...”

Kamoto has promised that Airtel will continue to provide more exciting services to its 3.5 million customers in Malawi, and one of the ways it plans to do this is by strategically segmenting customers to better understand and meet customer needs over time.

“The goal is to establish ourselves as the number one data and smartphone network in Malawi by offering more flexible bundles, affordable packages, products and services than anyone else. This includes a partnership with Freebasics by Facebook, an initiative which we rolled out in Malawi last year to provide free access to basic services such as health, employment and local information, without the data charge,” the Company summarised.

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Your worldwide partner in active testing of telecommunications

GlobalRoamer & Roaming Services Professional Services Telecommunications SITE for Quality of Service & Quality of Experience Testing Revenue Assurance Fraud & SIM Box Detection

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Airtel often makes the headlines for its CSR commitments

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Cultural Preservation Airtel Zambia is striking a balance between extensive technological enhancements to an underserved country, and commitment to age-old traditions and ceremonies that made the country what it is today Writer: Matthew Staff • Project Manager: Donovan Smith irtel Zambia has maintained the momentum gained in recent years in 2015 into 2016 via a series of capital investments and significant business partnerships that will see the Company tighten its stronghold at the top of the national market.

This time last year, under the stewardship of new Managing Director, Peter Correia, the Company’s strategy was already taking on a more proactive approach, epitomised by the goal of investing US$50 million into the country’s infrastructure network; strengthening Airtel’s position across its core operations.

Peter Correia, Managing Director, Airtel Zambia

Personal tariffs, business tariffs, 3G connectivity and a whole host of niche value-add services have all thrived and benefitted as a result of the Company’s expenditures, culminating in more than a $30 million profit over the past year and the gateway to even more extensive growth in 2016.

Renowned as Zambia’s most innovative telecoms operator, Airtel has earmarked a further $48 million for the next 12 months in which to harness such a commitment to continuous improvement and technological advancements in the country; all of which will fit within the Company’s overriding aim of enriching the wider country and to bridge the skills gap in both urban and rural areas.

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Best user experience

Ensuring the success of Airtel’s infrastructure goals in Zambia have been a series of strategic partnerships over the years, capitalising on advanced technologies from the global elite to apply to a country previously lacking in such areas.

Most recently, Airtel Zambia has chosen leading European tech player, Ericsson for its radio access network upgrades, transforming 2G sites and swapping out 3G sites, while also adopting a new radio system to enhance the subscriber experience and strengthen Airtel’s market leadership in the country.

The contract also covers equipment, software and a range of professional services, including project management, systems integration and support.

Ericsson will provide equipment from the Ericsson Radio System family, notoriously flexible to changing demands on the road to 5G with multistandard, multi-band and multi-layer technology. This will enable energyefficient and cost-effective operations, while allowing Airtel to meet growing subscriber demands for better and faster mobile Internet connectivity.

Ultimately, Ericsson Radio System delivers the industry’s most energy efficient and compact radio solution, maintaining performance leadership at half the size and weight. The flexibility inherent in the architecture is made possible by a targeted software deployment, which enables fast and efficient roll-out of new capabilities.

Partnering with Ericsson who are performance and technology leaders to upgrade our network, ensures that we continue to deliver a wide selection of bestin-class, customised services - Peter Correia, Managing Director, Airtel Zambia

“We are committed to offering our customers the best user experience,” Correia enthused about the deal.

“Partnering with Ericsson who are performance and technology leaders to upgrade our network, ensures that we continue to deliver a wide selection of best-in-class, customised services with excellent quality to our customers, transforming the way they live, work and play.”

Fredrik Jejdling, President & Regional Head of Ericsson subSaharan Africa added: “We are excited by the opportunity for inclusion and empowerment that increased connectivity extends to Africa and Zambia. This agreement builds on our long-term strategic business relationship with Airtel, while delivering a superior network performance to Airtel Zambia’s subscribers and supporting part of Africa’s growth story.”

