1899 - 2020
1899 - 2020
The 2022 Africa Visa Openness Index (AVOI) report shows African countries making progress in their freedom of travel policies, most of which had been severely curtailed by the Covid-19 crisis.
The annual publication, prepared by the African Development Bank Group in collaboration with the African Union Commission, is now in its 7th edition and was launched on Sunday on the sidelines of the 2022 African Economic Conference in Mauritius.
The report tracks visa policies adopted by African governments on three main criteria: whether entry to citizens from other African countries is visa-free, if a visa on arrival can be obtained, and whether travellers are required to obtain visas ahead of traveling to other African countries.
This year’s report underlines the impact of the Covid-19 pandemic in the last two years (2020 and 2021) during which most countries restricted movement, both domestically and for international travel. Restrictions on international travel ranged from closing entire borders to quarantines, screening measures, and bans on visitors from countries deemed “high risk.”
Domestic restrictions included a gamut of measures such as prohibitions on travelling between provinces, bans on non-essential movement, curfews, and rules that limited gatherings.
The 2022 report reflects on renewed signs of progress: 10 countries have improved their visa openness score over the past year, and visa openness on the continent now exceeds that recorded during the year prior to the Covid-19 pandemic and is in line with the peak score achieved in 2020.
Progressive visa policies that increase visa-free entry or to visa on arrival policies, will ensure that this positive trend continues. The use of technology and a greater adoption of e-Visa systems, will help fast-track the ease at which travellers can cross borders.
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EVisas allow prospective travelers to apply for a visa from the comfort of their home or workplace ahead of travel, streamline the application process reduce time at borders, provide a greater measure of certainty ahead of travel, reduce the need to submit a passport for processing to consular offices, and make travel safer and more secure.
Also following the right trajectory, umbrella bodies of the African Continental Free Trade Area (AfCFTA) private sector have called for the removal of visas and reduction of custom processes to ease movement of goods within the African continent.
The African Business Council (AfBC) that brings together regional economic communities (RECs) decried inconsistent and inadequate freight and logistics at the borders saying they have long hindered intra-African trade.
Several reports have shown that trade within Africa is nothing compared with trade without Africa. Infact, flying within Africa is also expensive compared to flying to Erope for instance and this has negatively affected African trade. Removal of visa barriers therefore will help boost intra-africa trade and spur economic growth within the continent.
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At Securex, Africa’s ultimate security expo, Wialon, the global fleet management platform created by European software developer Gurtam, announced it has reached a record number of 3.6 million fleet vehicles and assets connected on the platform worldwide, including 34,000 in South Africa.
Wialon provides software solutions for fleet management and security, via over 2,400 partner companies in over 150 countries. In South Africa, Wialon works with almost 90 partner companies, who provide fleet management services to thousands of
businesses in diverse sectors such as cargo shipping, delivery services, security personnel, long-haul transportation, cold chain transportation and agribusinesses.
The fleet management market in South Africa is on an upward trajectory, with a forecasted CAGR of 12.6 percent. This means the number of active fleet management systems deployed in commercial vehicle fleets in South Africa, which reached an estimated 2 million in Q4 2021, and is predicted to grow to about 3.6 million by 2026.
Aliaksandr Kuushynau, Head of the Wi-alon, who attended Securex to meet with South African partners and clients, states: “There is growing interest in fleet management in Africa, and a marked increase in the adoption of telematics, the use of electric vehicles, and in the emphasis on safety and data analytics, reflecting the continent’s focus on efficiency and sustainability. However, it is also important to acknowledge the security challenges that the region faces. Theft, hijacking, and vehicle vandalism are serious issues that can have a significant impact on businesses and the local economy. As a result, fleet managers need to adopt security measures to protect their assets and employees.”
Wialon provides a range of solutions for security in fleet management, helping businesses in Africa protect their vehicles and other assets. The platform’s GPS tracking and geofencing technology, combined with remote vehicle disabling, and the option to integrate security technologies, enables fleet managers to monitor their vehicles in real-time and respond quickly to safety and security incidents.
Joining Wialon at Securex, Carla Greyling, Sales Executive at Tracking Africa, Wialon’s South African partner, commented on the benefits of fleet management software and telematics technology for South African companies: “The top priorities in fleet man-
agement in South Africa center on safety and security of vehicles, goods and drivers (including stolen vehicle recovery), video surveillance, fuel control and asset tracking. Features such as driver identification, panic buttons, remote engine blocking and real-time location monitoring have seen high growth in the demand and adoption rate for businesses in South Africa.”
The Wialon platform integrates GPS tracking and video surveillance capabilities, enabling fleet managers to monitor assets and drivers en route in real time with live streaming, and to access additional features with playback functions.
“Integrating GPS tracking systems and video telematics into a company’s operation can bring significant savings for businesses. The potential of IoT can revolutionise not just the way we do business, but the way public infrastructure as a whole operates, with the potential to facilitate dramatic improvements in efficiency, reliability and customer service. We believe that collaboration between fleet managers, security agencies, and technology providers is essential for addressing the safety challenges in the region. By working together, we can create a safer and more efficient environment for businesses and communities in Africa,” adds Aliaksandr Kuushynau.
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There is growing interest in fleet management in Africa, and a marked increase in the adoption of telematics, the use of electric vehicles, and in the emphasis on safety and data analytics, reflecting the continent’s focus on efficiency and sustainability.”
he World Bank has released its 2023 Logistics Performance Index report, a measure of countries’ ability to move goods across borders with speed and reliability.
The seventh edition of Connecting to Compete, the Logistics Performance Index (LPI) report comes after three years of unprecedented supply chain disruptions during the COVID-19 pandemic, when delivery times soared.
The LPI, which covers 139 countries, measures the ease of establishing reliable supply chain connections and the structural factors that make it possible, such as the quality of logistics services, tradeand transport-related infrastructure, and border controls.
“Logistics are the lifeblood of international trade, and trade in turn is a powerful force for economic growth and poverty reduction,” said Mona Haddad, Global Director for Trade, Investment, and Competitiveness at the World Bank. “The Logistics Performance Index helps developing coun-
tries identify where improvements can be made to boost competitiveness.”
On average across all potential trade routes, 44 days elapse from the time a container enters the port of the exporting country until it leaves the destination port, with a standard deviation of 10.5 days. That span represents 60 percent of the time it takes to trade goods internationally.
According to LPI 2023, end-to-end supply chain digitalization, especially in emerging economies, is allowing countries to shorten port delays by up to 70% compared to those in developed Wcountries. Moreover, demand for green logistics is rising, with 75 percent of shippers looking for environmentally friendly options when exporting to high income countries.
“While most time is spent in shipping, the biggest delays occur at seaports, airports, and multimodal facilities. Policies targeting these facilities can help improve reliability,” said Christina Wiederer, Senior Economist with the World Bank Group’s Macroeconomics, Trade & Investment Global Practice and the report’s co-author.
Such policies include improving clearance processes and investing in infrastructure, adopting digital technologies, and incentivizing environmentally sustainable logistics by shifting to less carbon-intensive freight modes and more energy-efficient warehousing.
Kenya’s national carrier Kenya Airways (KQ) becomes the first African airline to use SAF (Sustainable Aviation Fuel) provided by Eni for a long-haul flight.
KQ will be participating in the second edition of the Sustainable Flight Challenge (TSFC), an initiative of SkyTeam. The initiative is a friendly competition between SkyTeam member airlines.
The Boeing 787-800 (B787-8) Dreamliner, that took off recently from Nairobi’s Jomo Kenyatta International Airport to Amsterdam Schiphol, is the first Kenya Airways flight powered also by Eni Sustainable Mobility’s sustainable aviation fuel.
For this flight, JetA1 fuel is mixed with Eni Biojet, produced in the Eni’s Livorno refinery by distilling the bio-components produced from the Gela biorefinery.
“Working with Eni Sustainable Mobility to pilot the use of Sustainable Aviation Fuel (SAF) puts us on the first pathway to testing the use of Sustainable Aviation Fuel within Africa. The data and insights generated from the pilot flight will be valuable to inform policy decisions, regulatory frameworks, and industry best practices related to SAF. This will be a significant milestone for Kenya Airways and the broader African aviation industry” states Allan Kilavuka, CEO of Kenya Airways.
