Africa Outlook - issue 107

Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, and Supply Chain Outlook are digital publications aimed at boardroom and hands-on decisionmakers, reaching an audience of more than 800,000 people around the world. With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe. Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.

EDITORIAL

Head of Editorial: Jack Salter jack.salter@outlookpublishing.com

Senior Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

Editor: Ed Budds ed.budds@outlookpublishing.com

Editor: Lily Sawyer lily.sawyer@outlookpublishing.com

Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com

Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION

Art Director: Stephen Giles steve.giles@outlookpublishing.com

Senior Designer: Devon Collins devon.collins@outlookpublishing.com

Designer: Louisa Martin louisa.martin@outlookpublishing.com

Production Manager: Alex James alex.james@outlookpublishing.com

Digital Marketing Director: Fox Tucker fox.tucker@outlookpublishing.com

Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS

CEO: Ben Weaver ben.weaver@outlookpublishing.com

Managing Director: James Mitchell james.mitchell@outlookpublishing.com

Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com

Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

BUSINESS DEVELOPMENT DIRECTOR

Thomas Arnold thomas.arnold@outlookpublishing.com

HEADS OF PROJECTS

Callam Waller callam.waller@outlookpublishing.com

Eddie Clinton eddie.clinton@outlookpublishing.com

Deane Anderton deane.anderton@outlookpublishing.com

Ryan Gray ryan.gray@outlookpublishing.com

SALES MANAGERS

Sales & Partnerships Manager: Donovan Smith donovan.smith@outlookpublishing.com

Josh Rayfield josh.hyland@outlookpublishing.com

PROJECT MANAGERS

Cameron Lawrence cameron.lawrence@outlookpublishing.com

Kyle Livingstone kyle.livingstone@outlookpublishing.com

Poppi Burke poppi.burke@outlookpublishing.com

Taylor Green taylor.green@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com

Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com

Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT

Africa Outlook

First Floor, Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom.

Sales: +44 (0) 1603 363 631

Editorial: +44 (0) 1603 363 655

SUBSCRIPTIONS

Tel: +44 (0) 1603 363 655

jack.salter@outlookpublishing.com

www.africaoutlookmag.com

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A PERFECT MATCH

Welcome to our 107th edition of Africa Outlook magazine. Through the careful and ethical use of technology, the lives of billions of people can be irrevocably improved.

This has been the vision of our cover star, Pattern Matched Technologies™ (PMT™), since the product development company was founded over two decades ago.

Markus Schorn, CEO, has had the privilege to be part of creating and morphing this vision over the past 15 years.

He, along with other members of the PMT™ executive team, tells us more about its commitment to reaching one billion people across Africa on reverse billed data.

“Technology should never represent more than 15 percent of the solution cost, and to be effective, should be as transparent and frictionless to the owner and user of the technology platform in every way possible,” Schorn says.

Leveraging technology and processes that meet the highest food service excellence standards, KFC Africa has a continued focus on exclusively using the freshest ingredients that are meticulously monitored and controlled.

We speak to Akhona Qengqe, General Manager of KFC Africa, about her inspirational career and the restaurant chain’s plans for an inclusive, sustainable, and delicious future.

“As the world’s second-largest restaurant chain, we’re at an inflexion point where our actions can, and should, make a real, lasting change, and I am privileged to be a part of that,” enthuses Qengqe.

Global energy brand, bp Southern Africa (bpSA), can likewise be found at the forefront of ushering in a new era of sustainable socioeconomic development for the region.

Headed by CEO, Taelo Mojapelo, bpSA continuously reviews its strategy in line with a competitive and evolving business landscape, reimagining the future accordingly.

“We are transforming into an energy company underpinned by a net zero goal and capacitating the business to ensure that it is future-proof and relevant,” Mojapelo comments.

Telcos such as Econet Telecom Lesotho, meanwhile, are looking to minimise their carbon footprint and contribute to the fight against climate change.

“We can decrease our environmental effect by minimising waste and introducing recycling programmes, as well as reducing e-waste by recycling and properly disposing of used technologies like cell phones and batteries,” shares Chief Technical and Information Officer, Malefetsane Tlelima.

With additional corporate stories from iSON Xperiences, Walkabout Resources, Nox Cape Town, and many more, we hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing

FEATURES

56 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world TECHNOLOGY

58 Pattern Matched Technologies™

Delivering Excellence Beyond Exception™

Reaching Africans with reverse billed data

62 Econet Telecom Lesotho

Transfiguring Telecoms

Lesotho’s best data network

70 iSON Xperiences

Powerful Partnerships Beyond Outsourcing

At the pinnacle of business process outsourcing

MINING

104 Walkabout Resources

Greatness in Tanzanian Graphite

African focus, Australian know-how

CONSTRUCTION

112 CADCON

Turnkey Steelwork Design and Supply

Steel construction and platework excellence

Chicken

120 Dangote Cement

Cementing New Standards

Tackling industry challenges with a sustainable approach

128 Nox Cape Town

MANUFACTURING

138 Saab Grintek Defence

At the Cutting Edge of Defence Committed to continuous development and innovation

146 NewSpace Systems

Enabling Exploration Through Innovation

Advancing the aerospace industry in Africa

154 BURN Manufacturing

Clean Cooking

Revolutionary cooking appliances that positively impact lives and the environment

RETAIL

160 SPAR Zimbabwe

A Sparkling Success

The

SUPPLY CHAIN

168 Kelrn Vervoer

Local Farmer to National Supplier

A family-run enterprise

OLYMPIC HISTORY TO TAKE PLACE IN SENEGAL

SCHEDULED TO OCCUR between 31st October and 13th November 2026, the fourth edition of the Summer Youth Olympic Games (YOG) will be held in Dakar, Senegal – the first country on the African continent to be awarded the honour of hosting an Olympic sports event.

The event, which will bring together the world’s finest young athletes to compete in 35 different sports over the course of 14 days, represents a catalyst for sporting, social, cultural, educational, and economic transformation, creating hope, opportunities, and confidence across the country.

Sports analysts consider the event to be of significant importance, stating that the games are a major milestone in showcasing the talent and potential of young African athletes on a global platform.

REDUCED ELECTRICITY BILL FOR KENYAN RESIDENTS

COMING AS A welcome relief for consumers across the country, Kenya Power has recently announced a significant reduction of 13.7 percent in electricity costs for Kenyan consumers.

SUSTAINABILITY

KENYA’S CORALS FACE GLOBAL BLEACHING

ALONG THE KENYAN coastline, the once vibrant coral reefs have begun to wither to an unnatural white, in what experts such as the National Oceanic and Atmospheric Administration (NOAA) and International Coral Reef Initiative (ICRI) are deeming the fourth global bleaching event in the last three decades.

Triggered by increasingly warm waters, ecologist David Obura, who heads Coastal Oceans Research and Development Indian Ocean (CORDIO) East Africa, states that it is a realistic indication that the tipping point for coral reefs has already been crossed, and they are already going into a decline only preventable by immediate action to dramatically reduce carbon emissions.

This palpable decrease is attributed to two key factors – the strengthening of the Kenyan shilling compared to the American dollar and a decline in fuel prices.

Furthermore, consumers who fall under the Domestic Customer 3 tariff band will experience a further 9.7 percent price reduction in April 2024.

Offering much-needed relief during a time of global economic challenges, this reduction is being celebrated by residents across the country.

HEALTHCARE

KENYAN DOCTORS ON STRIKE

DOCTORS AND CLINICAL officers have been on strike across Kenya for just over a month, actively protesting a number of systemic issues, including pay and the failure to hire trainee doctors who are unable to qualify without first obtaining an intern position.

Public hospitals have become virtually empty, and patients in dire need of care have been forced to wait weeks for treatment or pay extortionate charges for private care. While medical professionals are aware of the problems the strike is causing,

AGRICULTURE

DEVASTATING DROUGHT IN MOROCCAN RESERVOIR

RECENT SATELLITE IMAGES

show the Al Massira Dam, Morocco’s second-largest reservoir that serves major cities and is central to farm irrigation, contains just three percent of the average amount of water present only nine years ago.

Six consecutive years of drought

they assert that industrial action is necessary to help the public receive quality healthcare in the long run.

and climate change, which have caused record temperatures and levels of evaporation, have threatened water supplies across Northern Africa and significantly impacted the nation’s agriculture and economy.

The reservoir lies on the Oum Er-Rbia River, the second-longest in Morocco, which has experienced a rapid reduction in inflow that can be traced back to its source in the Middle Atlas mountain range.

RECORD INFLATION IN NIGERIA

ECONOMY ACCORDING TO THE National Bureau of Statistics (NBS), Nigeria’s headline inflation rate has risen to 33.2 percent - a 28-year high.

NBS attributes this figure to the soaring food and energy costs the country is currently facing.

Consumer inflation in Nigeria has been on an upward trend for 15 months straight, significantly impacting the incomes and savings of people in Africa’s most populous country and leaving millions struggling to meet basic needs.

INSURING THE FUTURE, NOT FOSSIL FUELS

THE EAST AFRICAN Crude Oil Pipeline, one of Africa’s largest and most controversial fossil fuel projects anticipated to stretch 1,443 kilometres (km) from Uganda to Tanzania, is currently under fire for its projected devastation of Africa’s most sensitive ecosystems and local communities.

Civil society organisations (CSOs) in the two countries have called for the pipeline construction to be halted permanently, citing climate, environmental, and social risks.

Ugandan CSOs state that the government should prioritise developing its abundant renewable energy resources, such as solar and hydropower, to drive economic development and secure access to energy without further contributing to climate change.

OIL & GAS

Unlocking Business Performance Through Advanced Industrial Software Solutions

Kabeer Sewpersad, Sales Manager for Digital Solutions in Process Industries at ABB South Africa, discusses how digital solutions aid improvement and shape the future of many industries

Written by: Kabeer Sewpersad, Sales Manager for Digital Solutions in Process Industries, ABB South Africa

Finding better ways to manage energy and manufacturing resources is a key concern for businesses in Africa right now. However, achieving this can be a complex challenge. At ABB, we’re seeing first-hand how digital solutions are empowering businesses in African countries to not only unlock improvements in energy management but also enhance their operational excellence and process performance.

DIGITAL IN AFRICA: INDUSTRY ADOPTIONS

We’re currently seeing some interesting trends relating to how and why companies in Africa are adopting digital solutions. Currently, we’re providing a great amount of

support to cement, pulp and paper, and mining companies. Others taking a strong interest in our digital solutions to drive forward sustainability, process performance, and operational excellence goals are food and beverage businesses. While they have a strong focus on traceability from raw materials to finished goods and the related supply chain tracking, businesses in the mining industry are concentrating more on their underground fleetand how to decarbonise, electrify and track their locations, aiming for near real-time optimisation of their production plans.

Africa’s mining sector is showing a lot of interest in our short-interval control solutions. This software

allows companies to convert and then track their long-term production schedule into smaller-scale monthly, weekly, and daily plans. The system can auto-reschedule tasks as suggestions to meet the mine production targets, based on the constraints being experienced. We’re experiencing a strong demand from the mining and pulp and paper sectors for advanced process control solutions, through which we provide process optimisation to help reduce raw material consumption, reduce energy consumption, lower process variability, and improve production throughput. Our work with Africa’s cement industry is highlighting the need for digital solutions to optimise processes and reduce materials used for manufacturing while also improving quality.

FROM SILO TO SINGLE VIEWPOINT

Organisational silos can stand in the way of critical operational and performance management improvements. Companies often

rely on and interact with multiple systems, but lack a single, unified view of what is happening across their organisation. Additionally, they lack a common way of working across their systems. These issues can lead to increased wastage, reduced efficiency, and a knockon effect on performance and profitability.

To counter this, we’re implementing operational excellence solutions across businesses in Southern Africa, which collects, contextualises, and converts data into actionable insights. This enables industries to improve operations, optimise assets, streamline processes, and increase safety and sustainability.

Beyond moving from fragmented silos to data unification that drives operational excellence insights and productivity improvements, businesses then have the option of using our higher-level ABB AbilityTM Genix platform to gain additional analytical insights and leverage AI machine learning to progress with their goals even further.

CASE STUDY: CEMENT

A recent example of digital solutions helping a company to overcome system silos is our work with a leading Southern African cement company. After delivering an operational excellence solution for three of their sites in Zimbabwe, we are now implementing this at seven of their sites in South Africa. We consolidate information from various manufacturing and business systems into one end-to-end system, ABB AbilityTM Knowledge Manager, leveraging our extensive domain knowledge in the cement, minerals, and mining industry. Knowledge Manager has a long track record, an install base dating as far back as three decades, deployed at multiple global customer sites. The solution helped break down organisational silos for this customer, supporting unified decision-making and better collaboration across different business functions.

MAXIMISING ASSET PERFORMANCE

Improving asset performance management is vital in the journey towards the maximum performance and availability of plant assets, which directly impacts reliability, profitability, and minimising risk. We’re working with many businesses in Africa, particularly those in the pulp and paper industries, who have a keen interest in understanding how they can maximise the performance of their assets and better manage their maintenance schedules with those assets. These companies are leveraging our asset performance management solutions to address complex challenges. Scheduled maintenance on one end of the scale leads to over-maintenance, resulting in excessive, unnecessary costs, or at the other end, under-maintenance resulting in breakdowns, downtime, and costly reactive maintenance. By gaining real-time insights into the

status and performance of assets, businesses can more easily avoid breakdowns, downtime, and the associated financial impact.

ACCELERATING BUSINESS PERFORMANCE IN AFRICA

These are exciting times for African countries and the companies operating within them. Digital innovation is playing a central role in this and helping to shape a better future for businesses in Africa, not only by enabling them to unlock improvements in energy and asset management, but also by empowering them to respond to new opportunities. By collaborating with trusted partners with proven experience in Africa, industries can reap the rewards and sustained tangible benefits of digital innovation.

ABOUT THE EXPERT

Kabeer Sewpersad is the Sales Manager for Digital Solutions in Process Industries at ABB South Africa. He is responsible for driving the digital transformation of industries in the pulp and paper, metals, cement, minerals and mining, data centres, and food and beverage segments to make them more sustainable, efficient, safe, and productive. Sewpersad began his professional career at the company as a Project Engineer for the Process Industries division. He has held several roles as Senior Product Manager in 2016, Digital Lead in 2019, and since 2023, Sales Manager for Digital Solutions in Process Industries. Sewpersad utilises his experience of merging IT, OT, ET, and business systems to deliver integrated value solutions to customers. He has professional registrations and memberships with ECSA and SAIMC.