Cultural preservation

As much as Airtel Zambia is historically

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renowned for its high levels of innovation to every corner of the country, the business’s devotion to social enrichment outside of its core telecommunications domain has been equally prevalent, and has been all too evident over the past 12 months.

Working with nearly 500 schools and universities, the Company is namely contributing to the future sustainability of tech-related sectors in Zambia; driven by its Airtel Rising Stars initiative and compounded by a series of academic partnerships, apprenticeships and training schemes that will allow a new generation of digitally-savvy youngsters to flourish in a burgeoning industry.

Ingraining itself even further into the country’s less wealthy regions, the Company has also ensured that its influence encompasses social traditions and community gatherings, as seen via its recent donation of K68,750 towards the hosting of the N’cwala traditional

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2G, 3G and 4G LTE RAN deployment

A Network Support Centre

Wireless transmission projects Optical Fiber and Wireline transmission

Managed services

Renewable energy

richard.ricom@gmail.com | www.ricom.co.zm Plot 5699 BEU Crescent Kalundu, Lusaka, Zambia Tel: +260965111253 | Cell: +260978611087

Airtel has worked with nearly 500 schools in the region to empower a new generation of digitally-savvy youngsters

ceremony of the Ngoni people of Eastern Province.

With a pledge to continue supporting traditional ceremonies country-wide in the future, the presentation of the cheque was carried out by Marketing Director, Sekou Barry who announced that K30,000 would be given as cash towards the hosting requirements while the rest would go towards material support via the donation of phones and books about the ceremony.

“To show our commitment towards cultural preservation, we went a step further and published a book on Zambia’s traditional ceremonies and cultures,” he said.

Barry also gave fresh insight into an Airtel ethos that continues to carry more and more weight in Zambia as its technological and infrastructural network broadens; revealing that the Company aims to partake in all elements critical to the personality of the Zambian population.

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ame M O N U R E N T

H O L D I N G S

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AFRICA’S SEASONED

Equipment PROVIDER

Renowned in West Africa for the rental of heavy equipment from world-class brand names, MonuRent is helping mining houses to free-up capital and focus on their core business in a time of consolidation and economic slowdown Writer: Emily Jarvis Project Manager: Arron Rampling

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ince its founding six years ago, MonuRent has evolved beyond its base in Nigeria to become a seasoned player in the delivery of heavy equipment rental and sales solutions and services across the African continent; with a recent concerted focus on the pivotal development opportunity at Liberty Gold Mine in Liberia.

Initially recognising a distinct gap in the market for the delivery of worldclass equipment and value-added services for the continent’s developing markets, increased competition in plant rental has seen MonuRent

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look for ways to stand out via a solid continuous improvement strategy; which involves working closely with internationally-renowned brands such as Caterpillar and Komatsu, providing valuable and worthwhile training to its staff, and drawing on senior management experience of working in volatile markets. “…MonuRent has quickly grown to become a sector leader in the rental of large mining equipment, delivering equipment and services in Ghana, Liberia, Sierra Leone, Botswana and Nigeria with further expansion plans unfolding year-on-year as the MonuRent story gathers momentum,” said MonuRent’s Chief Executive

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Officer (CEO), Dan Hoppe, in 2015.

Led by the Company’s strong value proposition - which comprises more than just a tailored equipment rental solution - MonuRent is able to deliver value and certainty through guaranteed uptime of equipment via a strict maintenance procedure; assistance for clients in the development of feasibility studies and project plans; and an equipment optimisation schedule that enables clients to select and change designated fleets to deliver the most effective option for any given project, without the duplication of costly resources.

MonuRent’s services are helping clients to free up capital and focus on

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their core business. This is a key facet that distinguishes the Company from its competitors, given the current economic slowdown.

Liberty Gold Mine

Commencing pre-mining operations at the start of 2015, Liberia’s first commercial gold mine - Liberty Gold Mine - located in Grand Cape Mount County, has been incremental to the country’s commitment to providing jobs, rebuilding its economy and ultimately reducing poverty.