Eni Biojet contains 100% biogenic feedstock and is suitable for use with up to 50% of JetA1 fuel. For this flight it was mixed with conventional jet fuel by Kenya Airways in Nairobi. KQ is working together with Eni to use sustainable aviation fuel for its flights out of the country: the SAF-fuelled NairobiAmsterdam flight allows KQ to gain a competitive advantage in the continent.
“The supply of Eni Biojet to Nairobi Airport is an important step for Eni Sustainable Mobility because it confirms that the company can support airlines such as Kenya Airways in their path towards decarbonisation” says Stefano Ballista, CEO Eni Sustainable Mobility.
From 2025, all aircraft departing from Eu-
ropean airports will be required to incorporate a proportion of SAF. As a result, KQ is positioning itself to take advantage of sustainable aviation fuel momentum in accordance with the direction indicated by the European Union with the ReFuelEU Aviation regulation that sets the targets for mixing traditional fuels with increased amounts of more sustainable fuels.
Eni already markets an aviation fuel containing a 20% biogenic component, JetA1+Eni Biojet. The company has also signed agreements with national and international airlines as well as airports and logistics operators in order to supply it. As of 2024, the Venice and Gela biorefineries will begin production of Eni Biojet from renewable raw materials: it is expected to exceed 200,000 tonnes per year.
This target requires a significant supply of raw materials, for which Eni is also active in developing a supply chain in Kenya to collect UCOs (Used Cooking Oil) by working with companies and operators in the food sector, contributing to managing food waste as part of a circular economy, as well as a network of agri-hubs in Kenya and other African countries to produce vegetable oils from marginal lands not in competition with food chain.
Eni Sustainable Mobility and Kenya Airways are working on a broader agreement for long-term collaboration.
From a humble beginning in 1988, BKT has grown in leaps and bounds to become one of the most recognizable industrial and agricultural tire manufacturer in the world.
Chairman and Managing Director Arvind Poddar, talks about the company’s journey since inception.
Mr. Poddar, can you tell us something about the history of BKT and whose idea was to enter the tire, and more specifically the Off-Highway Tire business?
BKT’s journey began in 1988 in Aurangabad, Western India, when my father, Late Mr. Mahabirprasad Poddar, and my elder brother, Late Mr. Suresh Poddar, established the company to produce 2-3-wheeler tires for the Indian market. In 1991, we were joined by another family member, Late Mr. Pramod Poddar, my first cousin, further strengthening our team with his valuable expertise.
As the 2-3 wheelers market became increasingly crowded, Mr. Pramod Poddar recognized a promising opportunity in the international Off-Highway Tire (OHT) business. As a forward-thinking family, we made
the strategic decision to gradually shift our focus from 2-3 wheelers and concentrate on the OHT business. Following our initial success, we expanded our production capacity by establishing another plant in Bhiwadi, Northern India, ensuring consistent supplies to meet growing demands. However, during the first decade, our growth was limited as we focused on establishing our products in the market.
At the closing of our fiscal Year 20062007, our turnover was Euro 84 million (at today’s exchange rate). In 2007, we started a transformative path, outlining a comprehensive new strategy that emphasized product quality and brand building. This dedicated approach propelled us to cross the remarkable milestone of Euro 1 billion turnover in 2022, consolidating our position as an exceptional force in the industry.
This achievement is a testament to the unwavering commitment of our team and the visionary leadership of Late Mr. Mahabirprasad Poddar, Late Mr. Suresh Poddar, and Late Mr. Pramod Poddar. Moving forward, we remain focused on pushing the boundaries of innovation, delivering superior quality products, and marking a path of
sustained growth and success.
Today, our journey has led us to a remarkable growth and numerous milestones. We take pride in operating four state-of-the-art tire manufacturing plants, equipped with advanced technologies, alongside a dedicated and fully equipped research and development center that includes an in-house testing track. This infrastructure empowers us to continuously innovate and deliver cutting-edge solutions. BKT’s influence extends across all segments of the OffHighway tire business, catering to diverse industries and applications. With an extensive portfolio comprising over 3200 SKUs, we offer the widest range of specialized tires in these sectors. This range of products enables us to meet the unique needs and demands of our customers, reaffirming our position as a leading provider in the OffHighway tire market.
Do you have any other brand or association with any other company?
No, we have only BKT brand. As a company, we maintain a singular focus on our own brand and do not have any direct or indirect associations with any other company or brand. Our dedication lies solely in building and promoting the BKT brand, ensuring that it represents our values, quality, and commitment to excellence. By maintaining this exclusivity, we can channel all our efforts and resources into continuously enhancing and expanding the BKT brand’s presence in the market, without any distractions or dilution of our identity.
Mr. Poddar, transparency towards stakeholders is one of the pillars that distinguishes your history: is this where your undisputed leadership stems from?
We are extremely proud of the success that BKT has achieved as an international brand in the Off-Highway tire sector, thanks to a series of distinctive characteristics. Among these, sound financial management undoubtedly represents one of the factors that have allowed us to achieve this goal, giving us the opportunity to constantly invest in comprehensive growth and technological innovation.
This is further demonstrated by the recent opening of the Bhuj factory to over 100 journalists from around the world, which serves
as a clear example of our transparency and consistency in everything we assert, ready to engage in discussions and follow through on every statement.
How can a multinational corporation as large as yours be close to people? What value do you attribute to Corporate Social Responsibility?
The corporate culture of BKT represents our DNA and guides every activity and strategic decision, providing us with an ethical compass that directs us towards achieving our goals. We create a motivating and engaging work environment for all our employees because we recognize that each individual is an integral part of the company’s success. Furthermore, we are strongly committed to reducing the environmental impact of our production activities and improving the health and safety of our employees.
To accomplish this, we have implemented a series of sustainable company policies and practices, including the use of renewable energy in our factories and the reduction of CO2 emissions.
We firmly believe that sustainability is a significant social responsibility for every company, and we are dedicated to doing our part to contribute to a better future for our planet. Additionally, we are actively working on developing increasingly sustainable tires that can deliver high performance without compromising the environment. Sustainability is a fundamental component of our company mission, and we will continue to invest in innovative solutions to foster a greener and more sustainable world.
So, what is the key to the success of a brand like yours? How do you manage to maintain such a strong presence worldwide for such a long time?
BKT is a successful brand in the OffHighway tire industry, also thanks to its strong global presence in the OEM channel as well as in the aftermarket where we deal with partner distributors in more than 160 countries. This exten-
sive market coverage, combined with the quality of our products and services, has allowed us to earn a reputation par excellence in the industry.
Our effective and transparent communication with our customers further supports this reputation. While there are other indian brands claiming to have the same quality as our products, the facts demonstrate that BKT is truly unique. We are confident that our end customers and tire dealers working with the BKT range recognize our superiority in terms of quality and performance, which speak for themselves. The loyalty of our customers and their choice to rely on us for their Off-Highway tire needs are a testament to our success.
The mere geographical origin of a company does not inherently bestow identical product quality or ensure quick results, as some brands may seek to insinuate or attain. The ascendance of any brand, including BKT, requires years of unwavering dedication, resolute efforts, and commitment to excellence.
We persistently strive to expand our portfolio, not only in terms of product with the superior quality, but also in the breadth and enduring nature of our offerings. Our pursuit to excellence knows no bounds as we continually endeavor to surpass previous benchmarks and elevate our industry standards.
Some newer brands claim that their cheaper. How do you react to this?
To manufacture a tire of utmost quality, meticulous attention to every facet of its creation is required, beginning with the sourcing of superior raw materials, the establishment of state-of-the-art production infrastructure, and the implementation of stringent in-process quality checks. Furthermore, an exceptional team of skilled individuals plays an indispensable role in the pursuit of tire manufacturing excellence. Considering the above, it becomes evident that providing to the market such an equivalent quality level, but at a lower price, is not a sustainable proposition, for it would mean compromising on these crucial elements that contribute to the unparalleled quality and performance of our products.
How can one be certain of their competitive advantage, especially in a rapidly changing market?