EXPANSION, EVOLUTION, AND PROGRESS

Global energy brand, bp Southern Africa, can be found at the forefront of the industry, ushering in a new era of sustainable socioeconomic development for the region, headed by CEO, Taelo Mojapelo

Writer: Lily Sawyer

Having operated in the region for over a century, bp Southern Africa (bpSA) now boasts over 500 branded service stations. Its core products include the awardwinning flagship fuel, bp Ultimate with ACTIVE technology, as well as the

Wild Bean Café, Pick n Pay Express, and bp Express brands.

The company has a range of interests in hydrocarbon importation and the distribution of leading fuel products through its retail and Castrol businesses.

“Our lubricant brand, Castrol, is the world’s leading manufacturer and distributor of a broad range of premium lubricating oils and related services to automotive and industrial customers across South Africa,” opens Taelo Mojapelo, CEO of bpSA.

“WE ARE TRANSFORMING INTO AN ENERGY COMPANY UNDERPINNED BY A NET ZERO GOAL AND CAPACITATING THE BUSINESS TO ENSURE THAT IT IS FUTURE-PROOF AND RELEVANT”

-TAELO MOJAPELO, CEO, BP SOUTHERN AFRICA

As such, Castrol works with leading car manufacturers to supply lubricants designed for specific operating conditions and environments.

bpSA’s head offices in Rosebank, Johannesburg, act as the central hub for the company’s strategy

development, management, and decision-making processes. As the business faces an evolving industry landscape that seeks sustainable and representative change, these processes are of increasing importance.

In terms of meeting the growing

energy demand in South Africa, bpSA remains a meaningful contributor to the security of product supply in the region.

“We continue to focus on the improvement of our distribution commitments to our network of service stations,” Mojapelo asserts.

SERVICE AND PRODUCT EXCELLENCE

As a global brand, bpSA recognises the importance of achieving excellence in its products alongside the partners and connections it cultivates.

In this way, the company takes pride in its six fuel storage terminals, two of which are 100 percent owned by bpSA.

“We invest in our terminal infrastructure to provide world-class

road and rail gantries, fire-fighting capability, tanks, and pipelines,” Mojapelo prides.

Through various shared value partnerships, bpSA’s customers can also enjoy benefits in the form of loyalty points and rewards.

“Our strategic partnerships with leading brands, including Pick n Pay, Nedbank, Uber, Mr D Food, Vodacom, and Discovery Insure, have enhanced our customer value proposition, increasing foot traffic to our service stations,” she explains.

In terms of its strong assets and connections, the company holds a 50 percent share in one of the largest refineries in Africa, South African Petroleum Refineries (SAPREF), situated in Durban. SAPREF’s operations are currently suspended, and bpSA is considering its options for the asset.

On behalf of the local petroleum industry, SAPREF also manages the Single Buoy Mooring (SBM Offshore), through which South Africa imports around 80 to 85 percent of its crude oil.

A COMPETITIVE AND EVOLVING BUSINESS

bpSA continuously reviews its strategy in line with a competitive and evolving business landscape, reimagining the future accordingly.

“We are transforming into an energy company underpinned by a net zero goal and capacitating the business to ensure that it is future-proof and relevant,” Mojapelo comments.

Its 2025 vision is to optimise a resilient hydrocarbon base to capture retail and low-carbon growth opportunities.

In line with this vision, bpSA is expanding its footprint to strategic sites, including motorways, and rolling out a consistent, competitive convenience offering.

“These initiatives are being pursued in conjunction with our strategy of

BPSA’S KEY PRIORITIES FOR THE FUTURE

bpSA remains committed to conducting business in Southern Africa in the long term. The company’s 2025 vision is to optimise its hydrocarbon base to capture retail and low-carbon growth opportunities. Its four priorities are to:

• Expand its network, partnering with Masana to grow its on-road fleet offering.

• Increase the penetration of its convenience business by expanding a consistent, competitive offering.

• Implement a robust, integrated product and supply operating model to drive topline growth with minimal capital expenditure.

• Offer a low-carbon supply chain to support its customers’ transition to clean energy sources and comply with changes in government regulation.

transforming the racial profile of our franchisees and forecourt business owners,” she emphasises.

Therefore, bpSA is investing between ZAR20 and ZAR25 million in the roll-out of its new sites, with 15 scheduled for this year and an additional 11 planned for 2025.

At the same time, the company is adding solar installations to its forecourts to help stations transition from the use of diesel generators for back-up power, whilst four sites have been selected for a solar photovoltaic (PV) pilot.

A RESPONSIBLE EMPLOYER

Employing over 500 people from diverse racial and cultural backgrounds in its offices and depots, bpSA was recognised as

the Top Empowered Company in Education and Skills Development in 2023.

Moreover, Mojapelo’s appointment as CEO in June 2020 underscores bpSA’s commitment to diversity and inclusion.

As only the second African woman in the history of South Africa’s oil and gas industry to head a multinational company, Mojapelo’s position sets an important precedent.

Ensuring safety is likewise a top priority for bpSA, as it works hard to keep employees and contractors safe and alert to potential hazards.

“We track our safety performance using industry metrics, and we work to continuously improve personal and process safety across the bp group,” Mojapelo asserts.

COMMITTED TO COMMUNITIES

bpSA has worked hard to understand what is needed to make its communities sustainable. The company’s overall aim is to achieve sustainable socioeconomic development for all beneficiaries which will, in turn, positively impact the business.

In terms of franchise development, a recently announced partnership with the Small Enterprise Finance Agency (SEFA) will see significant bp funds diverted to helping Black entrepreneurs access sufficient finances to purchase service stations or forecourt businesses.

The bpSA/SEFA Enterprise Development Fund extends its reach to beneficiaries classified as exempted micro enterprises (EMEs) or qualifying small enterprises (QSEs).

BPSA’S SUSTAINABLE TRANSFORMATION JOURNEY

bpSA’s sustainable transformation journey has focused on five key areas:

• Transforming the retail dealer network.

• Elevating Black ownership within bpSA.

• Transforming the bpSA workforce.

• Enterprise and supplier development.

• Transferring ownership of selected infrastructure and operations to Black people in a sustainable manner.

“OUR TRANSFORMATION AGENDA PUTS PURPOSE INTO ACTION. IT TAKES AN INTEGRATED APPROACH WHILST FOCUSING ON THE AREAS WHERE WE BELIEVE WE CAN MAKE THE GREATEST DIFFERENCE”

-TAELO MOJAPELO, CEO, BP SOUTHERN AFRICA

“This inclusive approach recognises the importance of empowering historically disadvantaged groups in the business landscape,” Mojapelo confirms.

Building strong supplier and contractor relations is also vital to the company, who is committed to sourcing materials and labour in line with local guidelines, whilst developing local market capabilities and capacity to ensure contributions to the surrounding population and economy.

bpSA also aims to deliver greater diversity, equity, and inclusion (DE&I) for its customers, workforce, and

suppliers, positively contributing to social mobility and the ecosystem of DE&I by sourcing from a diverse range of suppliers.

“Our transformation agenda puts purpose into action. It takes an integrated approach whilst focusing on the areas where we believe we can make the greatest difference,” she informs.

ETHICALLY ALLIGNED

As a company committed to conducting business in an ethical, transparent way, in line with its values and code of conduct, bpSA expects employees to treat others with respect, fairness, and dignity.

“Our code of conduct sets clear expectations for how we work at bpSA. This applies to all employees and members of the board,” Mojapelo announces.

bpSA also expects its contractors and their employees to act in a way that is consistent with this code. If those expectations are not met, the company takes appropriate action.

In line with its high internal standards, bpSA continues its dedication to fair and ethical practices within the local community. As such, its investment in education, youth development, and addressing poverty is notable.

“Our investment in the Energy Mobility Education Trust (EMET) has continued to change the lives of young, Black South Africans,” she reveals.

Since bpSA established the trust in 2014, it has invested an impressive total of ZAR247 million to benefit 4,298 young people through STEM education and skills development.

In 2023 alone, EMET supported 574 high school learners, and 157 undergraduate students received

scholarships to six of South Africa’s leading universities.

Moreover, bpSA has established a long-term partnership with SA Harvest, and is involved in the food distribution charity’s Million Meals Month initiative.

bpSA’s role is to fuel the charity’s vehicles, and the delivery of 55 million meals between 2022 and 2025.

“We are part of a network of farmers, manufacturers, and retailers who support the community-based organisation to alleviate hunger and increase access to nutritious food supplies,” Mojapelo proudly concludes.

BP SOUTHERN AFRICA

Tel: 0860 222 166

helpdeskmailbox@bp.com bp.com

TACKLING PUBLIC HEALTH ISSUES

According to the World Health Organisation (WHO), tuberculosis (TB) remains the leading cause of death amongst people living with HIV across the world, with the two illnesses being intrinsically linked and in need of vital support.

It is from this critical need that THINK was established by Dr Kristina Wallengren as a non-profit company in 2013, with the founding purpose of making a difference to individuals affected by TB and HIV.

Today, the organisation has broadened its scope to improve the health and well-being of vulnerable communities locally and globally.

With its current head office in Hillcrest, Durban, South Africa (SA), THINK is rapidly expanding throughout the country and beyond, embarking on a strategy to extend its regional footprint across Eswatini, Mozambique, Namibia, and Zimbabwe, to ensure that its industry experience and knowledge is shared throughout the continent.

Based

in South Africa, THINK utilises the latest technology and industry innovations to improve the treatment of infectious diseases. Trevor Mvundura, Executive Director and Country CEO, tells us more about the non-governmental organisation’s commitment to advancing the health and well-being of vulnerable communities

Writer: Lucy Pilgrim

Meanwhile, a partnership office was established in Denmark three years ago, ensuring that the organisation’s global impact is sustainable and longlasting, and assisting with connection between the Global North and Global South.

“In 2023, THINK not only celebrated the milestone of a decade in business, but also the triumph of resilience, grit, and unwavering dedication,” introduces Trevor Mvundura, Executive Director and Country CEO of the company.

“We have contributed to reshaping the health sector in Africa and worldwide, and have left a permanent mark on the canvas of progress, empowering lives, lifting community spirits, and igniting the flames of inspiration through countless efforts.”

THINK’s work spans five central domains: community systems strengthening; education, capacity building, and training; technological advancement; research and clinical trials; and health system strengthening.

Although the organisation’s initial focus was on TB and HIV, it has expanded to address a wider spectrum of critical challenges related to planetary health, including mental wellbeing, digital health, and climate health.

THINK’s holistic approach spans prevention, treatment, and care, as well as developing new diagnostic tools, effective treatment regimens, improved vaccines, and innovative healthcare delivery approaches. This addresses the underlying detriments and risk factors that exacerbate health challenges.

“As a result of our work, the treatment of TB has been reduced from two years to six months, whilst three new drugs have been developed for adults and children, and WHO’s guidelines for TB treatment have been altered three times,” Mvundura proudly tells us.

CUTTING-EDGE SOLUTIONS

The rise of digitalisation in South African healthcare and the integration of technology

integration of technology into healthcare systems present myriad opportunities to improve the quality of care and accessibility of health services, particularly in regions underserved by conventional industry frameworks.

The streamlining of health systems via comprehensive digital health

infrastructures is increasingly important in understanding industry trends, including artificial intelligence (AI) and data analytics, which are being used to predict outbreaks and personalise patient care.

Furthermore, these technologies can help allocate resources more effectively, identifying

“WE HAVE CONTRIBUTED TO RESHAPING THE HEALTH SECTOR IN AFRICA AND WORLDWIDE, AND HAVE LEFT A PERMANENT MARK ON THE CANVAS OF PROGRESS, EMPOWERING LIVES, LIFTING COMMUNITY SPIRITS, AND IGNITING THE FLAMES OF INSPIRATION THROUGH COUNTLESS EFFORTS ”

TREVOR MVUNDURA, EXECUTIVE DIRECTOR AND COUNTRY CEO, THINK

at-risk populations and tailoring interventions to meet the specific needs of different communities.

However, the digitalisation of healthcare also presents immense challenges.

“Not everyone has equal access to the internet or digital devices, which can exacerbate existing health disparities. Additionally, ensuring the privacy and security of patient data in the digital realm is paramount to maintaining trust in digital health services,” Mvundura warns.

Therefore, as the organisation navigates digital transformation, its focus remains on leveraging technology to enhance public health and ensure nobody is left behind.

Additional challenges can be witnessed in the major gaps of the healthcare system that need addressing, as each patient needs

a different level of care depending on the stage of their illness.

“The healthcare cascade is like an onion; the first layer includes all the people who have TB, the second represents those who realise they need care, and the third represents those who get the right test and so

on. Then, you have the fourth and final layer in the centre of the onion representing the small segment of people cured of TB,” explains Mvundura.

To address the gaps in populations with varying stages of the condition, THINK has developed an innovative technological solution in the form of the Comprehensive Active TB Tracker (CATT), a software system designed to systematically tackle shortages in healthcare delivery.

Unlike traditional databases that rely on retrospective analysis, the CATT system serves as a real-time tool for healthcare providers to intervene as soon as viably possible. Although developed in SA, the technology has been used across the continent and in other long-term or chronic treatment cases.

As such, THINK’s innovative approach is building resilient

Trevor Mvundura and Dr Kristina Wallengren

THINK Head Office

THINKer at work

Dr Kristina Wallengren, AGM 2023

healthcare systems that deliver quality care and stand prepared for the challenges of pandemics and climate change, the effects of which have disrupted access to healthcare facilities in several districts where the company is active.

A SUCCINCT TECHNOLOGICAL ADVANTAGE

Alongside its capabilities in international R&D, THINK has spotted the untapped potential of the Metaverse as a platform for doing good, recognising its transformative capabilities beyond social media and gaming.

As an immersive digital environment, the Metaverse presents an ideal climate for building awareness and providing information in an engaging and captivating manner. Through THINK avatars, the organisation connects with younger generations, early adopters, and future users of social media platforms.