The supply and support of a total fleet and project solution worth US$44 million for the Aureus Mining project was a pivotal point in the MonuRent

development story, having worked with the Aureus team in the early exploration and construction phases; delivering in a location with extremely limited infrastructure.

Hoppe explained how the confidence shown by Aureus in MonuRent during the partner selection process was the result of hard-won gains in a very challenging environment: “Soon after the award and mobilisation, we were hit with the Ebola virus in Liberia which threatened to derail MonuRent’s expansion plans and our client’s project.”

Aureus’ Liberian subsidiary, Bea Mountain Mining Corporation, has remained in the country to

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demonstrate its commitment to maintaining its schedule and this provided a major confidence boost for the country’s Government.

“By working closely with the Aureus team, we were able to dig in and develop project plans that enabled us to collectively keep the wheels turning when many around us had ground to a halt. The challenges don’t come any greater than developing a business in the environment we have experienced [in Liberia] in the past 18 months, and we are extremely proud of our achievements alongside our clients’,” Hoppe continued.

David Reading, President and Chief Executive Officer of Aureus Mining added: “Although the fleet rental model in mining is an established global concept, this was the first example on such a scale of its implementation in West Africa.

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We have invested in state-of-the-art equipment training simulators for our clients which has proved not only valuable for our staff, but also the furtherance of our clients’ efficiencies and reduction in their overall cost base

“MonuRent has been involved in the New Liberty project throughout the construction stage and has shown its commitment to the project by continuing to deliver during difficult conditions. We were pleased to be able to build upon the successful relationship that has developed between the two companies while moving into the production and operational phase.”

Preparing for a market turn

State-of-the-art equipment

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In response to the current slowdown of projects in the mining industry, MonuRent has been strategically investing in its internal processes to make sure that it is ready for when the market turns; placing specific focus on supporting its operations in West Africa.

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“In line with this, we have invested in state-of-the-art equipment training simulators for our clients which has proved not only valuable for our staff, but also the furtherance of our clients’ efficiencies and reduction in their overall cost base.

“Moreover, these training tools have proved useful for empowering women in the community, serving as a fantastic entry point for women to get into the mining and associated industries, an initiative we have worked on very closely with our major clients,” explained Hoppe.

By integrating various levels of technology into its training processes, MonuRent is making an active and easily scalable contribution to skills development in West Africa. “And you can’t take your finger off the

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pulse in Africa…It became quickly apparent that you cannot move into a developing country without recognising in some way that you are a guest in the country. West Africa is not the easiest of places to do business given the fluctuating social and political environments, but it is very satisfying when things go right as you get a great sense of achievement and a feeling of real value,” he summarised.

With mining operations now underway at New Liberty, MonuRent has meanwhile further widened its geographical business scope beyond West Africa through expansion into other key markets that promise to diversify the Company’s revenue streams. Hoppe concluded: “Our interoperability across mining, quarrying, construction, infrastructure and agriculture works is just one of our unique selling points and will remain a key strength going forward.”

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GLOBAL STRENGTH, LOCAL PARTNERS. MINING TYRE SOLUTIONS FOCUSING ON INNOVATION, PRODUCTIVITY AND SAFETY

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With over 40 years of experience, global operations spanning five continents and a solid footprint across West Africa, Kal Tire strives to improve mining productivity through tyre sourcing, maintenance and reporting, to delivering on-site custom solutions and safety programs.

africa@kaltire.com +233 3120 244 39 europe@kaltire.com +44 1773 520 885

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ENVIRONMENTAL

CEMENT

AFRICA

E V E N T

F O C U S

Driving change across the cement industry THE FOURTH ENVIRONMENTAL Cement Africa (ECA) conference kicks off on 21-22 April, 2016 at Laico Regency Nairobi, Kenya. This year’s forum is organised in collaboration with NEMA and the Association of cement producers together with other Government agencies in the region.