To maintain a competitive advantage in an ever-evolving market, the quality of BKT products represents just one facet of our approach as a premium brand. Our dedication to innovation is a fundamental element that sets us apart from a myriad of other brands. However, we don’t merely offer high-quality products; we also strive to adopt superior marketing strategies.
Over the years, we have developed strategies that aim not only to raise awareness of the BKT brand but also to create an engaging experience for our customers. Through participation in trade fairs and industry events, advertising campaigns, sports
sponsorships, and other targeted initiatives, we consistently position BKT as a leader in the industry and solidify our reputation.
Looking towards the future, we will continue to invest in research and development, cutting-edge technologies, and impactful marketing strategies. We are determined to continuously exceed our customers’ expectations and strengthen our leadership in the Off-Highway tire industry. Our goal is to provide a comprehensive solution that surpasses mere expectations, reaffirming our position as the undisputed benchmark in the field.
Does dominating a market sector mean having winning strategies or simply being the strongest? Have you ever considered creating sub-brands to secure a larger market share?
This question gives me the opportunity to address an important matter. We have heard rumors and learned through interviews about brands that, despite their best efforts, try to associate themselves with BKT without having any connection to us.
Throughout our journey, we have never felt the need to compare ourselves to oth-
ers, not even in the distant past. We know who we are, our roots, and we have always been clear about our objectives, staying true to our path without deviations. With our unwavering resources, we have taken every necessary step, always looking ahead. When you are aware of your own identity, nature, and purpose, there is no need to look at others or, even worse, constantly mention them.
Our gentlemanly nature is reflected in our approach to the business world, as we always carry values of composure and responsibility. However, we do not tolerate the use of our brand as bait to attract attention or gain credibility that should be earned through concrete actions and demonstrating real value.
We firmly believe that the difference between them and us is significant and undeniable, both in terms of product quality, industry experience and knowledge. We will continue to focus on our mission of providing high-quality solutions to our customers, maintaining our position as an industry leader, and investing in research and development to constantly innovate our product range.
The Republic of Angola’s Special Economic Zone is a major driver of the country’s ambitious diversification programme. The Southern African country is exploring all options as it branches away from its oil economy and shifts focus to agribusiness, fisheries, food processing and manufacturing, as per the initiatives of the government led by President João Lourenço.
Recently the Minister of Economy and Planning of the Republic of Angola, Mário Caetano João, announced a 3% economic growth in 2023. GDP will average over 3.6% between 2023 and 2027. Interestingly oil sector growth during the forecast period (2023-2027) is only expected to average 1%, while the non-oil sector will grow by 4.6%.
The oil sector remains an important driver of the economy currently, it’s around 27 per cent, representing two-thirds of revenues and about 95 per cent of exports.
Leading the charge in non-oil sector development is Angola’s Luanda-Bengo Special Economic
Zone (ZEE) run by the recently appointed, Chairman of the Board of Directors, Dr Manuel Francisco Pedro.
The Luanda-Bengo Special Economic Zone, situated in Luanda in the Viana municipality, was created in 2009 to attract investment, help diversify the country’s economy, promote national production, and create jobs.
The ZEE is comprised of two reserves, Viana Reserve and Uala Agro-Industrial Reserve. In the first quarter of 2023, the ZEE reported total revenue of over US$4 million and received 10 new investment projects forecast to bring in some US $60 million, four projects are already in implementation.
“We are working to increase our domestic production, increase exports, generate jobs, and contribute decisively to the economic diversification of the Republic of Angola.”
The ZEE, Angola’s largest industrial area, is home to 166 companies and employs 7 717 people, and the new proposals should create 152 extra jobs.
Countries like; China, Portugal, Eritrea, the United Kingdom, France, Spain, Lebanon, Brazil, India, Cuba, Turkey, and the United Arab Emirates have already set up shop in the ZEE. And the businesses are just as diverse as the countries, food processing, furniture making, steel and iron production, disposable container and plastic manufacturing and new sectors like cosmetics, automotive, retail and a data centre are coming up.
Dr Pedro says, “We have excellent growth potential at the Zone, the future capacity for factories largely depends on the set-up of the infrastructure. We can accommodate 1600 manufacturing units if the infrastructure is in place. There is still plenty of work ahead of us, which includes our strategic plans to transition from a Special Economic Zone to a Free Trade Zone. This means redefining some of our core functions so we can continue to support the growth and development of the industrial sector in Angola. We are working to increase our domestic production, increase exports,
generate jobs, and contribute decisively to the economic diversification of the Republic of Angola”.
He adds, “Our attractive business incentives and investment laws support foreign investments. We have a very competitive offering, such as the lowest operational costs in Southern Africa with a reliable electricity supply, potable water, and world-class infrastructure. We are constantly innovating our service offerings, like our ‘Guiché de Apoio ao Investidor’ or ‘Investor Support Office’ (GAI), a one-stop shop for investors within the ZEE.”
“Agribusiness will be the economy’s engine over the next few years, with investment through financing lines from the Development Bank of Angola. In total US $3 billion will be used to position Angola among the main African agricultural producers.”
Juelma Marques, the Acting Coordinator of the GAI says, “The GAI assists with all business administration needs, from taxes, banking, licensing, to municipal accounts.
We launched it in November 2021 and have since received many national and foreign entrepreneurs. We have had a big impact judging by the thousands of requests from companies, investors, and entrepreneurs. Regardless of the branch or core business of a company, the GAI can help with everything they need.”
The ZEE was the ideal location for our factory as it is strategically located and offers a large modern space with reliable quality infrastructure. This is essential for our company’s growth and services.”
Businesses like Quinta de Jugais can expect even more growth, says Dr Pedro. He explains that another element of their strategic plan includes expanding their service offerings by strengthening logistics.
“Our new logistical service will help facilitate imports and exports at the ZEE, which will be hugely beneficial to our clients. We are very strategically located as we are close to roads, railways, seaports, and the new Angolan airport, which will open later this year.”
Businesses based at the ZEE seem to concur with Dr Pedro and Marques assessment of the facilities, just ask António Perdigão, Managing Director at Quinta de Jugais, a meat processing plant.
He says, “We have been in Angola since mid2006, we started with selling imported finished products. We then decided to expand the business and build a factory for local production. Angola is a large market with enormous growth potential, which merits an investment on this scale.
We moved to the ZEE in February 2022. We have over 140 employees and supply 30 tons of charcuterie to the local consumer market, with a capacity for 100 tons a month if the market demands.
The Executive Administrator of the ZEE, Dr Celso Borja, is tasked with restructuring several departments at the ZEE. He says, “The ZEE has some short-term challenges like developing the infrastructure of the four quadrants of the Viana reserve. Currently, only two of the quadrants have complete infrastructure, but we are developing infrastructure for the other two quadrants. We are busy attracting new investors to optimise our value chain. And we are improving the ZEE’s competitiveness and connectivity while transitioning to a Free Trade Zone. We are also working on implementing a management cockpit that will allow us to monitor the performance of the process of restructuring the Viana and Uala Reserves.”
Dr Pedro says, “Our focus is growing the agribusiness sector as we have the land. The government and the private sector will work together to build the necessary infrastructure like roads, irrigation systems, and electrification so we can attract more private investment into the agriculture sector. Agribusiness will be the economy’s engine over the next few years, with investment through financing lines from the Development Bank of Angola. In total US $3 billion will be used to position Angola among the main African agricultural producers.”
Kaheel Agriculture: assembles Massey Ferguson tractors and agricultural implements. Inaugurated in 2020, it employs 300 workers. Photo: ZEE1. Candy Factory: This US$35m confectionery factory is a partnership between Oxbow (a food service distributor) and Nelt, the major Serbiabased FMCG distributor. The factory boasts an annual processing capacity of 6700 tonnes, manufacturing gum, sugar confectionery and lollipops with three production lines.
2. Galvostahl: The company has two plants, one for galvanizing steel and iron, for use by the energy and telecommunications sector and one for hot-dip galvanizing. Gavostahl was one of the companies privatised under the State Assets Privatization Program (PROPRIV).
3. GMST: A 100% Angolan company that provides industrial services transforming pet waste and has a recycling unit. GMST also opened a medical centre offering free services to the community.