THINK’S FUTURE PLANS

Diversify funding sources –funding by attracting various investment streams across all areas of focus. This strategy is designed to ensure financial sustainability and enhance the capacity to make a meaningful impact.

Expand the THINK network –the company’s mission as it aims to expand its network by welcoming more affiliate organisations. This development will not only broaden THINK’s scope both regionally and globally, but also grow its collective ability to address public health challenges more effectively.

Broaden its project base –plans to develop its project base across all network countries. This initiative is pivotal in increasing its impact, enabling the company to touch more lives and foster healthier communities on a larger scale.

Align with UN Sustainable Development Goals (SDGs) – In the coming year, the company wishes to strengthen its alignment with and enhance reporting on UN SDGs. Thus, THINK aims to contribute more concretely to global efforts to promote well-being, ensure healthy lives, and foster sustainable development.

Mobile X-ray van

more effectively reach and support individuals in need with essential care and assistance,” expresses Mvundura. Moreover, by capturing the attention of potential collaborators in the technology, investment, and health industries, the organisation’s innovative Metaverse initiative is sure to leave a lasting impression.

Building upon its foundation of forward-thinking healthcare solutions, THINK places immense

importance on cultivating and maintaining robust relationships with tech firms.

It prioritises the alignment of vision and values when seeking partners, who are not just vendors but allies in its transformative public health landscape.

The organisation engages

in continuous dialogue and co-development initiatives with its tech partners and suppliers. Fostering a collaborative environment allows for the tailoring of technological solutions to meet the specific needs of its programmes and the unique challenges of the regions in which it operates.

Metaverse hoodie

THINKers

THINK patient

“We believe in growing together, which involves mutual investments in capacity building and knowledge sharing. This approach not only strengthens our suppliers’ understanding of the public health domain, but it also allows THINK to stay at the forefront of technological advancements,” reflects Mvundura.

Thus, through strategic partnerships with tech firms, THINK is able to leverage the latest in digital health and AI solutions to build resilient healthcare systems, tailor interventions to individual patient needs, and ultimately save more lives.

“The innovations developed through these collaborations not only improve immediate healthcare delivery but also bolster our preparedness for future crises.

“In essence, our relationships with

tech firms are not just important but indispensable to the mission of THINK, driving forward our vision of a healthier, more equitable world.”

INTEGRATING INNOVATIVE SOLUTIONS

In its commitment to harnessing technological innovation, two recent projects stand out as exemplars of THINK’s dedication to advancing public health through cutting-edge technology.

Funded by the United States Agency for International Development (USAID), the organisation’s first project comprises a mobile X-ray TB screening initiative that has shown recent promise.

By utilising mobile vans equipped with digital chest X-ray (DCXR) technology, this initiative aims to

THINK – AT A GLANCE

500,000 improved health and treatment journeys.

18,012 people screened with mobile digital X-rays in their local communities.

194 WHO countries have followed guidelines informed by the company’s clinical research.

467 facilities supported by THINK’s health system strengthening initiatives.

Hillcrest Clinic

identify TB cases earlier, especially in hard-to-reach areas. The mobile units are deployed based on the analysis of TB hotspots using geographic information system (GIS) technology, ensuring targeted and efficient screening efforts.

The second pivotal project is a data programme funded by a grant from the Bill & Melinda Gates Foundation, which explores the application of AI to bridge the data gap in healthcare decision-making, especially in low and middle-income countries (LMICs).

A significant aspect of this initiative is the establishment of THINK’s Digital Discovery Hub, which will serve as an AI and computer lab dedicated to

advancing the project through hybrid training sessions in programming for data managers and coordinators in SA and the broader sub-Saharan region.

Both projects exemplify the organisation’s commitment to integrating innovative solutions to meet the healthcare needs of underserved populations.

As it looks towards the future, THINK’s overarching goal remains steadfast – to maintain and enhance the quality of the services it currently provides to nearby communities.

In a nutshell, the organisation hopes to expand and diversify its operations and, in doing so, strives to amplify

its impact, support more vulnerable populations, and contribute to the global effort to improve public health outcomes.

“The journey ahead is filled with opportunities and challenges alike, and we are committed to navigating it with dedication, innovation, and collaboration at the forefront of our efforts,” concludes Mvundura.

Tel: +27 31 003 1817 info@think.org.za think.international

WORLD EARTH DAY

April 22nd 2024

COMBATTING CLIMATE CRISES

Against the backdrop of a widespread drought and threatened food security across Southern Africa, we explore why Earth Day 2024 is now more vital than ever and how organisations across the continent are doing their bit to help spread environmental awareness

Writer: Lucy Pilgrim

For over 50 years, nongovernmental organisations (NGOs) and companies have converged annually on Earth Day to evaluate their environmental impact and identify what steps can be taken to increase their green footprint.

The movement was first founded in 1970 when a large group of Americans came together to highlight the lack of environmental awareness, and the notable absence of legislature and a regulatory body to oversee the issues of global warming.

Today, it has progressed to become one of the largest civic events on the planet, as it highlights the importance of climate action in defiance of an increasingly global crisis. With a membership of over one billion organisations across 175 countries, it has become one of the most impactful worldwide sustainability movements.

Across Africa, Earth Day is viewed as particularly significant, as the continent is adversely impacted by climate change, facing challenges such as air pollution, ineffective waste management, deforestation, industrialisation, natural disasters, and much more.

The need for support to tackle environmental challenges is now more critical than ever before, as Southern Africa is currently

experiencing an extreme drought that is significantly threatening food supply and energy production across the continent.

TACKLING REAL WORLD PROBLEMS

The highly impactful drought sweeping across Southern Africa has been caused by the increasingly erratic El Niño weather event and the greater temperatures caused by climate change.

The former refers to the warming of the sea surface and above-average Pacific Ocean temperatures, creating widespread, debilitating problems.

In turn, weather patterns have been harshly disrupted, causing vital crop rotations to wither away and the waterways of the Zambezi, the longest east-flowing river in Africa, to dry up.

As a result, a huge proportion of the continent is suffering from detrimental drought, as areas across the Zambia, Zimbabwe, and Botswana border have endured their driest February in decades, according to the UN’s World Food Programme (WFP).

Coupled with the impact of the global climate crisis, El Niño is putting substantial pressure on food supplies in Africa, a continent that relies heavily on rainfed agriculture. The lack of rain during a critical phase of the crop cycle is therefore causing increased hunger and poverty.

It is estimated that nine million people will be impacted by the drought in Malawi, along with six million in Zambia, with both countries declaring a state of emergency in March.

If the impacts of the drought continue to worsen, Zimbabwe officials are also considering declaring a state of emergency, as a further 2.7 million people are at risk of hunger. This devasting emergency highlights the importance of the Earth Day cause to raise awareness for environmental issues such as African food security, as the continent navigates the challenges of the climate crisis.

ALLEVIATING ENVIRONMENTAL PRESSURES

On 22nd April, companies and NGOs are once again coming together to help tackle environmental challenges. For example, the recent drought across Southern Africa, and the subsequent impact on soil cultivation, has also widely affected cotton farming.

Therefore, in the run-up to the event, reputable researchers and representatives from Africa’s biggest cotton farming companies met at a summit in Tanzania, hosted by Cotton made in Africa (CmiA) and the African Cotton Foundation (ACF), to discuss industry developments.

Discussions at the conference centred around the latest scientific discoveries in climate change and biodiversity, and how this can elevate traditional knowledge of soil activation and cotton farming, to ensure that small agricultural businesses have a future in the industry and are able to tackle the impacts of the climate crisis.

In aid of efforts to combat deforestation, African cotton companies also aim to plant over 520,000 crop trees in CmiA cottongrowing regions by 2025.

Meanwhile, in South Africa, the Cape Town Environmental Education Trust (CTEET) is holding an abundance of initiatives on Earth Day, as it continues its mission to reconnect younger generations with nature and showcase the job opportunities available in the environmental sector.

This year, CTEET will highlight the value of South Africa’s biodiversity, introducing them to the cornucopia of species that live in Cape Town’s nature reserves.

Ultimately, as the continent navigates the turbulence caused by the climate crisis, Earth Day is a reminder of the vital work organisations can do to overcome environmental adversity and forge a better path for future generations, both in Africa and across the world.

IVORIAN MINING INDUSTRY SPOTLIGHT

Mining companies recognise the vast opportunities of Ivory Coast’s natural resources. As the economic powerhouse of Western Africa, the country is embracing its new-found potential

Writer: Rachel Carr | Project Manager: Alfie Wilson

Geologically blessed by Archaean and Paleoproterozoic terrains, the coastal regions of Ivory Coast are largely covered by a Mezozoic-Cenozoic sedimentary basin, with the rest of the country underlain by the Birimian Baoulé-Mossi domain.

Consequently, the country is renowned for its diverse mineral resources, which include gold, diamonds, manganese, bauxite, nickel, copper, cobalt, and iron ore.

Ivory Coast’s mining potential is exceptional, and the industry is increasing as a result. Moreover, the country is generally underexplored as it has not seen the same level of development as its neighbours. However, the number of

explorations and mines under construction or in operation is increasing yearly.

As one of the 10 fastest-growing economies in the world, promoting gold and other mineral exploitation is part of the Ivorian government’s strategic plan. Mining currently accounts for almost five percent of the country’s GDP and is set to become the second-most significant driver of economic growth after agriculture.

Over the last decade, the Ivorian mining industry has quadrupled its gold production and increased its manganese production 24-fold. The trend is still on an upward trajectory, as evidenced by the number of mining leviathans

currently operating in Ivory Coast. Indeed, Allied Gold, Endeavor, Barrick, and Fortuna Silver Mines now have substantial real estate positions in the country.

Gold is now a major industry, and the Tongon mine, for example, employs thousands of workers. The country is sitting on vast deposits of the precious metal, with the Yaouré mine alone estimated to contain at least 200 tonnes of gold.

Undeniably, Ivory Coast will reap the economic benefits of mining for decades. Thanks to a stable political climate, strong overall governance, and many untapped resource sites, the forecast for the country’s burgeoning mining industry is impressive.

INTERVIEW:

Striving to make mining an essential pillar of the Ivorian economy, the Professional Group of Miners of Côte d’Ivoire (GPMCI) is responsible for promoting the industry, advocating towards the government on behalf of its membership and ensuring proper community development plans and actions, as well as environmental rehabilitation plans, are implemented. We speak to its President, JeanClaude Diplo, about stakeholder engagement, government regulation, and prospects

Africa Outlook (AO): Firstly, could you talk us through the origins of GPMCI?

Jean-Claude Diplo, President (JCD): GPMCI was established in 2008 and became effective in 2011 with the primary goal of representing the mining body and advocating on behalf of the industry, which is still in its infancy. Not only does having a voice benefit the industry, but it is also good for the government and stakeholders to align from the beginning and ensure that we learn from others’ experiences and mistakes. We contribute to setting proper industry standards with regulations and legal frameworks that can

PROFESSIONAL GROUP OF MINERS OF CÔTE D’IVOIRE

provide a conducive environment for business.

AO: What do you find most exciting and challenging about the mining industry in Ivory Coast?

JCD: As a new country entering the industry, mining was a minor national priority a decade ago. Everybody was looking at the Western Africa platform, which was becoming the new Californian gold rush industry, so we saw an influx of cash coming into the region for exploration and Ivory Coast needed to take its share of such a dynamic sector.

It was critical during that time to set up appropriate rules and ensure that we captured and attracted real investment. Thus, we could suitably launch the industry and unlock its potential. From this perspective, it was an exciting time, but not without its challenges. When I recall 2010 and the subsequent years, it was a period of sociopolitical upheaval in Ivory Coast. The country

experienced a post-electoral crisis, and mining companies could not access the northern region.

It was necessary to cultivate a smart relationship with the government to facilitate mining operations. For example, during that tumultuous time, Randgold Resources was exploring its Tongon mine in the northern part of the country, and resources had to be moved across. Therefore, you need a smart and meaningful partnership with the government and other stakeholders, including communities and local authorities. We must be creative and imaginative to make it work while obeying industry standards and rules.

The second challenge was that Ivory Coast did not have proper mining legislation; therefore, we ran on codes established in 1995, which were set mainly for exploration purposes. However, the industry was moving from exploration into production, so proper regulations were essential. We came together with the government, and the Mines and Money Conference in London praised

the country for developing the best dialogue platform between the private and public sectors. Ivory Coast was also mentioned in the Financial Times as having reached the best mining codes in Africa.

Now, we’ve had the last decade to appreciate the impact of those codes as they have attracted a lot of mining investment into the country, and several mines were opened within that timeframe due to their quality.

The third challenge was building a human capital basis to endorse development and growth in the mining industry when Ivory Coast had limited mining engineers and technicians. Over the last decade, expatriates comprised up to 20 percent of the Ivorian mining workforce; today, it stands at around five percent, which tells you what we have achieved on this journey.

AO: Does GPMCI have any projects or events to highlight?

JCD: As the mining industry grows, there is increased awareness among communities and other stakeholders. Therefore, there is pressure that accompanies it, namely pressure from non-governmental organisations (NGOs) around the mining community worldwide, that forces mining companies to work with the best transparency principles. We are currently going through a new round

“WE HAVE BEEN WORKING ON EXTENDING LEARNING PLATFORMS TO DEVELOP HUMAN CAPABILITIES AND SKILLS TO SUPPORT THE MINING INDUSTRY’S GROWTH FOR THE NEXT GENERATION”

– JEAN-CLAUDE DIPLO, PRESIDENT, PROFESSIONAL GROUP OF MINERS OF CÔTE D’IVOIRE

of negotiations with the government to revise the mining codes and develop new legal frameworks.

We must assist the next generation with mining development in Ivory Coast, and this work has already started. Fortunately, the government has been listening and understanding enough to allow us to be involved in revising the mining codes and associated regulations.

The attractive tax regime we agreed with the government in 2014 has been slowly dismantled. High capital incentives are crucial, but international financial institutions have been pushing the government to impose

Consulting firm in business law tax and customs

JCW is a legal and tax consultancy firm.