This unique event seeks to create a platform for the sharing of informed advice, presentation of good practice and debate among stakeholders in the cement industry on the need to comply with increased international environmental and emission standards while sustaining economic profitability. In a time characterised by global climate change the issue of particulate matter, as well as the increasing cost for energy and raw materials, production processes that emphasise efficiency and resource

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conservation are becoming more and more important.

This year, ECA will showcase how the region’s top cement companies have complied with environmental standards set out by the government, led by strong senior management teams who have helped regulate on this issue. The event aims to set the agenda for environmentally-friendly development in the African cement industry by supporting engagement among environmental organisations, policymakers and industry; facilitate knowledge-sharing on environmental issues, investment, growth opportunities and logistical challenges; and drive change across the cement industry as a whole, especially in Africa.

Pertinent issues ranging from alternative fuels, reduction of

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carbon emissions, existing policies and regulations that govern cement production will be discussed.

Companies are invited to participate through sponsorship, as exhibitors or as delegates. The various options depend on a firm’s corporate objective and the level of brand visibility desired.

We therefore invite you to register in the biannual forum without delay.

E V E N T

D E TA I L S

WHEN: 21-22 April, 2016 WHERE: Laico Regency Nairobi, Kenya CONTACT: nelly@prescon-int.com angela@prescon-int.com +254714 912 702 | +254714 912703 REGISTER: www.eca-conference.com

Laico Regency Hotel Nairobi, Kenya 21st & 22nd April

SOUTHERN

AFRICA

ENERGY

&

E V E N T

INFRASTRUCTURE

SUMMIT

F O C U S

Southern Africa Energy & Infrastructure Summit (SAEIS) FOR 15 YEARS, EnergyNet has worked closely with the governments and pivotal stakeholders of Mozambique, Angola, Namibia, Botswana, Lesotho, Zimbabwe, South Africa, Madagascar, Mauritius, Zambia, and Malawi.

This vibrant region has experienced many positive developments in recent years, both in energy and infrastructure development. Progress governance, institution building and democratic consolidation are contributing factors to the positive indicators that longterm investors seek.

In tandem with this, southern Africa has witnessed local private sector-led initiatives, and wider participation in exciting projects such as South Africa’s groundbreaking REIPPP Programme; an initiative which will be explored at the SAEIS, and how this can potentially be replicated on a wider regional scale.

With this in mind, EnergyNet are excited to launch the groundbreaking Southern Africa Energy & Infrastructure Summit (SAEIS), which will bring together countries from the SADC region and beyond. Regional development is the key to unlocking Africa’s energy investment potential.

It is with this in mind that EnergyNet are delighted to bring these countries together in Maputo, Mozambique, the heart of southern Africa, from 4-6 May to celebrate regional cooperation, and promote energy and infrastructure projects that require both private and public sector support to succeed.

This pivotal event has been created to facilitate real, practical investments

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and align regional focus to enable energy and infrastructure successes and development. SAEIS will provide a platform for investors to hear from a number of key figures within the investment discussion; including African Ministers of Energy and Infrastructure, heads of utilities, power developers and financiers.

The Summit will be underpinned by crucial regional discussion points which include: • United Africa - The Road Map • Mozambique - Africa’s ‘Dubai’ in Southern Africa • The Vital Role of the Southern Africa’s Utilities in Providing Transmission Grid Stability • The Critical Role of Gas in Southern Africa • Inga III- A Pivotal Development for Africa’s Energy Future • Infrastructure and Energy Financing

E V E N T

D E TA I L S

WHEN: 4-6 May, 2016 WHERE: Maputo, Mozambique CONTACT: patricia.carbonell@energynet.co.uk REGISTER: www.southern-africa-summit.com

4TH

6TH MAY 2016

MAPUTO, MOZAMBIQUE

Hastening the Pace of Investment in SOuthern Africa’s Energy Sector

Strategic Sponsors

For more information about how to get involved with this year’s meeting, please contact SAEIS@energynet.co.uk or call +44 (0)20 7384 8891 www.southern-africa-summit.com