4. Kaheel Agriculture Angola: Assembles Massey Ferguson brand tractors with an output of 10-15 tractors a day and has an onsite training school.
5. Tyo Industries, Lda: Produces soap and toilet soaps under the brand names Diana and Rainha.
Guiché de Apoio ao Investidor (GAI), or Investor Support Office, launched in November 2021, a one-stop shop to eliminate bureaucratic obstacles for investors at the ZEE, providing municipal and government services in one place. Photo: ZEE
The top ten countries ranked according to FDI between 2018 and March 2023:
» United Arab Emirates - $351.7 million, 234 projects
» United Kingdom - $283 million, 234 projects
» China - $225 million, 24 projects
» Germany - $ 93.6 million, 4 projects
» France - $ 36.8 million, 3 projects
» Belgium – $ 24.5 million, 2 projects
» Hong Kong - $ 20.5 million, 2 projects
» Portugal - $19.2 million, 45 projects
» Eritrea - $ 12 million
» Switzerland - $ 10 million
The Republic of Angola offers various investment opportunities:
Energy
Angola’s ambitious infrastructure construction plan for the country includes
• Reaching 9.9 GW of installed generation capacity and a 60% electrification rate by 2025
• Betting on renewable energies, minihydro, natural gas for combined cycle and green hydrogen
• Power transmission lines to cover 65% of the country
Agriculture
Angola’s vast tracts of highly fertile land have ample space for the installation of agroindustrial units
Fishing
• About 1200 kilometres of coastline
• Various fish species
• Booming canned fish industry
Manufacturing industry
• Food
• Plastic Packaging
• Tractor assembly
• Automobile assembly
• Assembling telecommunication devices
Extractive Industry
• Angola currently has 36 of the world’s 51 most critical minerals, namely chromium, cobalt, copper, graphite, lead, lithium and nickel, diamonds, gold, neodymium, and praseodymium (used in car batteries)
Telecommunications and related infrastructure Extending the existing mobile and fibre networks throughout the country
Urban Transportation
Infrastructure with large investments
• Oil and gas pipelines to Zambia, DRC, and Namibia
• Benguela and Cabinda Refineries
• Deep-water port of Barra do Dande
• Caculo Cabaça hydroelectric dam
• New International Airport of Luanda
• Improvement and maintenance of the country’s road network
Galvostahl is the first industrial steel unit in Angola and works on coating iron and steel parts with zinc, a noble metal against the corrosion process. It was privatized in 2021. Photo: ZEE
Today’s complex supply chain environments require professionals that can make critical decisions to streamline operations and build resilience.
These people come from diverse groups and bring various skills to the job – including a focus on effective collaboration. Unfortunately, many groups are still excluded.
According to a 2021 survey by Gartner, women comprise around 41% of the global supply chain workforce. While it is evident that the number of women in the supply chain sector is increasing, it is undeniable that logistics is still a male-dominated industry.
Supply chain disruptions – including lack of access to raw materials, container shortages, and price inflation exacerbated by the pandemic – have acted as a catalyst for rethinking talent in the industry. Today, nearly three-quarters (74%) of global logistics companies prioritise diversity, equity, and inclusion (DEI) in their hiring efforts.
The Deutsche Post DHL Group (DHL) is proud to be a diversity champion, with women comprising almost 50% of its total workforce in sub-Saharan Arica. Over the past five years, the proportion of women sitting on other supervisory boards has grown from 30% to 40%.
Although these numbers indicate significant progress, there is still a long way to go. Across the industry, continuing to build a diverse workforce with the required expertise is crucial for the success of logistics companies.
Inclusion is a critical component of a positive organisational culture. It nurtures employees and motivates them to perform their best, ultimately delivering the desired outcomes for the company. In other words, it is better for both employees and the business.
Let’s look at the best practices logistics
companies can implement to attract more women to the industry and achieve gender diversity:
Sustainable business success hinges on a workforce with diverse backgrounds, genders, cultures, perspectives, and experiences. Irrespective of the size of the business, a diverse and inclusive workforce generates tangible benefits. It can boost productivity and efficiency, spark innovation and creativity, and improve employee engagement and organisational reputation.
But driving a successful gender-diversity agenda requires commitment from all levels, primarily from senior leadership. They must see to it that DEI is included in company policies and becomes part of the daily running of the business.
At DHL, employees at all levels undergo training in diversity and inclusivity to address, among other issues, unconscious
gender bias. Employees learn techniques to conduct culturally sensitive communication and navigate cultural misunderstanding, enabling more meaningful teamwork and collaboration.
Mirroring gender equity goals in recruiting and career advancement is crucial to a successful DEI transformation. Attracting, retaining, and developing a diverse talent pool will help establish the balance needed to capture the related business value – especially as emerging technologies like AI and robotics have made the sector more competitive.
Workforce recruitment should follow a skills-based approach where all that matters is an individual’s skill sets, experience, and knowledge, irrespective of gender. Such an approach promotes more sustainable business growth in the longer term. Applying a similar approach to promotions, meanwhile, increases the employee retention rate. It also helps companies to appoint capable women to senior leadership positions when opportunities for promotion arise.
One way to close the gender gap is through training and skills development programs. Providing opportunities for women to build their skills equips them for career advancement. At DHL, we make these opportunities available to all employees,
Sustainable business success hinges on a workforce with diverse backgrounds, genders, cultures, perspectives, and experiences.
regardless of their backgrounds, fostering a learning culture where everyone collaborates to build the company. This is a key feature of a resilient organisational culture.
For example, we are rolling out several initiatives across 12 sub-Saharan countries. These initiatives comprise workshops, training programs, mentorship, and networking opportunities, bringing together women from various societies and cultural backgrounds. The programs aim to cultivate professional skills that empower women with tangible influence over their future and prepare them for executive leadership roles.
DHL Global Forwarding’s career support programs, such as Accelerating Development of Employees Potential and Talent (ADEPT) and the Women in Leadership
programme also provide development and networking opportunities for women to connect across sub-Saharan Africa. Another program, Shift Up a Gear (SUAG), increases the visibility of female talent, while fasttrack initiatives ensure women in this pool are exposed to executives and network opportunities.
Undoubtedly, the future of work will be a hybrid model incorporating in-office and remote work, which has remained popular following the Covid-19 pandemic. Employees in a hybrid workplace typically enjoy greater autonomy and better work-life balance, so companies should strongly consider incorporating flexible working conditions in their policies.
An unexpected benefit of remote work has been the stimulus to diversity and inclusion, as companies can now recruit top talent irrespective of geography. Being flexible allows businesses to access a more diverse talent pool from different walks of life.
Recruiting more women is a crucial step supply chains must take to adapt and thrive. Agile organisations must embed diversity and inclusion in their long-term company culture and strategy. Rolled out properly, gender parity will undoubtedly unleash a company’s full potential for competitiveness, creativity, and innovation.
Deugro Danmark and its partners Siemens Gamesa and Amasus Offshore B.V. will bring two newly designed vessels—customized for transporting offshore wind turbine components—to the market.
Siemens Gamesa and deugro have entered into a long-term charter agreement for these newbuild vessels, Rotra Futura and Rotra Horizon, which will be delivered in 2025. The new concept builds upon the existing tailor-made and award-winning Rotra concept with the Rotra Mare and Rotra Vente vessels.
Since 2016, this concept has proven to be very successful— reducing risk, loading time and costs by utilizing a unique RO/RO and gantry system when transporting offshore wind turbine components.
The new vessels have been designed to accommodate the increasing size and weight of the next generations of offshore wind turbine components and, at the same time, to ensure best-in-class cargo intake and operational flexibility.
Rotra Futura and Rotra Horizon will measure 167.6 x 26 meters, with the deckhouse
and accommodation placed forward to ensure optimal cargo intake without any lineof-sight limitations.
The vessels will be fitted with a stern RO/RO ramp, three Liebherr cranes and a unique gantry system, allowing stowage of blades in three tiers, providing excellent flexibility in cargo composition and method of loading.
Reducing the overall carbon footprint was one of the main drivers in the design phase and conceptual development of these new vessels.