JCW has been assisting several mining companies in the exploration and exploitation phases for several years.

In addition to mining companies, JCW also assists mining subcontracting companies.

We are based in Côte d’Ivoire. However, we also operate in Burkina Faso, Mali, Guinea Conakry, Niger, and the Democratic Republic of Congo through our local partners.

For the past 10 years, JCW has been an active member of the Groupement Professionnel des Miniers de Côte d’Ivoire (GPMCI).

We provide advice and support in the areas of business law, taxation and customs.

Our firm stands out for:

• The diverse experience of our managers.

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• Expertise in the variety and complexity of the work we do.

• Perfect knowledge of the business environment.

• The diversity of our clients’ business sectors.

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OBJECTIVES OF GPMCI

• Defending the interests of members.

• Promoting research and exploitation of Ivory Coast’s mineral resources.

• Developing cooperative relations between members and organisations.

• Raising public awareness of the importance of the mining industry.

• Promoting best current management practices.

• Facilitating an industry that respects the health and safety of people and communities.

restrictions on these incentives. We lost some fundamental items that are essential for financial model stability when running mining companies that are long-term and high-risk investments, but we are alerting the government that we are in danger of erasing the appeal of being among the best global mining investment destinations.

We have seen some issues emerge from government departments and communities; therefore, as part of revising the mining codes, we’ve agreed to set up a sizeable national constitution platform around the industry and address some of these problems with a few stakeholders. However, we will ensure that we remain on top of our game as one of the best industries in Africa in terms of balancing the interests of all key parties. We want communities to become permanent partners in our operations.

The challenge of responding to critical environmental issues, which are also of global concern, and keeping the government on board so Ivory Coast becomes the investment destination of choice are endorsed by GPMCI. We need to engage key stakeholders, so they understand how we influence public opinions and perceptions of the mining industry.

Addressing the challenges that come with specific and effective mining operations is imperative. There is minimal geological knowledge of the country’s potential because there hasn’t been much investment in exploration and underground potential to help investors make quick decisions, so we must take on that task ourselves, but we are also trying to get the government to accept the challenge.

We have been working on extending learning platforms to develop human capabilities and skills to support the mining industry’s growth for the next generation. GPMCI is involved with many universities in Ivory Coast, and we are also working with vocational training institutions. We contribute to providing assistance and equipment, and a few people support this around the country, including the Minister of Vocational and Technical Training.

Most developed countries have a geological platform with advanced knowledge of mining potential, which helps investors make quick decisions and cut exploration costs, so that is another issue we need the government to work on. Artisan mining is affecting the industry, and there is an ongoing discussion about how we can have a smarter approach that allows for collaboration between small-scale and large-scale mining operations and how we can align regulations accordingly.

AO: How significant is the mining industry’s contribution to Ivory Coast’s socioeconomic development and growth?

JCD: We have been trying to assess the impact mining has on the country, and recently engaged with a firm to assist us in this. We’ve gone from contributing less than 1.5 percent to GDP to around 4.5 percent, but the goal is to reach six percent by 2030.

GDP is one way to look at the macroaggregates of the economy; we are more interested in the micro details. This is where we assess the impact of mining on people’s living conditions. Currently, around 10 gold mines are operating in the country, with only a few manganese mines in operation, so we are talking about less than 15 effective operations in every region where the mining industry is ongoing.

Over the last 10 years, we have created around 20,000 jobs in Ivory Coast, accounting for significant economic

The most advanced technology to reduce the total cost of operation (TCO) and improve productivity

Energy consumption optimisation to generate savings and productivity

MAXAM is a global technology company, specialised in the design, development, manufacturing, and application of energetic materials (Civil Explosives) with a worldwide presence.

In Africa, we have a strong footprint and are proud to serve and create value for more than 20 mining operations in the continent with clear commitment to deliver the best TCO - based on key pillars

• People: More than 700 talented and committed people with full respect of high standards

• Product Technology: Rioflex, high energy and premium Watergel explosives

• X-Energy: Energy optimisation and integrated Blasting Service Technologies that deliver the right selective energy where it’s required

• Reliable supply: Thanks to our regional and worldwide footprint

“NOT ONLY DOES HAVING A VOICE BENEFIT THE INDUSTRY, BUT IT IS ALSO GOOD FOR THE GOVERNMENT AND STAKEHOLDERS TO ALIGN FROM THE BEGINNING AND ENSURE THAT WE LEARN FROM OTHERS’ EXPERIENCES AND MISTAKES”

–

JEAN-CLAUDE DIPLO, PRESIDENT, PROFESSIONAL GROUP OF MINERS OF CÔTE D’IVOIRE

Indaba conference in Cape Town earlier this year. It was a sign from the industry because it was the first time we had a mining minister dedicating all their time to the conference. Mining Indaba is the industry’s largest fair on the continent, so the government’s message was one of optimism – Ivory Coast is here to become a key player.

Looking at the geological potential, everyone will tell you that Birimian rocks cover most countries in Western Africa, so the sky is the limit for the margin to grow.

My message to the government is the more serious they are about setting up the legal framework, the more incentive we must improve the mining industry.

growth. A decade ago, the only mining-dedicated university in the country was producing around 20 to 25 engineers per year, against roughly 60 engineers per year as of 2022. A few other universities dedicated to mining have now opened because of the opportunity that has developed.

AO: How do you see Ivorian mining developing over the next five years, and are you optimistic about its future?

JCD: I am highly optimistic, going by the latest Mining

AO: What goals and priorities does GPMCI have for the upcoming years?

JCD: We are prioritising setting up an investment fund that will belong to the mining industry workforce, as part of the local content regulation trend underway by the government. A feasibility study is underway in this regard. The idea is to enable the workforce to become part of the investment base supporting the development of the industry.

Additionally, we would like to improve the participation of women in mining, which is currently a challenge. One

•

•

Since

of the drivers of my actions during this mandate is a focus on gender. I am personally concerned about gender orientation as I am a member of the HeForShe Mines Association Côte d’Ivoire – a United Nations (UN) global solidarity movement for gender promotion. We are in a position to influence laws, regulations, contracts, and working conditions for women.

Less than 10 percent of Ivory Coast’s mining industry is comprised of women, whereas they represent half of our national community. We are losing a massive opportunity as the potential of women isn’t being utilised, so my point is, why wouldn’t we bring them into the mining industry? GPMCI has a group of female employees that act as ambassadors, touring grammar schools and colleges, spreading the word to young girls, and encouraging them to embrace a career in mining.

Tel: (225) 27 22 403 966 info@chambredesmines.org www.chambredesmines.org

Providing drilling services across Africa

Despite a backdrop challenges, demonstrates enduring

SPOTLIGHT ON SOUTH AFRICAN CHEMICALS

backdrop of considerable socioeconomic challenges, South Africa’s chemicals industry enduring resilience as it continues to grow

Writer: Lily Sawyer | Project Manager: Joseph Perfitt

Having historically capitalised on its abundant indigenous mineral resources, South Africa is today considered the most developed economy on the African continent.

Contributing to this is a diversified and highly mature chemicals industry, which accounts for around 25 percent of manufacturing sales.

The chemicals industry was initially founded in the late 19th century to meet the needs of an expanding mining sector. Its ample coal supplies are vital to the petrochemical supply chain.

Despite relative seclusion from global markets pre-1990 due to an isolationist apartheid philosophy, the three decades since have seen the South African chemicals industry thrive and experience a steady upward growth trajectory

However, this success has not come without its challenges. Of late, load shedding, water supply issues, infrastructure constraints, and potential gas shortages have combined to present the South African investment climate as potentially a challenge. As such, the industry at large currently depends on chemical imports to sustain it.

Having said this, the country’s primary and secondary chemical sectors, dominated by influential South African companies such as Sasol, African Explosives and Chemical Industries (AECI), and Omnia Group, have recently expanded their interests in niche tertiary products, especially those with export potential.

It is hoped that an increased focus on manufacturing key chemicals and tertiary products locally will help reduce dependence on imports and improve the overall competitiveness of the sector.

In addition, emerging trends and opportunities in new chemical materials, hydrogen, shale gas, fluorspar beneficiation, and the manufacturing of titanium oxide pigments and fine chemicals all present exciting and realistic prospects for the continued growth of the South African chemicals industry.

These developments, alongside government initiatives such as the African Free Trade Area, introduced in 2021 to bolster employment opportunities and long-term economic growth on the continent, combine to facilitate a bright future for the South African chemicals industry.

CHEMICAL AND ALLIED INDUSTRIES’ ASSOCIATION INTERVIEW:

The Chemical and Allied Industries’ Association primarily seeks to boost productivity and competitiveness within the South African chemicals industry. As a multifaceted organisation, it is also concerned with the continued improvement of health, safety, and environmental considerations within the global chemicals market. Deidre Penfold, Executive Director, tells us more

Africa Outlook (AO): Firstly, could you talk us through the origins and primary goals of the Chemical and Allied Industries’ Association?

Deidre Penfold, Executive Director (DP): The Chemical and Allied Industries’ Association (CAIA) was established in 1993, though its origins can be traced back to the Transvaal Manufacturers’ Association, which was formed over 60 years ago.

CAIA is a non-profit company in South Africa that represents the entire chemical value chain and has a longstanding history of delivering success. Its vision is to ensure the sound management of chemicals throughout their lifecycle.

It is committed to promoting the provision of sustainable, safe, and resource-efficient solutions that foster growth and safeguard future generations.

The organisation plays a prominent role in advocating the chemicals industry. It continuously engages in and makes submissions on legislation, policy, and regulations in the interests of the chemicals and related industries in South Africa.

In addition, CAIA actively participates in the global Responsible Care® initiative, which demonstrates its members’ commitment to excellence.

Responsible Care® is a recognised global voluntary programme that promotes the implementation of health, safety, security, and environment (HSSE) performance standards beyond the country’s existing legislation and policies.

This initiative aims to ensure that the chemicals industry is recognised by all stakeholders as responsible and beneficial to society, while remaining open, honest, accountable, and credible in all its dealings.

High-quality workshops, webinars, and seminars are offered, including various committees and fora that provide members with the opportunity to network and share information and best practices.

The association participates actively in regional and international meetings to raise industry awareness and contribute to regional and global discussions.

CAIA is a member of the International Council of Chemical Associations (ICCA) and their various leadership groups, the International Chamber of Commerce (ICC), the Organisation for the Prohibition of Chemical Weapons (OPCW), and is affiliated with the United Nations Environment Programme (UNEP).

Attendance of various conventions such as Basel, Stockholm, and Rotterdam, the Montreal Protocol, and an international legally binding instrument on plastics pollution, including in the marine environment, demonstrates CAIA’s global outreach.

In addition, its involvement in the International Conference of Chemicals Management (ICCM), now

renamed the Global Chemicals Framework, is critical for expressing the industry’s viewpoint and promoting due diligence involving relative subject matters.

AO: What is your current take on the chemical and allied industries in South Africa? Is it a particularly exciting or challenging environment to work in?

DP: The environment is very challenging, given that South Africa does not currently present itself as a businessfriendly destination.

The areas of concern relate to the unstable supply of electricity, potential gas shortages, water challenges, infrastructure constraints, and problems at the ports of entry. These issues result in the manufacturing sector not competing in the global market, with the majority of feedstock being imported by South African companies.

CAIA MEMBERSHIP TYPES

There are four different categories of CAIA membership, namely:

• Full members: Chemical companies that are signatories to Responsible Care® and manufacture, trade, distribute, and/or warehouse chemicals.

• Associate members: Companies that are signatories to the initiative, including hauliers, waste managers, and spill responders.

• Affiliate members: Organisations and individuals that are not signatories to Responsible Care®, including companies that store, handle, and/or transport chemicals, as well as academic institutions, media, consultants, vessel reconditioners, other associations, and those in R&D.

• SQAS-AFRICA user group members: Logistics service providers (LSPs) that are not members of CAIA and not signatories to Responsible Care®.

World Forum Building, The Hague, Netherlands

Commercial cross-border transport of bulk liquids

Firstly, please introduce us to Zimbulk Tankers with an overview of your main products and services, locations, and client base.

Zimbulk Tankers operates a fleet of specialised tankers designed for the transportation of various bulk liquids, including chemical and petroleum products. We offer a comprehensive logistics solution including route planning, scheduling, and cargo management services to ensure efficient and timely delivery of cargo to the customer’s destination. We operate across various regions, serving both domestic and over-border customers. We have set up depots strategically in RSA, Zimbabwe, and Zambia to provide local support, customer service and logistics coordination and giving us easy and quick access to load from the various SADC ports. We service the diverse needs of clients from the Chemical, Petroleum and Mining Industries both locally and across the SADC region including the DRC.

Could you outline Zimbulk Tankers’ core values and commitments?

Certainly! Zimbulk prides itself on its core values and commitments, which form the foundation of its operations and guide its business practices. Some of the Key values and commitments of Zimbulk are:

Safety: Zimbulk places the highest priority on the safety of its employees, contractors, the environment, and the communities in which it operates. The company adheres to stringent safety protocols and invests

in ongoing training and development to maintain a culture of safety excellence.

Reliability: Zimbulk Tankers is committed to delivering reliable and efficient transport solutions to its clients. Through meticulous planning, rigorous maintenance of its fleet, and adherence to schedules, the company ensures on-time delivery and consistency in service quality.

Quality service: We provide exceptional service to our clients, meeting their unique needs and exceeding their expectations. The company emphasises responsiveness, flexibility, and proactive communication to ensure a seamless and satisfying customer experience.

Integrity and Ethical Conduct: Zimbulk Tankers conducts its business with the utmost integrity and ethical standards. The company operates transparently, fosters trust and respect in all relationships, and upholds the principles of honesty, fairness, and accountability.

Employee Empowerment: Our employees are our most valuable assets and are committed to fostering a supportive and inclusive work environment. The company promotes employee growth, encourages collaboration, and recognises and rewards achievements.

Social Responsibility: Zimbulk Tankers actively engages with the communities in which it operates, contributing to social development initiatives and fostering positive relationships. The company strives to be a responsible corporate citizen, making meaningful contributions to the well-being of society.

What do Zimbulk Tankers’ safety and sustainability certifications demonstrate about the company’s safety status?