CAPTAINS

OF

CONSTRUCTION

E V E N T

AFRICA

F O C U S

Captains of Construction Africa THE KEY TO Africa’s future lies in unlocking the continent’s growth potential through investing in infrastructure development. Join a host of African leaders including Moe Shaik, DBSA; Lizeka Matshekga, IDC; Alessane Ba, Africa50 Fund; Tiaan Bazuin, CEO of Namibia Stock Exchange; Kogan Pillay, Head of SADC PPP Network in Botswana; and the Honourable Jeff Radebe, Minister in the Presidency at Captains of Construction 2016 and unearth how to capitalise on your infrastructure investments.

• What role does the private sector have to play in the development of large-scale infrastructure projects in Africa?

• What are the opportunities and benefits for industrialisation around key infrastructure projects?

• What are the key challenges inhibiting private sector participation in infrastructure projects in Africa?

As a registered delegate at Captains of Construction, maximise your networking opportunities, make the right connections and conduct meetings with the Standard Bank Business Matchmaking Programme.

This dynamic programme is open to all sponsors, delegates, guests and speakers at Captains of Construction and is free of charge. Please manage your time effectively by viewing, selecting and confirming all your meetings before the start of the forum.

The Captains of Construction • Can a framework be established project is two-fold, comprising to grow investment in regional the second annual Captains of infrastructure projects in Africa?

Construction leadership forum and a high-level investment publication showcasing interviews with Africa’s prominent players in infrastructure development and construction, and expert opinion articles. This prestigious event is proudly EXCLUSIVE LEADERSHIP FORUM sponsored by the Development E V E N T D E TA I L S Bank of Southern Africa (DBSA), the D r i v i n g A f r i c A’ s i n D u s t r i A l i s At i o n t h r o u g Industrial Development Corporation May, r e g i o nWHEN: A l i n f10 rA s t r2016 ucture Development (IDC) and Standard Bank.

WHERE: Gallagher Convention The Captains of Construction tuesDAY 10 mAY 2016 8:00 – 15:30 gAllAgher convention centre miDrAnD Centre, Johannesburg, South Africa leadership forum will seek to Join key decision makers and stakeholders from public and private sector, to have crucial conversations about ke infrastructure development issues in Africa. As a registered delegate, maximize your networking opportunities and address the following infrastructure the right connections with the Standard Bank Business Matchmaking Programme!

CONTACT: development issues through vigorous Christine.barrow@access-africa.org interaction during two moderated panel discussions focusing on ‘Driving REGISTER: Africa’s Industrialisation through www.captainsofconstruction.com Regional Infrastructure Development’: Brought to you by Access Africa

pAnel Discussion

pAnel Discussion

• • • •

• Cas Coovadia, MD, Banking Association of South Africa • Lynette Chen, CEO, NEPAD Business Foundation * • Dr Rob Davies, Department of Trade and Industry, Republic of Sout Africa * • Jean-Pierre Labuschagne, Africa Lead, Infrastructure and Capital Projects, Deloitte and Touche, South Africa • Councillor Patricia de Lille, Executive Mayor of Cape Town, South Africa * • Sean Molloy, General Manager, Integrated Infrastructure Sector, G South Africa • Ambassador Bene M’Poko, Ambassador to the South Africa, Democratic Republic of Congo • Frans Pienaar, Chairman, Nyatsi Construction, Swaziland * • Poya Rasekhi, CEO, ARUP, South Africa • Johny Smith, CEO, Walvis Bay Corridor Group, Namibia • Councillor Parks Tau, Executive Mayor Johannesburg, South Africa