Energy consumption has been reduced thanks to an aerodynamically and hydro-optimized hull shape, a low-resistance special hull coating and a stateof-the-art Wärtsilä diesel engine with a 15% lower consumption and carbon footprint compared to today’s standards.
In addition, an efficient power train with hybrid propulsion system and an exhaust gas cleaning system meeting the highest IMO Tier 3 standards have been integrated into the new vessels, with special attention also being paid to waste heat recovery.
Maritime transport forms the foundation of global trade and the manufacturing supply chain. The maritime industry provides the most costeffective, energy-efficient, and dependable mode of transportation for long distances.
But if the maritime transport industry is to realize its full potential, then ports efficiency must be top notch. In this article, we look at 10 most efficient ports in sub Saharan Africa according to World Bank ranking.
Djibouti port is the most efficient port in Sub Saharan Africa measured by minutes per container move, according to the latest ranking from world Bank. The latest Container Ports Performance Index also places Djibouti at number 26th globally. Over the past 15 years, Djibouti has tried to capital-
ise on its strength and location to become a hub for international trade and logistics. The country also aim to be the Singapore of Africa. The Port of Djibouti Container Terminal has a handling capacity of 350 000 TEU Per annum.
Djibouti port is emerging to be an important port dur to its strategic location enabling the port authorities to turn the port into a regional hub for the Red Sea and Indian Ocean, as well as for Europe, Africa and Asia.
At number 2 is Berbera port located in Somaliland is the only prominent multipurpose port in Somaliland, working as the new integrated maritime, logistics and industrial hub in the Horn of Africa. It focuses on contributing to Somaliland’s economy and those of surrounding local communities in neighbouring countries. The port is being
managed by DP World. By implementing new digital systems, sustainable business practices and through its increased, trained staff complement, vessel waiting times have been reduced from days to mere hours. Berbera Port’s now has a capacity for 500,000 TEUs a year.
The Port of Conakry is Guinea’s largest and major port, situated on the southern coast of Guinea, in the country’s capital and biggest city serving as the nation’s financial, trade, cultural and administrative centre. The capacity of the Conakry Terminal is 8,000 TEU and 2,000 vehicles. It was ranked first port of West Africa in 2021 by the World Bank and S&P Global Market Intelligence.
Also in the list of the most efficient ports in Sub Saharan Africa is Matadi. It is the chief sea port of the Democratic Republic of the
Congo and the capital of the Kongo Central province, adjacent to the border with Angola.
Matadi Port is the most important maritime port of DRC with 90% maritime traffic (not including oil tankers). It has a handling capacity of 2,500,000 metric tons of cargo per year. Matadi Port has started upgrading its installation according to ISPS code. The port is connected with Kinshasa by railroad. The port is 1,610 meters long and equipped with 10 quays, this may allow “parking” of ten big ships at the same time.
5.Tema
The Port Of Tema is the largest port in Ghana. Situated on the eastern coast of the country, it stretches over a 3.9 million square metres of land area. The port receives an average of over 1511 vessel calls per year. These comprise container vessels, general cargo vessels, tankers, Ro-Ro and cruise vessels amongst many others.
85% of Ghana’s trade is done through the ports (Tema and Takoradi ) with shipping routes and vessel calls to and from all continents through both direct and transshipment services.
Set within the industrial city of Tema and 30 km from the capital city of Ghana, the port’s environs serve as a logistic point for activities of Inland Clearance Depots (ICDs), Warehouses, Transport and Haulage companies, Freight Forwarders, Factories and related service centres.
The Port of Mogadishu, also known as the Mogadishu International Port, is the official seaport of Mogadishu, the capital of Somalia. Classified as a major class port, it is the largest harbour in the country. The port has been operated by Albayrak since 2014. As a major East African port and a significant asset to Somalia, improvements will focus on facilitating increased trade flows, a new terminal operating system and a new revenue share agreement.
The Port of Beira is situated on the north bank of the Pungue River and is an important centre for shipping and logistics in the central Mozambican and Central African regions, while serving as a gateway to the neighbouring African states by road and,
rail and pipeline to Zimbabwe, and road and rail to Botswana, Zambia, DR Congo, and Malawi. The city of Beira is the third largest in Mozambique.
The port has 11 berths extending along 1,994 metres of quayside, excluding berth 1 which is reserved for fishing vessels.
8.Freetown
The Port of Freetown, the principal commercial port in Sierra Leone, is the most important entry gate for trade and commerce to the country. The Freetown Port (Queen Elizabeth II Quay) is located within the busy and congested eastern end of the city. It serves as the major logistics hub for Sierra Leone’s imports and exports. As an essen-
tial component of the country’s economic prosperity, this land is valuable in terms of its limited area and the need to maximize its efficiency.
9.Toamasina
The Port of Toamasina is situated on the east coast of Madagascar, the fourth largest island in the world. The port faces into the Indian Ocean. Toamasina is connected by rail with the country’s capital city of Antananarivo.
With the advent of concessioning of terminals the port has become modernised
and boasts an efficient container terminal, operated on a 20-year concession by Philippines’ International Container Terminal Services, Inc. (ICTSI), awarded in 2005 and operating as MICTSL (Madagascar International Container Terminal Services Ltd.).
The concession involved the operation, management, financing, rehabilitation and development of the container terminal by the concessionaire. The concession consisted of a bid of €36.80 for the variable concession fee to be paid to the port authority for each TEU (twenty-foot equivalent unit) that will transit through the terminal.
The port of Toamasina now handles 90 percent of Madagascar’s container traffic and
more than 80 percent of all other commodities.
Port of Takoradi, I also one of the most efficient ports in sub Saharan Africa. It is Ghana’s premiere commercial Port was commissioned for business in 1928 to facilitate Ghana’s international trade. The Port is strategically located on latitude 4°532’north, 1°345’west and is 225km west of Accra, the capital city of Ghana. The strategic location of the Port makes it a very cost effective route to and from Europe, America and Asia. It is positioned to service the northern hinterland of Ghana and the international trade of the three Sahelian landlocked economies of Burkina Faso, Mali and Niger. In 2021, the Port handled 25% of Ghana’s seaborne traffic, 61% of Ghana’s seaborne exports and 18% of Ghana’s seaborne imports. Major commodities handled through the Port are manganese, bauxite, clinker, wheat, bulk and bagged cocoa, quicklime, contanerised cargo, equipment for the mining and oil/gas industry.
Traffic through the Port is facilitated by leading shipping lines like Maersk, MSC, Grimaldi, Delmas, and CMA CGM which
have extended the trading influence of our clients globally. The Port’s wide range of equipment stock, with the support of the private sector offers a range of services to facilitate the efficient and cost-effective delivery to clients.
The Port of Takoradi, since the discovery of oil in commercial quantities offshore in Ghana in 2007, about 70 nautical miles from the its location, has contributed significantly to Ghana’s economy and continues to be the main strategic logistics support base for the offshore exploration and production of oil/gas in Ghana and beyond. Indeed, vessel calls have increased from a little under 600 per annum (pre oil discovery in 2007) to over 1000 calls per annum since 2010 upto 2020, before dropping to 918 vessel calls in 2021 largely because of slowdown in operations in the offhore oil fileds due the to the knock-on effect of the COVID-19 pandemic on global economic activity and oil prices. Offshore supply vessels calls as a percentage of total vessel calls of the Port, increased from 11% in 2007 to an annual avearge of 60% from 2011 through to 2019, before declining to 49% and 48% in 2020 and 2021 respectively.
For the Trend Index for transport logistic, being held in Munich from May 9 to 12, 2023, more than 2,500 service providers, shippers and suppliers gave their assessment of the situation in an online survey in January.
Some of them are pessimistic about the future, but overall, the industry is in a robust position. What unites them all is the shortage of skilled labor and drivers in a market environment shaped by inflation. Under the motto “Experience Connectivity”, the focus is on collaboration along the supply chain, and trade fairs are more important than ever.
In the Trend Index for transport logistic, one in three companies expects a downturn. A two-thirds majority is already prepared for it. The industry expects every eventuality.
Around three quarters expect further disruptions in the supply chain.
Just as many could, however, cushion the effect of further escalation due to the war in Ukraine without any economic consequences. The logistics industry thus demonstrates that it can solve its own problems and also those of others if allowed to do so.