By complying with these internationally recognised standards, Zimbulk Tankers shows its dedication to delivering safe, reliable, and environmentally friendly services to its customers and stakeholders.

It also demonstrates the company’s commitment to maintaining the highest standards of safety, environmental responsibility, and operational excellence. These certifications also serve as tangible evidence of the company’s efforts to ensure the safety of its operations, protect the environment, and promote sustainable practices.

Zimbulk Tankers continually strives to ensure that every staff member acts responsibly and takes appropriate care in relation to the quality-of-service delivery, their own and others’ safety, health, security and protecting the environment, including any other person who may be affected by his/her actions at work.

Zimbulk Tankers was extremely honoured to have been awarded recently with the prestigious Chemical & Allied Industries’ Association (CAIA) 2023 Responsible Care® Logistics Service Provider of the year award.

CAIA’s Responsible Care® is the chemical industry’s own, unique, global initiative - a voluntary programme that helps it to raise its standards and win greater trust from the public.

The Responsible Care® initiative is essential in the reduction and elimination of risks and to the implementation of sustainable development. In terms of international trade and the standards demanded regarding safety, health and environmental practices, it is a strategy for survival and growth, and for maintaining a competitive advantage.

Finally, could you outline your key priorities, targets, goals etc. for the year ahead?

Safety First: Continuously prioritise and enhance safety measures across all operations, aiming for zero accidents or incidents. Implement regular safety drills, training programmes, and audits to maintain a culture of safety excellence.

Environmental Sustainability: Set targets for reducing carbon emissions, minimising environmental impact, and promoting eco-friendly practices.

Operational Efficiency: Streamline operational processes, optimise fleet performance, and reduce costs through efficient fuel consumption, route planning, and cargo handling. Set targets for improving operational efficiency metrics such as fleet turnaround time and fuel consumption.

Customer Satisfaction: Focus on exceeding customer expectations by providing exceptional service, timely communication, and tailored solutions to meet their specific needs.

Employee Development: Invest in employee training, development, and well-being to enhance skills, boost morale, and foster a culture of teamwork and innovation. Set goals for employee satisfaction, retention rates, and professional growth opportunities.

Financial Performance: Set financial targets for revenue growth, profitability, and cost control. Monitor key financial indicators such as operating margins, cash flow, and return on investment to ensure sustainable business growth and financial stability.

Community Engagement: Strengthen relationships with local communities, industry stakeholders, and regulatory authorities through proactive engagement, corporate social responsibility initiatives, and transparent communication. Set goals for contributing to community development projects, promoting maritime safety awareness, and fostering positive relationships with stakeholders.

By aligning with these priorities and setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) targets, we can chart a course for success and drive continuous improvement in our operations and performance.

AO: Who is CAIA membership open to, and what are the key benefits of membership?

DP: CAIA represents companies throughout the chemical value chain. Members are small, medium, and large companies drawn from base chemicals, fertilisers, plastics in primary form, pesticides and other agricultural products, explosives, and speciality chemicals. These companies, which include multinationals, improve the health, safety, security, and productivity of products to enhance quality of life.

CAIA’s members form one of the most active networks of the business community in South Africa, complemented by partnerships with government and other industry associations that represent various sectors in the chemicals value chain.

Benefits of CAIA membership include opportunities to meet with the government through advocacy activities and events; support on occupational health and safety (OHS) and environmental guidelines; assistance in upskilling employees through CAIA training courses; representation at the South African Bureau of Standards (SABS); access to key business information and regulatory alerts; maximum legal compliance at minimum cost through seminars and workshops; and sharing industry best practices.

AO: How does CAIA seek to promote the sustainability of the chemicals industry in South Africa?

DP: CAIA members commit to the Responsible Care® initiative’s guiding principles and codes of management

RESPONSIBLE CARE®

Responsible Care® is both an ethical framework and a set of programme elements intended to drive excellence that has been implemented in over 60 countries globally.

CAIA became the custodian of the initiative in South Africa in 1994. Some of the benefits of successfully implementing Responsible Care® include:

• Improved operational efficiency and overall economic performance.

• Reduced emissions and process safety incidents, as well as other potentially tragic events.

• Improved safety for employees and communities.

• Increased credibility, liability protection, and government recognition.

• Protected public licences to operate.

• Continued provision of products by industry to address societal challenges and improve people’s lives.

• Perceived lower risks by investors when making buying or selling decisions.

• Improved corporate brand image and value.

• Enhanced lender confidence and access to lower interest rates.

• Reduced regulatory attention from authorities.

practice, covering all aspects of their businesses and product lifecycles, leading to safer and more sustainable products and processes.

Chemistry plays an essential role in driving progress across the three dimensions of sustainable development (environmental, social, and economic), whilst helping to address the world’s most pressing sustainability challenges.

Responsible Care® enables chemical and related industries to foster sustainable development practices, community relationships, and a culture of continuous improvement.

CAIA members have committed to transparency and improvement processes, in which companies are measured against key performance indicators (KPIs) such as emissions and waste output, water and electricity usage, transportation capabilities, and health and safety processes. The data provided by companies aligns with the UN’s Sustainable Development Goals (SDGs).

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Established in 1999, Freightworx stands as a distinguished family enterprise with a robust presence across the African continent. Our extensive expertise, spanning a century of combined experience in the logistics industry, is dedicated to delivering exceptional service and peace of mind to our clients.

Whether it involves warehousing, crating or the transportation of cargo via air, road, or sea, our commitment to excellence is unwavering.

With comprehensive insurance coverage offered per load, coupled with adherence to SQAS and CAIA international standards, we ensure the utmost safety and security of your valuable shipments.

With a global reach and representation in key markets, backed by our own fleet of vehicles and affiliation with IATA, we offer competitive rates for all import and export destinations.

Moreover, as a proudly 100% female-owned and operated enterprise, we are committed to fostering diversity and inclusivity while contributing as a compliant BBBEE participant.

Through its ICCA membership, the association is committed to promoting progress towards the UN’s SDGs. From basic needs such as clean water, to innovative technologies related to clean energy, process safety, and climate change, CAIA and its members are indeed at the forefront of sustainable development solutions.

AO: How extensively is CAIA involved in contributing, advising, and commenting on policy, legislation, and regulatory frameworks which may affect the chemicals industry?

DP: CAIA is a strong lobbyist in the advocacy space, influencing, shaping, and engaging in current and proposed legislation, policy, regulations, and standards that affect the entire chemical value chain.

It presents its submissions before the South African parliament, the highest national decision-making body.

AO: How do you see the chemical and allied industries developing in South Africa over the next five years?

DP: The manufacturing sector of the value chain is likely to shrink in South Africa if the economic conditions don’t improve and the country does not become more competitive globally.

However, there are niche industries setting up, allowing smaller businesses to grow within the sector.

With regards to the management of chemicals and the waste sector, growth is expected to continue in the next five years.

CAIA provides training on a variety of topics that are presented to companies and government departments as tailor-made to address their specific needs, thus expanding the industry’s overall footprint.

In addition, the Safety and Quality Assessment for Sustainability (SQAS) management system is a globally recognised assessment system that evaluates the HSSE, quality, and corporate social responsibility (CSR) aspects of LSPs to achieve supply chain excellence.

In 2017, CAIA launched SQAS-AFRICA, which is available across the continent. With this assessment system in place, chemical companies will be able to manage and improve the performance of LSPs entrusted to the company for the transportation of their products.

The development and implementation of sound chemical management systems within African countries is key to promoting the chemicals sector as a responsible industry that provides a wide range of benefits to all areas of the economy.

AO: Finally, what are CAIA’s key priorities to continue representing the chemical and allied industries in South Africa?

DP: To provide sound management of chemicals throughout their lifecycle, raise and promote the profile of the chemical supply chain and its vital role in society, and provide training and awareness in the form of events and practical interactions to showcase the chemical and related industries.

We will continue lobbying and advocating agreed-upon positions, policies, and legislation in the interests of the chemical supply chain to ensure that regulations, policies, and standards are realistic and implementable.

Our actions will fortify the safe management of chemicals and ensure that the government has the requisite capacity, skills, and tools to drive and monitor implementation.

We support our members to trade nationally, regionally, and globally in an economically viable and sustainable environment, whilst engaging in relevant national, regional, and international events.

CHEMICAL AND ALLIED INDUSTRIES’ ASSOCIATION

Tel: +27 11 327 6547 caia@caia.co.za www.caia.co.za

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SPOTLIGHT ON THE SOUTH AFRICAN PETROLEUM INDUSTRY

The South African liquid fuels industry has become an economic powerhouse. We take a deep dive into this eminent industry and how it is continuing to drive the nation’s economy on a robust and sustainable level

Writer: Lauren Kania | Project Manager: Deane Anderton

SAPIA’S VISION AND MISSION

VISION: TO BE A RESPECTED, REPUTABLE, AND VALUEADDING INDUSTRY ASSOCIATION.

MISSION: WORKING TOGETHER WITHIN THE PETROLEUM INDUSTRY TO PROMOTE INCLUSIVE SOCIOECONOMIC GROWTH.

Located on the southernmost tip of Africa and regarded as a hotspot of biodiversity boasting some of the most diverse plant and animal life around the globe, South Africa is one of the most sought-after locations for tourists and entrepreneurs alike.

In addition to the miles of turquoise coasts, lush winelands, and jagged cliffs that characterise the landscape for many, South Africa boasts a strong and consistently growing economy.

While the country’s economic history has been mostly focused on mining and agriculture, there has been a steady shift towards new industries, highlighted by significant growth, high profitability, and low consolidation.

The petroleum industry, which is one of the most influential sectors across the world, plays a major role in the South African economy.

In response to its unparalleled importance, the South African Petroleum Industry Association (SAPIA) was established in 1994 under the auspices of former President, Nelson Mandela, in order to represent the collective interests of the South African liquid fuels industry and guide it into a new era of prosperity and collectiveness.

The association plays a strategic role in addressing a range of common issues relating to the refining, distributing, and marketing of petroleum products, as well as promoting the industry’s environmental and socioeconomic progress. By proactively engaging with key stakeholders, providing research information and expert advice, and communicating the industry’s views to the government, the public, and the media, SAPIA has successfully fulfilled this role for three decades. The association continues to lead the way for the future of the sector.

Headquartered in Johannesburg and overseen by a board of governors from the member companies, SAPIA is a voluntary trade association that represents its members on common interest issues in the petroleum industry.

With important values that encapsulate the foundation of the association, including partnership, integrity, transparency, sustainability, and transformation, SAPIA prides itself on being a trusted partner within the petroleum sector for unions, associations, the government, and citizens.

SOUTH AFRICAN PETROLEUM INDUSTRY ASSOCIATION INTERVIEW:

Avhapfani (Fani) Tshifularo, Executive Director of the South African Petroleum Industry Association, provides us with an insight into the organisation’s long-standing history and efforts to usher South Africa’s vital liquid fuels industry into a new era

Tasked with the monumental responsibility of representing the collective interests of the South African petroleum industry, SAPIA aims to ensure that all interested parties clearly understand the contribution that the industry makes to the socioeconomic development of the country, and assist them accordingly.

The association’s strategic objectives include understanding its stakeholders’ needs; providing expert information and assistance to stakeholders; contributing to policy formulation and implementation; promoting industry transformation, health, safety, security, and environmental (HSSE) leadership, and a fair regulatory framework for all; facilitating security of supply; and enhancing the reputation of the industry by communicating its contribution to socioeconomic progress.

Celebrating its 30th anniversary in July 2024 - the same year that South Africa celebrates three decades of freedom and democracy - SAPIA is looking towards the future of the industry with optimism and expectations of further advancement and collaboration with its many petroleum industry members.

Africa Outlook (AO): Firstly, could you discuss the origins of SAPIA – when was it founded, and what was its initial vision?

Avhapfani (Fani) Tshifularo, Executive Director (AT): SAPIA was founded in 1994 with the primary purpose of representing the interests of the oil industry. Initially, it comprised five founding members: BP, Caltex, Engen Petroleum, Shell, and Total. Notably, PetroSA and Sasol were not part of the original founding group because the original five were compelled to enter into supply agreements with the latter two due to the structure of the industry at the time. Accordingly, the interests of these groups would not be aligned.

However, in the early 2000s, both PetroSA and Sasol joined SAPIA, further expanding and strengthening the association. Over the subsequent decade, SAPIA expanded its membership to include other smaller wholesalers and liquefied petroleum gas (LPG) marketers. Today, SAPIA plays a pivotal role in advocating for the collective interests of the South African liquid fuels industry. Its mission is to foster inclusive socioeconomic growth within the sector.

AO: What is your current take on oil production and exploration in South Africa?

AT: SAPIA primarily focuses on representing the downstream interests of oil companies and seldom comments on upstream activities. Nevertheless, we recognise that the current landscape presents challenges

in terms of an insufficient regulatory framework to promote oil production and exploration.

A compelling comparison can be drawn with Namibia and Mozambique, both of which have made significant strides in upstream developments. Regrettably, South Africa lags behind in this regard. It is imperative that we address these disparities and work collaboratively to enhance our nation’s position in the oil and gas industry.

AO: With the association’s 30th anniversary coming up, how has SAPIA seen the industry evolve over the years, and how do you see the South African energy sector developing over the future?

AT: The restructuring of the liquid fuels industry was largely outlined in the energy white paper published in 1998. This document envisioned three phases to be completed before achieving full deregulation of the industry. The first phase included several key objectives:

1. Sustainable representation: Ensuring the sustainable presence, ownership, and control by historically disadvantaged South Africans in approximately a quarter of all facets of the liquid fuels industry. This goal was achieved by adopting the Liquid Fuels Charter in the early 2000s, and subsequently incorporated into law via amendments to the Petroleum Products Act.

2. Synfuels arrangements: Facilitating arrangements between synfuels producers and marketers of crude oil-based fuels to uplift and market synfuels. This objective has also been successfully met.

3. Legislation implementation: Introducing legislation to give effect to the cornerstones of government policy, including protecting “full service” and the equitable participation of small businesses in the industry. The Petroleum Products Act underwent amendments in 2003 and again in 2005 to achieve these aims.