• • • • • • •

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Alassane Ba, CEO, Africa50 Tiaan Bazuin, CEO, Namibia Stock Exchange, Namibia Premier David Makhura, Gauteng Province, South Africa * MEC Jacob Mamabola, Department of Infrastructure Development, South Africa * Kogan Pillay, Head, SADC PPP Network, Botswana Representative, Kenya Vision 2030, Kenya * Lizeka Matshekga, Head Industrial Infrastructure, Industrial Development Corporation, South Africa Minister Ebrahim Patel, Department of Economic Development, South Africa * The Hon. Jeff Radebe, Minister in the Presidency, Republic of South Africa Ms Sinazo Sibisi Group Executive: Infrastructure Delivery, Development Bank of Southern Africa, South Africa Honourable Leocadia I. Zak, Director, U.S. Trade and Development Agency, United States

pArt 1 *invited

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*invit

EXCLUSIVE LEADERSHIP FORUM Brought to you by Access Africa

D r i v i n g A f r i c A’ s i n D u s t r i A l i s At i o n t h r o u g h regionAl infrAstructure Development tuesDAY 10 mAY 2016 8:00 – 15:30 gAllAgher convention centre miDrAnD Join key decision makers and stakeholders from public and private sector, to have crucial conversations about key infrastructure development issues in Africa. As a registered delegate, maximize your networking opportunities and make the right connections with the Standard Bank Business Matchmaking Programme! pAnel Discussion

pAnel Discussion

• • • •

• Cas Coovadia, MD, Banking Association of South Africa • Lynette Chen, CEO, NEPAD Business Foundation * • Dr Rob Davies, Department of Trade and Industry, Republic of South Africa * • Jean-Pierre Labuschagne, Africa Lead, Infrastructure and Capital Projects, Deloitte and Touche, South Africa • Councillor Patricia de Lille, Executive Mayor of Cape Town, South Africa * • Sean Molloy, General Manager, Integrated Infrastructure Sector, GIBB, South Africa • Ambassador Bene M’Poko, Ambassador to the South Africa, Democratic Republic of Congo • Frans Pienaar, Chairman, Nyatsi Construction, Swaziland * • Poya Rasekhi, CEO, ARUP, South Africa • Johny Smith, CEO, Walvis Bay Corridor Group, Namibia • Councillor Parks Tau, Executive Mayor Johannesburg, South Africa *

• • • • • • •

Alassane Ba, CEO, Africa50 Tiaan Bazuin, CEO, Namibia Stock Exchange, Namibia Premier David Makhura, Gauteng Province, South Africa * MEC Jacob Mamabola, Department of Infrastructure Development, South Africa * Kogan Pillay, Head, SADC PPP Network, Botswana Representative, Kenya Vision 2030, Kenya * Lizeka Matshekga, Head Industrial Infrastructure, Industrial Development Corporation, South Africa Minister Ebrahim Patel, Department of Economic Development, South Africa * The Hon. Jeff Radebe, Minister in the Presidency, Republic of South Africa Ms Sinazo Sibisi Group Executive: Infrastructure Delivery, Development Bank of Southern Africa, South Africa Honourable Leocadia I. Zak, Director, U.S. Trade and Development Agency, United States

pArt 1

pArt 2

*invited

contAct the teAm DelegAte bookings: Joseph Gumbo joseph.gumbo@access-africa.org

sponsorship AnD publicAtion ADvertising: Guillaume de Bassompierre guillaume.debassompierre@access-africa.org

progrAmme enquiries: Christine Barrow christine.barrow@access-africa.org

eDitoriAl AnD content enquiries: Rory Sheldon rory.sheldon@access-africa.org

meDiA AnD AssociAtion enquiries: Christine Barrow christine.barrow@access-africa.org

generAl Access AfricA enquiries: Anita Kruger anita.kruger@access-africa.org

*invited

sponsoreD bY:

To attend the leadership forum email Christine Barrow on Christine.barrow@access-africa.org Visit www.captainsofconstruction.com to DOWNLOAD THE PROGRAMME

www.access-africa.org

AFRICA

OIL

&

POWER

E V E N T

F O C U S

Join us for Africa’s elite energy event in 2016 ON 6-7 JUNE, 2016, Africa Oil & Power will bring together Africa’s most influential energy officials and executives to discuss the continent’s energy opportunities. Our exclusive panels include hydrocarbons and power ministers, heads of state firms and private sector chief executives, creating a unique platform for gaining insight into the oil & gas and power industries of African nations in 2016.