The biggest challenge for the industry is the shortage of skilled labor and drivers. In addition, smaller companies are harder hit by inflation, and price and competitive pressure. Larger companies see themselves challenged more by the shortage of energy and raw materials, as well as disruption in the logistics value chain.
These are mainly macroeconomic, demographic or geopolitically induced problems that exert little influence on individual companies. It is against this background that the Trend Index identifies the challenges facing the logistics industry.
Across all industries and company sizes, every second respondent is affected the most by problems due to staff shortage. Suppliers and logistics service providers, as well as medium-sized and large companies push up the average to over 50 percent. The shortage of drivers aggravates the situation for almost one in three companies. Service providers (38.2 percent) are more challenged than shippers (28.4 percent).
When it comes to image, the logistics industry should show what it can do. In any case, a good three quarters assess the industry’s image as generally positive and expect further improvement. At the same time, more than 40 percent of the respondents do not describe logistics as an attractive employer. One in three logistics companies on the service provider side and one in two among the shippers complain that it’s suffering from its employer image. Yet the industry could beat the drum a bit louder when it comes to employer image. After all, nine out of ten respondents would recommend their own company. Unfortunately, only the minority believes that it would generally make the search for skilled staff easier.
In addition to the shortage of skilled labor and drivers, rising inflation (29 percent), and growing price and competitive pressure (28 percent) are putting a strain on more than one in four companies. These issues are among the biggest challenges for two thirds of small and medium-sized companies. The order of priority is different for large companies with 1,000 or more employees. Here, after the ever-present staff shortage problem, in particular the shortage of raw materials and energy (31 percent), and disrupted supply chains (26 percent) are among the top three.
City logistics shows how logistics of the future can already be designed today to be smart, fast and clean. The Trend Index
reveals what’s especially important in that. The focus is on collaboration with other players (26 percent) and the use of alternative drives (24 percent). In addition, logistics must be able to pool across providers (18 percent) and shift goods flows (15 percent). What works on a small scale also applies to large logistics chains. “Many of our challenges need more collaboration in the logistics chain. At transport logistic in Munich, it’s quick and easy for us to bring everyone involved together. We jointly develop ideas with suppliers, shippers and consignees. This ensures the best possible joint use of resources,” explains Axel Plaß, President of the German Association of Freight Forwarders and Logistics (DSLV).
Trade fair is more important than ever
Around three quarters of the respondents are looking for solutions to other major challenges in management positions. According to the Trend Index, these include sustainability, environmental protection, energy efficiency (19 percent), increasing bureaucracy (18 percent), digitalization of business processes (17 percent), information and IT security, including cybersecurity (14 percent), and growing time pressure for deliveries and projects (8 percent).
Problems can be better solved together, which is why meetings in person play a much greater role since the end of the coronavirus pandemic. Industry events are as important for three quarters of the respondents and, for one in two, even more important than ever. Collaboration along the supply chain is moving into focus.
Stefan Rummel, Managing Director of Messe München, concludes the following from the results of the survey: “Logistics can assume its place as the third-largest industry with confidence. Each individual company can contribute to that by drawing positive attention to the successes. Logistics companies tackle problems and optimize processes. In an age when resources are becoming increasingly scarce, that is more important than ever.
When it comes to image, the logistics industry should show what it can do
Climate change is currently the most pressing global issue due to its devastating effects on all aspects of human life. Health and wellbeing, wildlife, agriculture, ecosystems, and energy are all at risk of being affected by this global challenge.
There is, therefore, an urgent need for a radical shift; one that will help us reduce the impact of climate change. While setting global targets and measuring progress at the United Nations’ annual Climate Conference of the Parties (COP), and the Biodiversity Conference are indeed great steps, it will take the concerted efforts of the private sector and governments, as well as advanced sustainable innovations, to shift the needle.
At Ericsson, we believe that Information Communications Technology (ICT) is a critical piece in this process and has a role to play in helping sub-Saharan Africa achieve its climate targets. Our research on ICT’s potential to reduce greenhouse gas emissions in 2030 revealed that ICT solutions have a high potential to reduce global greenhouse gas emissions by up to 15 percent.
We are keenly pursuing our ambition to reduce global warming by achieving a Net Zero emission status across our value chain by 2040. We have made steady progress, and we are confident that we will hit our first major milestone of cutting emissions by 50% in the supply chain and portfolio by 2030.
Ericsson strives to develop, sell and deliver hardware, software, services and solutions with excellent sustainability performance and contributes to the sustainable development of society. Our Enterprise offerings support other industrial sectors, such as energy, manufacturing, and transportation, in their transition towards a lowcarbon economy.
We are also leading with technological innovations that will help reduce network energy usage. These include solutions that allow operator networks to use as little energy as possible while handling the expected growth in data traffic and meeting the needs of both current and future 5G networks.
As we move toward 2025, Ericsson believes it is possible to scale up 5G, while simultaneously aiming to break the rising energy consumption curve. We have streamlined our approach into three core elements; plan differently with a focus on a sustainable network evolution; deploy differently by effectively modernizing the existing network when scaling 5G; and operate differently by leveraging artificial intelligence (AI), machine learning (ML), and automation.
Our sustainability drive is backed by a strategy that ensures we take pragmatic steps to dispose of e-waste responsibly. Equipment from the technology and telecommunications industries, in the end, becomes e-waste and contributes to global climate issues. If not properly disposed of, components in waste electronic equipment can lead to environmental consequences, such as an increase in greenhouse gas emissions, in addition to other environmental impacts including harm to biodiversity.
According to the International Telecommunications Union (ITU), a record 53.6 million metric tonnes (Mt) of e-waste was generated around the world in 2019, and it is predicted that the annual generation of ewaste will reach 74.7 Mt by 2030.
Through our Product Take-Back (PTB) management program, we work with our customers to recycle waste electrical and electronic equipment in accordance with the law and high environmental standards.
We have decommissioned equipment at no cost to over 40 customers, covering 28 countries across Africa. Approximately 8,271 tonnes of waste electronic and electrical equipment was taken back from Er-
icsson’s operating countries from January 2012 to August 2022, of which approximately 98% was successfully recycled.
Additionally, we know that high reuse and recycling rates start with smart product design, so we make responsible material choices, increase our use of recycled materials, and design products that enable efficient recycling.
As global and business leaders, civil society groups, and scientists continue to tackle the climate change agenda, we must all understand our critical role in securing a sustainable and safer future for generations. Thinking that environmental sustainability is another person’s responsibility will mean a complete failure. For me, this is a crucial lesson we learned from the COVID-19 pandemic. We are all responsible for our future.
Sustainability is a key component of our #AfricainMotion campaign, which we launched a couple of years ago to empower a sustainable and connected Africa. We will continue to enable sustainable growth, economic development and open opportunities for all across the continent. This is a promise!
The allure of Europe prevails in 2023, with European residence and citizenship by investment programs retaining the top spots in Henley & Partners’ latest rankings of the most sought-after investment migration programs in the world.
Malta secures 1st place in the Global Citizenship Program Index for the eighth consecutive year, while the Portugal Golden Residence Permit Program again tops the Global Residence Program Index.
The two indexes — published in the 2023 edition of the Investment Migration Programs report, which is published annually by Henley & Partners — offer a systematic analysis and comprehensive benchmarking of the world’s most important residence and citizenship by investment programs, providing the gold standard in the sector.
This year’s edition includes comprehensive analyses and comparisons of 40 programs, which have been appraised by a panel of distinguished independent experts including leading academic researchers, country risk specialists, economists, independent expert immigration and citizenship lawyers, and other specialists, who consider a broad range of pertinent factors.
Interactive digital comparisons of the programs are also available, enabling global investors and wealthy families to select what matters most to them when weighing up their options.
Dr. Christian H. Kaelin, international immigration and citizenship law expert and Chairman of Henley & Partners, says Investment Migration Programs 2023 is essential for all those interested in keeping up to date with developments in the investment migration sector or considering residence or citizenship by investment as options for accessing new opportunities.