4. Institutional capacity and regulation: Establishing suitable institutional capacity and implementing measures to license and regulate oil and liquid fuel pipelines, and potentially storage facilities if deemed necessary. This milestone was accomplished through the adoption of the Petroleum Pipelines Act and establishment of the National Energy Regulator of South Africa (NERSA), responsible for regulating pipelines and storage facilities, excluding electricity.

In summary, synthetic producers have significantly evolved from mere product suppliers to active market participants over the intervening period. Additionally, we’ve witnessed the growth of smaller independent marketers of petroleum products, often operating in specific areas, as well as the implementation of rational price regulation for petroleum products.

“TODAY, SAPIA PLAYS A PIVOTAL ROLE IN ADVOCATING FOR THE COLLECTIVE INTERESTS OF THE SOUTH AFRICAN LIQUID FUELS INDUSTRY. ITS MISSION IS TO FOSTER INCLUSIVE SOCIOECONOMIC GROWTH WITHIN THE SECTOR”

–

AVHAPFANI TSHIFULARO, EXECUTIVE DIRECTOR, SOUTH AFRICAN PETROLEUM INDUSTRY ASSOCIATIO N

Energizing Africa’s Future:

Oryx Gas South Africa’s Commitment to Accessibility and Affordability

In the dynamic landscape of South Africa’s energy sector, Oryx Gas South Africa (OGSA), a subsidiary of the Oryx Energies Group has over a decade of serving the nation’s energy needs. Oryx Gas South Africa has established itself as a major player in the distribution of Liquefied Petroleum Gas (LPG) and has also become a symbol of reliability, accessibility, and versatility.

OGSA is committed to revolutionizing the energy landscape by delivering innovative, efficient, and environmentally responsible solutions to customers and consumers across the region. The company’s portfolio encompasses a wide array of LPG services, ranging from bulk supply, cylinder distribution, aerosol supplies, and wholesale services, catering to diverse needs with accessibility and convenience at the forefront. Aligned to the government’s ambitious plan to double LPG demand within the next five years, OGSA is at the forefront of initiatives aimed at enhancing accessibility and affordability of LPG within communities. By strategically locating its depots in key regions throughout South Africa, OGSA ensures efficient distribution not only within the country but also to neighboring Southern African countries, driving energy accessibility across the region.

OGSA’s journey is marked by significant milestones and successes, reflecting its profound impact on industry.

As one of the major suppliers of LPG in the market, OGSA has continually expanded its offerings to meet the evolving needs of its customers. Its commitment to excellence and safety is underscored by its Triple ISO Certification (9001, 14001, and 45001), ensuring the highest standards of quality and compliance across all operations.

At OGSA, sustainability is not just a buzzword; it’s a guiding principle embedded in every aspect of our business. Recognizing the urgent need to address environmental challenges, OGSA has implemented a range of initiatives aimed at promoting Environmental, Social, and Governance (ESG) practices. From community engagements to ESG initiatives, we are committed to fostering a culture of environmental responsibility and sustainable development. Beyond its core business activities, OGSA exemplifies its commitment to social responsibility through meaningful community engagement. The company has made significant contributions by donating libraries to underprivileged schools, thereby enriching educational opportunities and fostering a culture of learning among South Africa’s youth.

OGSA takes pride in its collaboration with industry-leading organizations such as the South African Petroleum Industry Association (SAPIA), World Liquid Gas Association (WLGA) and Liquid Petroleum Gas of South Africa Association (LPGSA). These partnerships not only drive collective growth and innovation within the sector but also enable us to stay at the forefront of industry trends and best practices. Our journey is a testament to our commitment to energizing South Africa’s future through innovation, accessibility, and affordability. As we continue to pioneer new pathways in the energy sector, we remain dedicated to shaping a brighter future for generations to come.

For more information on Oryx Energies and its initiatives, visit Oryx Energies South Africa’s website or follow them on Instagram and Facebook.

Initially, this involved replacing the In Bond Landed Cost (IBLC) with the Basic Fuel Price (BFP), better reflecting market conditions. Subsequently, after several years, the Regulatory Accounting System was introduced to determine permissible margins through the petrol value chain, downstream of refining and importation. Despite these challenges, the market does evolve over time, which means regular review of price regulation is essential to ensure fairness to consumers and marketers.

Getting back to the Energy White Paper of 2018, two further stages were envisaged that provided for market forces to set prices; in effect, price deregulation of the industry, and then finally a post-deregulation phase that would be characterised by government monitoring to address any issues and provide corrective action if required. However, in terms of transitioning to cleaner energy, especially for road transport, South Africa lags behind. Several factors contribute to this situation, including the spending power of South Africans and infrastructure development.

Consequentially, liquid fuels will continue to dominate the South African market for years to come, maintaining

its role as the primary source of transportation energy. Meanwhile, the landscape of transportation energy remains dynamic, with original equipment manufacturers (OEMs) exploring various avenues such as electric vehicles (EVs), hybrids, hydrogen development, biofuels, and other green energy sources like ammonia.

AO: Can you outline your strategy map and what it entails for the collective interests of the South African petroleum industry?

AT: The strategy map outlines several goals for SAPIA, identifying key stakeholders and defining internal processes to achieve the vision and mission of the association. These goals encompass issues such as promoting transformation, ensuring security of supply, and establishing a fair pricing framework. Our internal processes involve gathering information and facilitating the exchange of relevant data within the bounds of competition law. This enables us to position ourselves effectively regarding key aspects that impact the liquid fuels industry.

In terms of price regulation, our objective is to promote a fair price regulatory framework. This benefits all stakeholders, including the government, the general industry, consumers, and the liquid fuels industry. In practical terms, we engage with individual members regularly to ensure that the pricing framework accurately reflects market conditions. If this is not the case, we advocate for necessary changes through government lobbying.

When the price of petroleum products surged following the invasion of Ukraine, the government decided to reduce the 15 percent freight premium to lower fuel prices. However, it’s essential to recognise that the freight premium was initially implemented for a specific reason. The cost of freight to South Africa is higher due to insufficient petroleum product trade in the region. That is, ships sailing south are often full of fuel for two weeks and return empty, unlike other regions with active trade, such as the North Sea, the Mediterranean, or the Arab Gulf, where ships do not find themselves unutilised to this extent.

Consequently, importers were unable to recover their costs. Through effective lobbying, the necessary amendments were made to ensure that the freight element is accurately reflected in the BFP.

AO: How does SAPIA play a strategic role in promoting the industry’s environmental and socioeconomic progress?

AT: SAPIA maintains several committees with specific focuses. One of these includes the HSSE committee, sharing best practices and insights to achieve the ambitious goal of zero harm. Additionally, we have a dedicated transformation committee that focuses solely on industry efforts. Its mission is to ensure that government regulations accurately reflect the realities of our industry.

Beyond these collective efforts, individual companies within the sector undertake their own socially-oriented

projects and initiatives. These programmes span a wide range of activities, including education, female empowerment, poverty alleviation, and environmental conservation.

AO: Finally, what are SAPIA’s key priorities in order to continue promoting inclusive socioeconomic growth within the country?

AT: Our priorities are as follows:

1. Maintain a strong HSSE focus: We will continue to prioritise HSSE to ensure the provision of a clean and sustainable environment.

2. Fair price regulation: Our commitment is to establish price regulations that are equitable for both consumers and liquid fuel suppliers. Overcharging consumers is detrimental to their wellbeing and can hinder economic growth. Conversely, undercharging consumers jeopardises the industry’s stability, threatening the security of supply and overall economic growth.

3. Contributing to the energy transition: We actively participate in the ongoing energy transition, aiming for a just and balanced shift towards cleaner and more sustainable energy sources.

https://www.sapia.org.za/

AFRICA OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.

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

We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across our digital 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, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

Delivering Excellence Beyond Exception™

Pattern Matched Technologies™ is committed to reaching one billion people across Africa on reverse billed data. We find out more with the product development company’s executive team

Writer: Jack Salter | Project Manager: Thomas Arnold

As the CEO of Pattern Matched Technologies™ (PMT™) for the last 15 years, Markus Schorn (MS) has had the privilege to be part of creating and morphing the vision of the company.

“In the case of PMT™, the common vision and mission has been incredibly consistent – that through the careful and ethical use of technology, the lives of billions of people can be irrevocably improved,” he opens.

The idea of financial inclusion has been bandied about for decades when looking at any developing country.

Even South Africa was seen in this light in terms of banking its citizens

About PMT™

and enabling ecosystems that empower individuals to create and accelerate their capacity to originate and consume financial instruments and services, including transactional accounts and more meaningful use of their mobile devices.

“Technology should never represent more than 15 percent of the solution cost, and to be effective, should be as transparent and frictionless to the owner and user of the technology platform in every way possible” – MS

PMT™ is a product development company that was founded over two decades ago.

Built with a key focus on delivering innovation and low costs across multiple industry types, but with a keen focus on the intersection between the mobile and financial sectors, PMT™ has been the first to market over the years with many essential products that enable corporate and consumer solutions at scale.

The company is primarily focused on its trademarked products, in which Obsidian™ is its leading product brand.

PMT™ has always been committed and driven to delivering a service of excellence beyond expectations without exception. This has translated into the company being an award-winning software developer well known for its critical innovations in mobile banking, remittance wallets and debit cards, value-added service delivery, and mobile banking security solutions.

As a long-time technology originator, the mission of PMT™ was always to create and build opportunities by innovating in the valuable intersection between the mobile and financial sectors, empowering people in their own journey to financial and identity upliftment.

“PMT™ has striven to put the consumer first, often taking industry stands to partner with large players such as mobile network operators and banks, and in so doing, driving down the costs of using the technology as well as bearers such as mobile-originated data and transaction fees” – MS

Markus Schorn, CEO of Pattern Matched Technologies™

Being one of the first in South Africa to launch commercial unstructured supplementary service data (USSD) services over 20 years ago, PMT™ has enabled millions of consumers to gain access to legacy environments such as banking and retail institutions, to name just two.

PMT™ pioneers solutions in African markets such as mobile-linked wallets, prepaid services, and other electronic switching services such as cross-border remittance, debit card switching, and many more.

The company likewise continues to innovate in mobile network operator (MNO) service delivery, such as with the launch of the Obsidian™ Service Connectivity Platform (Obsidian™), a pioneering operator-grade product for standard-rated, zero-rated, and reverse-billed mobile data in app and website applications.

PMT™ continues to pioneer solutions in African markets such as mobile-linked wallets (mobile money), prepaid and other electronic switching services such as cross-border remittance, debit card switching and many more. PMT™ continues to innovate in Mobile Network Operator (MNO) service delivery, such as launching the pioneering product Operator-grade Obsidian™ for standard-rated, zero-rated and reverse-billed mobile data in app and website applications. PMT continues to innovate in delivering African solutions that significantly contribute to building financial and financial identity transactability for the continent. In the 20 years of service of the steadfast vision, PMT™ is well one the way to serving 1 billion people in sectors such as MNO, Financial services, national retailers and many more in countries across the African continent and beyond!

Managing Growth

PMT™ also delivers innovative African solutions that significantly contribute to building financial identity transactability for the continent, and is well on the way to serving one billion people in sectors such as MNOs, financial services, national retailers, and many more in countries across the African continent and beyond.

MANAGING GROWTH

Henning Viljeon (HV), Managing Director, adds that “PMT™ has been a pioneer for services such as reverse billed (sponsored) USSD since 2011, Push USSD and sim securitisation since 2013, and reverse billed data URLs since 2014.

“In 2020, PMT™ substantially invested in creating our solution envisioned in 2017 to solve for fundamental identified features not catered for through traditional reverse billing solutions. Thus, Obsidian™ was

across all Mobile Operators and various aggregated service providers across multiple Territories as a Service Connectivity Platform.

cloud-scale service providers.

Obsidian™ combined with our Secure Messaging and Sim Securitisation service, is perfectly positioned by design to solve

core-grade service offering positioned for enterprise banking, MNOs, Internet of Things (IoT) operators, and cloud-scale service providers.

Henning Viljeon, PMT’s Managing Director adds “PMT™ has been a pioneer for services such as Reverse billed (Sponsored) USSD since 2011, NI (Push USSD), Sim Securitisation since 2013, and Reverse billing of Data URLs (Sponsored Data) since 2014. In 2020, PMT™ substantially invested in creating our solution envisioned in 2017 to solve for fundamental identified features not catered for through the traditional reversed billing solutions. The Obsidian™ Service Connectivity Platform was born, offering a more enriched and secure Reverse Billing (Sponsored Data) and ZeroRating™ Data Service.”

“In line with our company dream, we continue expanding our services across Africa with Obsidian™ taking the charge to change people’s lives through technology, making a difference and reaching one billion people across Africa” – HV

“In line with our Company Dream, we continue expanding our services across Africa with the Obsidian™ Service Connectivity Platform taking the charge to change people’s lives through Technology, making a difference and reaching 1 billion people across Africa.” - HV

Combined with the company’s secure messaging and sim securitisation service, Obsidian™ is perfectly positioned by design to solve real-world challenges, enabling an enterprise to add an extra layer of security and authentication to the transaction through mechanisms such as device lockdowns and secure notifications, deterring fraudsters from targeting customers using their trusted digital channels.

born, offering a more enriched and secure reverse billing and zero-rating data service.”

Obsidian™ is mobile operator agnostic, built on AWS and cloudhosted components. As a result, it provides and facilitates the enablement of reverse billed URL services across all MNOs and various aggregated service providers across multiple territories as a service connectivity platform.

Alongside our trusted service offerings (Pattern Matched Technologies™), Obsidian™ is an Enterprise core-grade service offering positioned for enterprise

Alongside its trusted service offerings, Obsidian™ is an enterprise

Our Products and Solution!

Our Products and Solution!

"The SSV Service was born out of our passion for solving real-world problems and providing solutions that change people's lives through technology." - HV

“The sim securitisation and verification (SSV) service was born out of our passion for solving real-world problems and providing solutions that change people’s lives through technology” – HV

PMT™ has many more exciting

Henning Viljoen, Managing Director of Pattern Matched Technologies™

EMPOWERING DIGITAL TRANSFORMATION

Empowering Digital Transformation

PMT's Obsidian™ and Emerald™ Platforms on AWS

OBSIDIAN™ AND EMERALD™

PLATFORMS

PMT™ stands at the forefront of digital innovation, offering cuttingedge solutions to address evolving challenges in today’s dynamic landscape.