The conference is supported by the Ministry of Mines, Industry and Energy of Equatorial Guinea and will be held in Cape Town, South Africa.

Why attend?

Africa Oil & Power is the benchmark for high-level discussion on the energy industry in Africa. Delegates can enjoy engaging panels, including all-minister meetings, and network with speakers and delegates. Our

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well-curated guest list maintains the exclusivity of Africa Oil & Power, and ensures that the energy industry’s top decision makers are in attendance.

Email register@africaoilandpower. com to purchase your delegate pass.

Why sponsor?

Sponsorship opportunities are available, giving companies the chance to align their brands with the market leaders and gain access to a targeted audience of public and private sector leaders. Contact info@ africaoilandpower.com to find out more.

Agenda Africa Oil & Power will be held at The Westin Cape Town on 6-7 June, 2016. Delegates will be able to attend a gala dinner as part of their Africa Oil & Power registration, as well as

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the full two-day programme of panel discussions and networking functions.

Sessions will include: The Energy Ministers Panel; The NOC Panel; Finance, Power, Upstream and Legal discussions; and a market spotlight on Equatorial Guinea.

Take a look at www.africaoilandpower.com to check our confirmed speakers list and learn more about the conference.

E V E N T

D E TA I L S

WHEN: 6-7 June, 2016 WHERE: The Westin Cape Town, South Africa REGISTER: register@africaoilandpower.com WEBSITE: www.africaoilandpower.com

INFRASTRUCTURE

AFRICA

BUSINESS

E V E N T

FORUM

F O C U S

Accelerating the business of infrastructure development in Africa THE UPCOMING FIFTH Infrastructure Africa Business Forum, to be held at the Sandton Convention Centre in Johannesburg from the 9-10 June, 2016, aims to accelerate the business of infrastructure development in Africa. The two-day conference and exhibition provides an opportunity for companies to focus on the continent’s growth hotspots, discuss infrastructure trends, meet project developers and relevant government authorities, while exploring infrastructure business opportunities.

In a move which will greatly enhance the conference’s offering and Africa’s trade potential, Infrastructure Africa has partnered with the African Development Bank (AfDB) to host the Africa Inclusive Infrastructure Forum (AIIF) during the main conference. The AIIF will have a key focus towards issues of gender in infrastructure development across the continent and will discuss financing for women-owned businesses in the energy, transport, IT & Telecoms and water sectors across Africa. Cross-border and regional trade will feature highly on the

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discussion agenda and ministers and industry specialists will participate and share their expertise and unpack a roadmap for the way forward.

In addition to the AIIF, there will be an ‘Infrastructure Minister +1’ session (the Minister plus his top advisor) and a Ministerial Meeting alongside the event.

The Infrastructure Africa Business Forum will once again offer attendees an exclusive formal business matchmaking programme to allow

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for crucial business networking. This programme affords all exhibitors and conference delegates the opportunity to meet and engage with this year’s high-level speakers, exhibitors, sponsors and delegates on a oneon-one private meeting basis. It is uniquely designed to help delegates network with the right contacts, fulfil their business and target market objectives, and establish longlasting and valuable contacts in the infrastructure space.

E V E N T

D E TA I L S

WHEN: 9-10 June, 2016 WHERE: Sandton Convention Centre, Johannesburg REGISTER: www.infrastructure-africa.com

Being able to ensure stable electrical output over a long period of time is an essential requirement for solar power generation.

As such, Einnova Solarline, China Jiangsu International Group Ltd believes that quality should be the first priority when establishing any solar power system. With this in mind, we are confident that our years of experience in “ZERO Defect Quality Control System� make us the top choice as a solar module provider.

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