“The publication is important not only for private clients and their advisors and other industry professionals, but also for government policy makers looking to manage investment migration programs to achieve greater fiscal autonomy and economic growth. In this time of extreme volatility, nation states are using residence and citizenship by investment programs as an innovative financing tool to allocate investors’ funds to national or regional social, infrastructure, and development projects that benefit their citizens and residents.”
While not featured in the publication, as today marks its launch, Henley & Partners has announced the world’s latest residence by investment option — and Africa’s second: The Namibia Residence by Investment Program.
For a minimum real estate investment of USD 316,000, investors acquire the right to live, do business, and study in Namibia, which offers a highly stable political and economic environment. The democratic and safe country is one of Africa’s gems, with impressive infrastructure — its road network has been ranked 1st in Africa for five consecutive years — good airlinks, and an excellent quality of life.
The country has the richest known marine diamond deposits in the world and is also one of the continent’s prime tourist destinations, with abundant wildlife and some of the highest dunes in the world. Its vast, unpolluted landscapes have become a loca-
tion of choice for Hollywood filmmakers.
Group Head of Private Clients at Henley & Partners, Dominic Volek, says “We are really delighted to announce this innovative new residence by investment offering in Africa. In the ‘work and do business from anywhere’ era, astute entrepreneurs and investors now recognize that by extending their wealth planning and legacy management strategies to include residence and citizenship by investment, they can open up new global business opportunities, spread their risks across different jurisdictions, and take advantage of international opportunities for themselves and their families in countries of their choice.
The Namibian government provides many opportunities for international investors seeking a foothold and growth on the African continent, including tax incentives, financing, and a one-stop bureau service for international companies. Added to this are its unique natural beauty and abundance of space and tranquility, a combination that makes Namibia a highly desirable offering.”
The Global Citizenship Program Index ranks 14 programs, and Malta’s Granting of Citizenship for Exceptional Services by Direct Investment sees the country score 77 out of 100, taking first place.
The regulations governing the program allow for the granting of citizenship by a certificate of naturalization to foreign individuals and their families who contribute to the country’s economic development. This is possible following a 36-month residence period, or by exception a 12-month residence period.
In 2nd place scoring 74 is Austria’s citizenship by investment offering. Montenegro’s citizenship program ranks 3rd with a score of 71, although the program has been concluded for the time being, pending the planned launch of a revised offering.
Caribbean island nations occupy the middle of the rankings, with the Grenada Citizenship by Investment Program and the St. Lucia Citizenship by Investment Program sharing 4th position, each scoring 70. The Antigua and Barbuda Citizenship by Investment Program is joint-5th with the St. Kitts and Nevis Citizenship by Investment Program, each scoring 69, and the Dominica Citizenship by Investment Program is in 6th place with a score of 68.
The popular Türkiye Citizenship by Investment Program is in 7th place with a score of 66, followed the MENA duo of Egypt and the Jordan Citizenship by Investment Program in joint-8th spot, each scoring 65. The lower ranks are occupied by the North Macedonia Citizenship by Investment Program in 9th place, scoring 64, and bottom-ranked Cambodia in 11th place with a score of 53.
Europe also predominates in the upper rankings of the Global Residence Program Index, with European programs occupying four of the Top 5 positions. With a score of 74 out of 100, the Portugal Golden Residence Permit Program ranks 1st overall out of the 26 programs considered.
The Austria Private Residence Program takes 2nd place, scoring 73, with the extremely popular Mediterranean Greece Golden Visa Program and Italy Residence
by Investment Program sharing 3rd place with the Swiss Residence Program — a service package developed by Henley & Partners combining private residence with the Swiss forfait tax provisions — all three programs scoring 72.
The UK is placed 4th, with the UK Innovator Program scoring 71, and Canada is 5th, with the Canada Start-Up Visa Program scoring 69. The Latvia Residence by Investment Program shares 6th place with newcomer to the index, the Luxembourg Residence by Investment Program, with the two EU member states each scoring 66.
Another Mediterranean pair, the Malta Permanent Residence Programme and the sought-after Spain Residence by Investment Program, share 7th spot, each scoring 65, and the Asia-Pacific duo Australia and Singapore are joint 8th, with the Australia Business Innovation and Investment Program and Singapore Global Investor Program each scoring 64.
Four countries share the 9th ranking with scores of 62 — the Cyprus Permanent Residence Program, Ireland Residence by Investment Program (recently terminated), Jersey Residence by Investment, and Panama Residence by Investment Program, and the 10th spot is taken up by two significant wealth hubs — the UAE and the US — with UAE Residence by Investment and the US EB-5 Immigrant Investor Program both scoring 61.
Further down in the index, another four Asia-Pacific countries take up the next two rankings, with the New Zealand Active In-
vestor Plus Visa Program and the Thailand Elite Residence Program joint 11th with scores of 59, and the Hong Kong Visa Programs and South Korea’s residence by investment program joint 12th with scores of 58.
The 13th place is shared by Monaco Residence by Investment and the Mauritius Residence by Investment Program — Africa’s first residence program — with scores of 56, and Malaysia, which offers the Malaysia My Second Home Program and the Premium Visa Program, ranks 14th with a score of 50.
Dr. Juerg Steffen, CEO of Henley & Partners, says robust comparative analyses and benchmarking tools such as the Global Residence Program Index and the Global Citizenship Program Index are much-needed. “There has been significant and ongoing growth in the demand for investment migration programs in the past year. Henley & Partners received 45.5% more enquiries in 2022, surpassing a record-breaking 2021.
Last year US-Americans were the top nationality seeking alternative residence and citizenship options. Along with our Henley Ultimate Portfolio tool, which allows you to build your own ultimate portfolio of complementary residences and citizenships to unlock global mobility, business and lifestyle access, the two digital indexes are indispensable resources that assist investors to make data-driven decisions to futureproof their wealth and their families.”
So that your business can bene t and grow sustainably adding value through audit assurance remains our focus. Our audit design, execution and close-out aims to accurately assess compliance risks, objectively evaluating your control systems and procedures. Our audit team draws on 25 years of industrial experience. Our collaborated industrial knowledge, specialised levels of insight and strict compliance to audit principles enables us to execute best in class audit programmes and or stand alone audit reports.
We recognize the complexity of environmental compliance and respond by staying abreast with legislative changes and interpretations. We benchmark and interact with our clients and our network of legal specialist and provide a unique range of compliance and environmental technical audit solutions. We endeavour to improve time and cost e ciencies and have considered physical constraints such as site accessibility, travel distances and other unforeseen events such as the national state of emergency.
In response that we have deployed ISO 9001 aligned, tailormade audit protocols to suit the varying demand of our clients which include:
• Site based – integrated audit protocols (meetings, interviews, checklists, feedback)
• Remote based - intensi ed and interactive desktop reviews
• Remote based - Online opening meeting, interviews and close out meetings
• Remote based - Secure online documented evidence submission platforms
• Semi remote based - Drone ( y by) and live streaming camera site visits,
• Semi remote based
- After-hours auditing to limit exposure.
Our Audit reports link to clear interpretable documented evidence, strong visualization and an alignment with existing document controls on site.
ENVASS has been able to present as much as 50% year-on-year audit programme cost savings to our clients through tailored protocols and audit integration.
GROUP OF COMPANIES
Ask our highly capable team of auditors for a suggestion or a quote on any of the following:
• Water Use Licence’s compliance and or technical audits
• Waste Management Licence’s compliance and or technical audits.
• Environmental Management Programme Performance Assessment.
• National Norms and Standards compliance audits and review.
• Atmospheric Emission Licence’s. compliance and or technical audits
• Biodiversity Management Plan implementation audits and reviews.
• Mine Closure Audits based on GNR 1147.
• Internal ISO 14001 Systems and GAP Audits.
• NEMA Environmental Authorisation listed activities audits and reviews.
• Regulation 34 Audits and Recommendation for EMP amendment.
• Compliance Due Diligence & Gap Assessments.
• Occupational Health and Safety Audits.
Any of the above to be packaged into a Tailor made audit programme, cost e ectively suitable for you!
The demand for flexible, scalable warehouse robotic systems is booming, fueled by a shortage of skilled labor and the need to cut costs.