“PMT™ stands at the forefront of digital innovation, offering cutting-edge solutions to address evolving challenges in today's dynamic landscape. Central to PMT's mission are two flagship platforms: Obsidian™ and Emerald ™, both powered by Amazon Web Services (AWS), delivering unparalleled security, scalability, and reliability to clients across Africa. Let’s delve into the key components that make PMT a trusted partner in safeguarding and empowering cloud environments.” states van Rensburg, PMT’s CTO.

“Obsidian™ is a secure foundation for digital connectivity” – PJVR

“Obsidian™ A Secure Foundation for Digital Connectivity”- PJVR

threats like SIM swaps, phishing, and unauthorised access.

By leveraging AWS’ advanced security capabilities, Obsidian™ provides clients with peace of mind, knowing that their digital assets are protected against threats like SIM swaps, phishing, and unauthorised access.

“Central to the mission of PMT™ are two flagship platforms: Obsidian™ and Emerald™, both powered by Amazon Web Services (AWS), delivering unparalleled security, scalability, and reliability to clients across Africa,” he states.

Obsidian™ represents the company’s commitment to providing a secure and reliable service connectivity platform.

Built on AWS, Obsidian™ gives enterprises a comprehensive solution for managing and deploying digital services with confidence, offering scaling models with the capability to process and securitise unlimited amounts of data.

Obsidian™ represents PMT's commitment to providing a secure and reliable service connectivity platform. Built on AWS, Obsidian™ offers enterprises a comprehensive solution for managing and deploying digital services with confidence, offering scaling models of unlimited instances with the capability to process and securitise unlimited amounts of data. With features such as real-time integration and robust security measures, Obsidian™ empowers organisations to streamline operations and enhance customer experiences.

Emerald™: Revolutionising Value-Added Service Distribution

Complementing Obsidian™ is Emerald™, PMT's real-time value-added service distribution platform.

EMERALD™: REVOLUTIONISING VALUE-ADDED SERVICE DISTRIBUTION

Complementing Obsidian™ is Emerald™, a real-time value-added service distribution platform.

“With billions of transactions processed for banks and mobile telcos, Emerald™ has become synonymous with reliability and efficiency. ”- PJVR

“With billions of transactions processed for banks and mobile telcos, Emerald™ has become synonymous with reliability and efficiency” – PJVR

Now, PMT™ is taking Emerald™ to new heights by migrating it to the AWS cloud to expand its reach and capabilities.

Now, PMT™ is taking Emerald™ to new heights by migrating it to the AWS cloud to expand its reach and capabilities.

Pieter Janse van Rensburg (PJVR), CTO of PMT™, delves into the key components that make PMT™ a trusted partner in safeguarding and empowering cloud environments.

With features such as real-time integration and robust security measures, Obsidian™ empowers organisations to streamline operations and enhance customer experiences.

One of the standout features of Obsidian™ is its ability to detect and prevent fraudulent activities, thanks to seamless integration with the PMT™ SSV service.

One of Obsidian™'s standout features is its ability to detect and prevent fraudulent activities, thanks to seamless integration with PMT's SIM Securitisation and Verification (SSV) Service. By leveraging AWS's advanced security capabilities, Obsidian™ provides clients with peace of mind, knowing that their digital assets are protected against

Pieter Janse van Rensburg, Chief Technology Officer of Pattern Matched Technologies™

Pieter Janse van Rensburg, Chief Technology Officer of Pattern Matched Technologies™

As Emerald™ transitions to the cloud, clients can expect enhanced scalability, agility, and security. Leveraging AWS’ global infrastructure, Emerald™ will offer unparalleled uptime and performance, ensuring seamless service delivery even in the most demanding environments.

Additionally, AWS’ comprehensive security features will fortify Emerald™ against emerging threats, safeguarding sensitive data and transactions.

SECURITY AT THE CORE

At the heart of PMT™ and its platforms lies a steadfast commitment to security. With AWS’ robust security infrastructure, PMT™ can uphold the highest standards of data protection

“Compliance, privacy, and adherence to best practices are nonnegotiable” – PJVR

and compliance, earning the trust of clients and partners alike. From real-time fraud detection to secure data transmission, Obsidian™ and Emerald™ leverage AWS’ advanced security features to deliver unmatched levels of resilience and peace of mind.

LOOKING AHEAD

As PMT™ continues its journey of digital transformation, the future looks brighter than ever. With Obsidian™ and Emerald™ leading the

charge, PMT™ is poised to redefine the way enterprises connect with their customers and deliver value-added services. By harnessing the power of AWS and its robust infrastructure, scalability, and global network, PMT™ is paving the way for a more secure, scalable, and innovative digital ecosystem in Africa and beyond.

“Obsidian™ can scale to limited instances with the capability to process and securitise unlimited amounts of data” – PJVR

First Distribution (FD) has been a key player in the development of Obsidian™.

PMT™ has been working with AWS since 2015. Around the middle of 2020, the company realised it would gain a lot of added value from working with a local distributor. Thus, the partnership with FD was born.

As an AWS distributor and registered AWS partner, FD brings its expertise to the table, understanding the key products and services utilised by PMT™. This collaborative partnership leverages FD’s expertise to validate design decisions and conduct well-architected reviews for all AWS initiatives undertaken by PMT™.

As FD works with AWS and other partners, PMT™ gains access to more resources and a greater knowledge pool. FD has helped PMT™ to build out on the AWS technology so it can support clients with longer-lasting and better technology, providing scalability and longevity. Contact FD on +27 11 540 2640 or via email at aws@firstdistribution.com to start building on AWS today.

TRANSFIGURING TELECOMS

Intent on reimagining and rejuvenating its nation’s telecommunications industry, Econet Telecom

Lesotho offers voice and data services through different technologies to ensure widespread, quality network coverage across the enclave. Dennis Plaatjies, Chief Executive Officer, and Malefetsane Tlelima, Chief Technical and Information Officer, share the company’s full story

Writer: Ed Budds | Project Manager: Kyle Livingstone

The African telecommunications (telecoms) sector is the world’s second-fastest expanding market after the Middle East, as mobile broadband is driving exceptional growth in the industry, with over 60 percent of mobile

connections in Africa now being broadband.

Mobile money, mobile health, and other digital services are gaining popularity in Africa’s telecoms market, as the continent’s governments and authorities continue to take a

proactive approach to promoting the burgeoning industry, with initiatives such as the African Union’s Digital Agenda and the formation of the African Telecommunications Union.

“The telecoms business in Africa is continuously growing and fascinating to work in, with numerous recent trends and developments,” opens Malefetsane Tlelima, Chief Technical and Information Officer at Econet Telecom Lesotho (ETL).

At present, 5G is still in a state of infancy across Africa and is projected to change the collective telecoms market by allowing previously inconceivable applications and enabling connections that have been historically unimaginable.

Dennis Plaatjies, Chief Executive Officer

Malefetsane Tlelima, Chief Technical Officer

ETL’S MISSION, VISION, AND VALUES

MISSION – To provide international standard telecoms services to all the people of Lesotho.

VISION – To serve by pioneering, developing, and sustaining reliable, efficient, and high-quality telecoms of uncompromising, world-class standards and ethics.

VALUES

PIONEERING – If it has not yet been done, ETL is all the more motivated to be the first to do it, and do it right. ETL challenges the status quo and believes processes can always be completed better, striving for constant improvement.

PERSONAL – ETL considers itself a global family. With respect and through equality, the company works together to achieve common goals.

PROFESSIONAL – ETL holds itself to the highest standards of efficiency, effectiveness, and accountability to one another and its shareholders. The company’s customers are the lifeblood of the business and ETL remains committed to providing highquality services to them all.

“WE HAVE A STRONG INNOVATION CULTURE, AND WE BELIEVE THAT ALLOWING OUR WORKERS TO BE CREATIVE AND THINK IMAGINATIVELY IS CRITICAL TO DRIVING CORPORATE GROWTH”

– DENNIS PLAATJIES, CHIEF EXECUTIVE OFFICER, ECONET TELECOM LESOTHO

Alongside this, artificial intelligence (AI) is becoming increasingly essential in the telecoms industry, with operators employing the technology to improve network performance, optimise operations, and improve the consumer experience.

Meanwhile, the Internet of Things (IoT) is another rapidly growing field, with operators utilising its unique ability to link and control a wide range of devices, sensors, and equipment.

“The African telecoms sector offers significant prospects for expansion, innovation, and impact. I feel the industry is on track for continued success, and I am delighted to be a part of it,” he enthrals.

ETL is a leading telco in Lesotho, providing a wide range of products and services to customers throughout the country. Some of the company’s main innovations include mobile voice and data services, fixed-line voice and data services, and enterprise solutions.

As such, ETL provides customised enterprise solutions to businesses in Lesotho, including networking and

cloud services. Additionally, mobile money service, EcoCash, offered by ETL’s subsidiary, Sasai Econet Financial Services, remains highly popular, with hundreds of thousands of registered users and a wide range of innovative features and services. With a strong presence in both urban and rural areas, the company’s customer base includes individuals, small and medium-sized businesses, large enterprises, and the Government of Lesotho. With a dedicated workforce of over 500 employees, ETL remains committed to providing high-quality products and services to customers throughout the nation.

UPGRADING LESOTHO

ETL is a subsidiary of Econet Wireless International (Econet), which was founded in 1993 by businessman and philanthropist, Strive Masiyiwa. The current iteration of the company came into being following the merger between Telecom Lesotho (TL) and Econet Ezi ~ Cel Lesotho (EEC) in 2008. Eskom Enterprises

Sekhankula Construction

Sekhankula Construction was established in 2014 as a black-owned civil and construction company based in Katlehong Maseru. We specialise in building, paving, painting, surveying, designing buildings, site drainage, commissioning, rigging, conventional foundations, piling foundations, construction of roads and telecommunication towers, and much more. We have experience and are able to work on commercial and retail projects as well as the construction of housing developments, including complexes and large residential estates.

Sekhankula Construction is a beacon in the construction industry and your premier partner for lifting dreams to new heights with a commitment to precision safety, innovation, and redefining the standards of construction excellence. Discover how Sekhankula Construction can elevate your projects and ensure success from the ground up.

Safety is not just a practice; it’s our unwavering commitment. Sekhankula Construction adheres to the highest safety standards, implementing rigorous

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Time is of the essence in the construction industry, and Sekhaunkula Construction excels in delivering projects with unparalleled speed and efficiency. Our streamlined processes and meticulous planning ensure your project stays on schedule, meeting deadlines without compromising quality.

Sekhankula Construction intends to improve the standard of living by empowering disadvantaged communities by providing employment and skills development to people in the communities where tenders are awarded. It is our mission to improve the standard of civil and construction quality in our country by using skilled and competitive employees.

The main vision of Sekhankula Construction is to stay abreast of technological changes and provide the best service excellence, value for money, innovation, reliability, and superior products in order to offer quality services in civil and construction industries with cost-effective, safe methods to our clients.

Email: Nkhasimahao@gmail.com | Phone: +266 62361017

Email: Lesiamoj@gmail.com | Phone: +266 59195698

Email: Tebellomatete46@gmail.com | Phone: +266 62361016

Address: Katlehong, Mabelebele street, Maseru, Lesotho

sold its 70 percent shareholding to Econet Wireless Global, making Econet a majority shareholder, while the Government of Lesotho remained owner of the remaining 30 percent.

This game-changing merger facilitated the provision of both fixed and mobile services to fall under one operating licence, regulated by the Lesotho Communications Authority.

ETL is a locally managed and operated telecoms company and has nurtured an enviable reputation for being a more customer-centric and locally focused brand. The business has become well known for its strong commitment to corporate social responsibility (CSR) and community involvement.

Furthermore, ETL now exists as a leader in innovation and enterprise solutions, offering services nationwide to both businesses and individuals.

To date, the company has invested heavily in network enhancements and robustness, including increased power autonomy and data centre redundancy. This investment is intended to provide high service availability as well as resilience in the face of disasters and cyberattacks.

The technologies that ETL is currently implementing across the nation include its global system for

“THE AFRICAN TELECOMS SECTOR OFFERS SIGNIFICANT PROSPECTS FOR EXPANSION, INNOVATION, AND IMPACT. I FEEL THE INDUSTRY IS ON TRACK FOR CONTINUED SUCCESS, AND I AM DELIGHTED TO BE A PART OF IT”

– MALEFETSANE TLELIMA, CHIEF TECHNICAL AND INFORMATION OFFICER,

ECONET TELECOM LESOTHO

mobile communications (GSM), and its signature product, Econet fibre.

So far, the company has covered all major towns with 4G LTE and 3G networks, while the Maseru suburb also now enjoys full 4G LTE coverage. ETL is now implementing its deployment plan for 5G technology in major towns.

The company’s ongoing network expansion enables it to offer innovative products and services at competitive rates and consistently improve the customer experience.

This falls under the umbrella of its fibre-to-the-home roll-out initiative, whereby ETL is increasing its coverage to include all major districts and delivering broadband connectivity to the rest of the country, which was previously only available in Maseru.

CREATING A FAMILY NETWORK

ETL believes that empowering its employees is critical to fostering innovation, growth, and success throughout the business. To achieve this, the company employs several initiatives to empower its personnel.

By providing numerous training and development opportunities, ETL gives its employees access to a variety of growth options, such as on-the-job training, workshops, and courses to help them improve their skills and knowledge and advance their careers.

By giving employees control of their work, the company provides its staff with the authority and flexibility to own their work and make decisions that benefit both ETL’s customers and the overall business. This helps to boost company-wide confidence, involvement, and motivation.

HUAPTEC, a prominent telecoms brand of pancontinental corporation headquartered in China, ilcepted in the year 2009.

The top-notch Manufacturer of Mobile Signal equipment and supplies of Telecom network accessories ascribed to international standards are the spheres of HUAPTEC.

The footprints of HUAPTEC have traversed transnationally at 50+ terrains across AFRICA, ASIA, and MIDDLE EAST, collaborating with the treasured Global Telecom Operator emilents, valued trade out-fits, and channel partners and crossing territories with innovative solutions through newfangled affiliations.