Robotics specialists, equipment makers, systems integrators, and industrial truck manufacturers are coming to LogiMAT 2023 to present their latest solutions for deploying industrial and service robots for enhanced flexibility and efficiency in intralogistics.
The demand for warehouse robotics has skyrocketed in recent years, driven by a shortage of skilled warehouse workers and the flexibility and relatively low investment costs
of such systems. The trend toward industrial robots and above all autonomous mobile devices in intralogistics continues unabated.
The market segment of autonomous mobile robots (AMRs), shuttles, cobots, carrybots, and automated guided vehicles (AGVs) for warehouse logistics has reached a reliable level of sophistication that is fueling demand among customers and boosting growth among the providers.
The stability of the technology and the growing acceptance and performance of the devices in the workplace are also helping AMRs and AGVs evolve into fully autonomous transport devices capable
The demand for warehouse robotics has skyrocketed in recent years
even of retrieving items from boxes.
“Driven by the shortage of skilled labor and the need to cut costs, coupled with the flexibility and scalability of today’s systems, demand in the intralogistics industry continues trending toward non-stationary material handling technology. AMRs and AGVs interact with forklifts, other mobile robots, and people,” explains Exhibition Director Michael Ruchty of EUROEXPO Messe- und Kongress-GmbH in Munich.
The dynamic growth of warehouse robotics has inspired EUROEXPO, the organizer of LogiMAT, to devote the entire 10,500 square meters of Hall 6 to industrial and service robots, more than doubling last year’s exhibit space for this segment.
LogiMAT exhibitors in Hall 6 of the Messe Stuttgart convention center will present their latest innovations for sound investments in forward-looking warehouse robotics solutions. The products on display will include the latest stationary and mobile picking robots and cobots with AI-powered machine vision and the first fully autonomous AGVs for both indoor and outdoor applications.
“Experts see strong new market potential in transport robots for outdoor applications such as last-mile delivery,” notes Exhibi-
tion Director Ruchty. “Developments here will depend on the regulatory environment, which in most countries does not yet allow large-scale deployment of such robots.”
Two informative expert forums, part of the accompanying program of LogiMAT 2023, will address this issue. The larger issue of AMRs, AGVs, and industrial robots will also be the subject of three exhibitor-led innovation forums presented by Brightpick in Forum South (April 25 at 1:30 PM, Hall 6 and GEBHARDT Fördertechnik (April 26, 10:30 AM), and Nomagic (April 26, 12:30 PM) in Forum North, Hall 5.
AGVs for indoor and outdoor use
Movanis (Hall 6, Booth 6A80) is presenting new AGVs designed for both indoor use and outdoor applications in logistics center yards. The models developed by the Belgian manufacturer for serial warehouse transports are equipped with proprietary lithium-ion battery technology with a charge time of just 12 minutes.
The units feature automatic pallet identification and are programmed for outdoor use with special algorithms that detect worn, uneven, and sloped surfaces and align the vehicles accordingly.
ek robotics (Hall 6, Booth 6B05) is com-
ing to LogiMAT 2023 to unveil its brand-new Robot Operation Center AGV tool and is also showcasing its award-winning VARIO MOVE transport robots and the two-in-one X MOVE transport platform for AGV and AMR systems.
DS AUTOMATION (Hall 6, Booth D05) is offering live presentations of new AGVs, including the modular wheel arm AGV Lucy, the medium-weight counterbalance AGV Amadeus Counter, and the platform AGV Oscar Omni with omnidirectional drive technology—all fully compatible with the VDA 5050 standard.
Grenzebach Maschinenbau (Hall 6, Booth 6F05) is coming to Stuttgart with the new generation of its L1200S AGV, featuring twice the transport speed of its predecessor with payloads up to 1,200 kg. Tarqan Robotics (Hall 6, Booth 6A09) is introducing the new Tarqan Mark 3.0 fulfillment robot.
The Dutch company Movio Robotics (Hall 6, Booth 6A12) is a good example of how today’s manufacturers at LogiMAT 2023 are integrating modern sensor technology, machine vision, and artificial intelligence (AI) to continually boost the performance and extend the potential applications of warehouse robots. Movio is bringing along its harko5 AGV, whose short forks are designed specifically for transporting half-EURO pallets.
The integrated vision software Movio Intelligent Camera Kit (MICK) makes it possible for the AGV to manage sites, detect pallets, automatically generate missions, and even weigh pallets.
The unit can adapt to all processes and conditions. The camera kit illustrates another trend in warehouse robotics: the shift in development toward a focus on software. Most solutions have already achieved a high degree of sophistication, so many new players act as systems integrators, creating new solutions and optimizations by purchasing service robots from third parties, combining various components, and focusing on software development. Robot manufacturers and software developers are also following this approach.
SYNAOS (Hall 6, Booth 6C34) is a good example of this trend: Their Intralogistics Management Platform offers three solution scenarios: mobile robot fleet management, real-time localization, and warehouse execution, with the capability to centrally manage mobile robots using real-time data. W.
Gessmann (Hall 6, Booth 6F21) is presenting its GESSbot AMR with fleet management software that lets you create as many stations as needed, define routes, and determine the direction and speed of travel. The system can connect to upstream manufacturing execution systems for integration into sophisticated production workflows.
Sevensense Robotics (Hall 6, Booth 6D09) has developed Alphasense Autonomy, a navigation system for mobile robots that combines software with camera hardware to enable AGV positioning using Visual SLAM and AI technology to plan routes and detect and navigate around objects. Industrial robots for human-machine collaboration
Besides the warehouse robotics specialists clustered in Hall 6, visitors to LogiMAT 2023 can also visit equipment makers, systems integrators, and industrial truck manufacturers in the other exhibit halls presenting their own latest developments in warehouse robotics.
The focus there is also on the ability of flexible, scalable systems to boost performance, accelerate throughput, and extend the field of potential applications. Mobile Industrial Robots (East Entrance, Booth EO80) is presenting the MiR250 AMR in various models, including the Shelf Carrier version that can autonomously collect and transport racks, trolleys, carts, and other devices on wheels or casters and place them at their intended destination.
Still (Hall 10, Booth 10B41) is presenting new forklifts, the automated EXV iGo systems of high-lift pallet trucks, and an AMR from the ACH series that can work together to achieve a fully automated, driverless material flow. Tennant (Hall 10, Booth 10B61) plans to live-demo the T16AMR industrial robotic floor scrubber.
FM Systeme (Hall 1, Booth 1K21) is presenting a cognitive robot unlike anything of its kind in the world that supplements one of its packing stations and supports pickand-place activities in human-machine collaboration.
The fully automated GRIPP (Gantry Robotic Intelligent Piece Picker) from the Inther Group (Hall 5, Booth 5B57), making its debut in a live demo at LogiMAT 2023, is similar, touted as capable of picking up to 1,200 individual products per hour with the support of machine vision technology and AI applications. Nomagic (Hall 1 upper level, Booth 1OG78) from Poland is exhibiting a picking system with yet another industrial picking robot.
“Hugo” is the newest member of Nomagic’s “justPick” product line and specifically designed for fully automated picking from AutoStore systems. Supported by an integrated AI vision system and Nomagic software, the stationary robot arm picks ordered items from source bins with up to eight compartments and places the optimized volume in shipping boxes.
Data processing algorithms allow the ro-
bot to process images in milliseconds and pick with precision. SSI SCHÄFER is presenting the next generation of its piecepicking application, another industrial robot for fully automated individual piece picking. The device features patented gripping point calculation, AI-assisted object recognition, 100 percent product verification, and even more features, including pick-and-place.
The international exhibitors at LogiMAT 2023, with their latest innovations in strategically placed industrial robots and intralogistics service robots, underscore the diversity of potential applications and the efficiency gains that are still attainable with intralogistics robotics.
“The rapid developments in sensor and scanner technology and software have not only made these devices more reliable and opened up more potential applications,” concludes Exhibition Director Ruchty, “it’s also made them much more affordable as components of flexible, scalable solutions that are relatively simple to implement and require no changes to the building infrastructure. This will ensure increased market penetration for the foreseeable future.“
“The rapid developments in sensor and scanner technology and software have not only made these devices more reliable and opened up more potential applications.
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