• Manufacturing Mavens of signal equipment and allied supplies under the captioned telecoms segment

• Business Operation headquarted at China, and extend arm of operations at Europe, USA, and India.

• Drew Output of over 8,000 telecom supplies of varied categories in a month.

• Team Huaptec comprises 340 experienced experts, with a infrastructure of office and 5,000 sqm production workshop.

• Upholds Independent Research and Development and Technological Departments, 18 invention patents, software copyrights and rights.

• Participation in National Innovation Fund projects and Shenzhen technology development projects with the use of ERP, PLM and OA infonmation systems are prominent.

International class solutions crafted with excelence to operate impeccably and meet long-term business needs of esteemed patrons.

• Consistence in Compliance of international standards (ISO 9001, CE, RoHS, FCC, ISED (Innovation, Science and Economic Development Canada).

• Production process, system functionality and steadfastness

• Multi-step safety, stages of quality control and performance observed on priority.

• Designed, user-friendly systems are effortlessly controllable.

• Ensuring fault-free operation, tagged with wanranty, dispatched with precision. Support Sort

• Technical support centre assists in training, testing, operation, installation, commissioning according to compliances and end user’s operational requirements.

• The service works by offering a international language choice on a call to the support desk, (or) browse our website.

A Mobile Signal Boosters (Wide Band sort}

B Digital Repeaters (Band selective category}

C. ADAS - (Active Distributed Antenna System)

D. CPE-Routers 4G,5G

E. GPON_EPON

F. Band Rejection filter

G. BSS/BTS spares (refurbished and new flanged sorts)

H. BTS & Very High Gain Antenna (made-to-order)

I. Optical Communication Modules & Fiber Distribution Products

J. Fiber Raceway parts

K. RF passive and allied Telecom network accessories and Installation materials.

Operative by Design, Develop, Market the signal solution equipment and allied telecoms network accessories, and committed to sustainability, invest in innovation and human capital, offering the finest quality of products and services

To stand as a reference in the industry for our supplies of telecoms signal equipments and allied accessories, unveil the innovative product portfolio, and maintain the excellence the product, service of global standards, and endure the credibility with the valued affiliates.

Inviting the treasured industry emilents for an abiding business association, let’s align to explore the opportunities to bring our ideas to actions and succeed together.

A703, 7th FL, Complex Building, Sogood Science Park, Sanwei community, Hangcheng Street, Bao’an District, Shenzhen China, 518102.

0755-29921615 info@huaptec.com www.huaptec.com

ETL’S KEY PRIORITIES

RURAL CONNECTIVITY: Providing internet services to all of Lesotho, including those in rural areas.

CARBON FOOTPRINT REDUCTION: As part of ETL’s commitment to sustainability and reducing its footprint, the company has implemented several initiatives aimed at reducing carbon emissions by 60 percent. These initiatives include the use of renewable energy sources, efficient equipment, and the implementation of waste reduction and recycling programmes.

DIGITAL TRANSFORMATION: The company is committed to transitioning to a totally digital system and has made significant strides in this area. For example, ETL has implemented a wide range of digital services, such as mobile financial services, e-commerce, and digital entertainment.

AI APPLICATIONS: ETL has also begun introducing AI applications for its clients. These include chatbots, virtual assistants, and predictive analytics that help the company to provide more personalised and efficient services.

“We encourage our staff to think outside the box, experiment with new ideas, and take measured risks. We have a strong innovation culture, and we believe that allowing our workers to be creative and think imaginatively is critical to driving corporate growth,”

acclaims Dennis Plaatjies, Chief Executive Officer at ETL.

Today, the company has various recognition programmes in place, including employee of the month awards, staff anniversaries, and performance-based incentives.

“We believe that acknowledging and rewarding employee contributions is critical to developing a positive and motivated workforce,” he confirms.

PROUDLY SOCIALLY RESPONSIBLE

As a corporate citizen, ETL becomes part of the solution when the lives of communities in which it operates are threatened.

The company contributed immensely towards the solutions to the COVID-19 pandemic by providing free telecoms services to the autonomous organisation formed by the Government of Lesotho to coordinate and implement an effective response plan.

Every year, ETL also provides meals and donates raw groceries at Christmas to chosen orphanages in the country.

“Christmas is a time for giving and spending quality time with family, so the purpose of the initiative is to serve

delicious meals and spend time with the children living at the orphanages,” Plaatjies tells us.

The broader Econet group wholly owns a foundation called HigherLife Foundation Lesotho (HLFL) which has been operating since 2011. Education is one of the six pillars that guide HLFL’s activities.

“Additionally, ETL has been sponsoring rugby in Lesotho for close to two decades. A strong relationship between our company and the Federation of Lesotho Rugby (FLR) was formed through an initial request for a set of rugby kits,” he details. Similarly, ETL has since been supporting the Lesotho Rugby Academy. The academy’s main focus is to develop grassroots rugby in Lesotho and use the sport as a vehicle for life skills coaching at schools.

RESPONSIBILITY AT THE CORE

Telcos such as ETL look to minimise their carbon footprint and contribute

THE FUTURE IS CALLING

Budget Cellular is one of Southern Africa and Sub-Saharan Africa’s most reputable distributors with offices is South Africa and Dubai. Our extensive experience, passionate work ethic, marketing expertise and customer-centric attitude have enabled our rapid growth for our customers and partners over the years.

Budget Cellular provides a one stop core service to our suppliers, customers and partner networks.

Budget Cellular supplies and distributes its products and services to all leading retailers and MNOs across Southern and Sub-Saharan Africa and has become one of the continent’s leading distributors of mobile device products.

Tel: +27 12 653 0425 | budgetcellular.co.za |

to the global fight against climate change by powering their networks and infrastructure with renewable energy sources like solar, wind, and hydro power.

As energy efficiency is crucial to lowering the telecoms industry’s environmental impact, companies may drastically cut their energy usage and carbon emissions in future by investing in energy-efficient equipment and implementing energy-saving strategies.

“We can minimise our environmental effect by minimising waste and introducing recycling programmes, as well as reducing e-waste by recycling and properly disposing of used technologies like cell phones and batteries,” Tlelima shares.

“Overall, we are responsible for acting in a sustainable and environmentally beneficial manner. By embracing these practices,

as an entire industry, we can lower our environmental impact, contribute to the worldwide battle against climate change, and foster consumer trust and loyalty,” he concludes boldly.

Tel: (266) 2221 1000 www.etl.co.ls

POWERFUL PARTNERSHIPS BEYOND OUTSOURCING

Positioned at the pinnacle of the African business process outsourcing sector, iSON Xperiences is defying industry expectations to become an end-to-end solutions provider for hundreds of companies across the world. Pravin Kumar, Global CEO, delves into the organisation’s ambitious plans

Writer: Lucy Pilgrim | Project Manager: Kyle Livingstone

As a relatively modern phenomenon, business process outsourcing (BPO) has been an integral pillar of the successful operation of many global companies since the 1990s.

In its simplest form, BPO refers to the process of subcontracting business operations to third-party specialist organisations. As a subsect of the industry, customer experience (CX) BPO is the handling of customer support and communication operations.

CX BPO has a vast abundance of functions, ensuring that organisations can effectively handle emails, telephone calls, social media, and more. Therefore, as the global business landscape is well on its way to complete digitalisation, the need for efficiency has become increasingly vital in the industry.

From an African standpoint, CX BPO is on the rise as the continent embraces a growing international market.

At the forefront of Africa’s upward business solutions trajectory, iSON Xperiences has become a leading CX BPO provider on the continent.

“The African BPO space is diverse, vibrant, and bursting with potential. The internet reaches more corners of the world every day, and there’s a massive appetite for digital solutions and skilled people,” introduces Pravin Kumar, Global CEO of the company.

ALL-ENCOMPASSING SOLUTIONS

iSON Xperiences has an extensive service offering, including end-toend customer lifecycle management, data-driven solutions, and digital CX transformation.

The company’s main client base spans a variety of sectors, including telecommunications (telecoms), finance (banks, non-bank financial institutions (NBFIs), and FinTechs), entertainment, retail, energy and

utilities, high tech, and much more.

“We’re not your average BPO provider. We do it all, managing CX from start to finish, using data to inform smart decisions, and wielding digital tools to transform business processes.

“We become extensions of a brand, building genuine customer connections for our clients,” expresses Kumar.

In order to secure success, iSON Xperiences has a young, passionate, and tech-savvy workforce at its disposal, eager to connect

businesses internationally. Therefore, the company’s main mission is to encourage other areas of the world, including Europe, the UK, and the US, to turn their attention to the opportunities that Africa can provide.

“We offer a unique blend of talent, skill, affordability, and an active, growing market. It’s a win-win – you get quality services at competitive rates, and we get to create even more opportunities for our communities,” he adds.

Call center software making connections, one click at a time.

ADDRESSING THE CHALLENGE

Founded in 2015, TaskFlow embarked on a mission to tackle a significant challenge in the call center software landscape. After thorough market research, the TaskFlow team identified a prevalent issue: call centers often rely on multiple systems and solutions, leading to inefficiencies and hindering productivity and innovation.

A SHIFT IN APPROACH

TaskFlow challenges the status quo by reimagining how businesses approach call center software. Instead of settling for fragmented solutions with limited capabilities, TaskFlow envisions a comprehensive platform seamlessly integrating business automation and call center functionality.

TRANSFORMING CALL CENTER SOFTWARE

THROUGH CONFIGURABILITY AND EMPOWERMENT

For an extended period, call centers have grappled with the limitations of inflexible software solutions that struggle to keep pace with the evolving demands of contemporary businesses. TaskFlow steps in as a solution to this challenge.

THE POWER OF ADAPTABILITY

At the core of TaskFlow’s philosophy is the belief that software should adapt to suit the specific needs of each business. Unlike traditional call center software imposing rigid structures, TaskFlow empowers organizations to customize every aspect of their operations.

FROM CALLING TO CRM: SETTING A NEW STANDARD

Many call center software solutions primarily focus on calling capabilities, leaving CRM functionalities lacking in flexibility. TaskFlow changes this narrative by offering a powerful, fully configurable CRM tool. Say goodbye to onesize-fits-all solutions and welcome a CRM that adapts to your business.

REAL-TIME INSIGHTS, ENDLESS POSSIBILITIES

TaskFlow provides real-time data, offering unparalleled visibility into operations. Whether tracking agent performance, monitoring call metrics, or analyzing customer interactions, TaskFlow provides the tools needed for informed decisions and results.

INNOVATIVE FEATURES, BOUNDLESS POTENTIAL

TaskFlow is not just another call center software – it’s a game-changer. Packed with features to streamline workflows, enhance productivity, and elevate the customer experience, TaskFlow empowers businesses to reach new heights. From customizable dashboards to advanced reporting capabilities, TaskFlow puts the power in your hands.

THE TASKFLOW TEAM: BEHIND THE SCENES

What sets TaskFlow apart is not just its cuttingedge technology but also the passionate and dedicated team behind it. The minds behind TaskFlow are more than developers – they’re experts turning client requests into reality with speed and precision. With TaskFlow, you’re not just getting software – you’re gaining a trusted partner committed to your success.

CONCLUSION

In a world where adaptability and innovation are paramount, TaskFlow stands out as a beacon of excellence in the call center software industry. By combining the capabilities of business automation with the flexibility of a configurable CRM, TaskFlow empowers businesses to thrive in an ever-evolving landscape. “With TaskFlow, call center software isn’t just about making calls; it’s about making connections, one click at a time.”

Click, Connect, and Conquer with TaskFlow!

Kumar feels passionately about BPO, having joined the industry in its infancy over 20 years ago. After graduating with a Master of Business Administration (MBA) in 1974, Kumar began his career at an engineering and capital goods business before joining another leading Indian company, where he oversaw global operations across diverse sectors such as textiles, paper, fast-moving consumer goods (FMCG), heavy chemicals, and telecoms.

It was during his time in this role that Kumar identified the opportunity to initiate BPO in India in 2000. Whilst creating the foundations for the industry in the country, Kumar realised many international companies already had an outsourcing presence, particularly in the telecoms sector.

“Whilst India was making waves in the IT sector by sending talent overseas, I felt we could have an even

AFRICA OUTLOOK: HOW IMPORTANT ARE STRONG PARTNER AND SUPPLIER RELATIONSHIPS, AND WHAT ARE THE ADVANTAGES OF REGIONAL PROCUREMENT?

PRAVIN KUMAR, GLOBAL CEO:

“Strong relationships with partners and suppliers are vital, as we know we can’t do it alone. We prioritise regional procurement wherever we can because it benefits local communities and keeps us nimble on our feet.

“The company has also entered into significant partnerships with large organisations in the digital space, such as Automation Anywhere, to conduct robotic process automation, as well as LivePerson and Twixor for conversational AI practice.

greater impact by bringing jobs and intellectual property back home.

That’s how I found myself entering the BPO space, driven by the philosophy of empowering people through glocal employment,” Kumar recalls fondly.

A DILIGENT SOLUTIONS PROVIDER

From its humble inception, iSON Xperiences has been on an ambitious journey, elevating itself from a regional service provider to a panAfrican and Indian platform, catering for credible onshore and offshore clients across key global markets, including the UK and the US.

As the company embarks on the next phase of its journey, it is focused on transforming from a service platform to a data-driven solutions partner, with digital transformation at the top of its agenda. This will be achieved by prioritising central

“Meanwhile, we work with Taskflow for seamless CRM and business process solutions, VoiceBase, Voyc, and NICE for speech analytics, alongside providers like Alteryx for comprehensive analytics and AI services.”

key performance indicators (KPIs), including cost-to-serve and customer growth and retention.

Accordingly, iSON Xperiences has introduced certain initiatives that enable its clients to reach these KPI targets, most notably seen in its proprietary offerings, including iView – a global command centre; iLearn – a proprietary learning and development tool; and iQumex – a quality management tool for the company’s service transformation agenda. iSON Xperiences also extends an end-toend collections lifecycle management and customer relations management

(CRM) tool to clients, known as Three60CRM.

An additional focus area is the development of analytics and artificial intelligence (AI) through the introduction of generative AI and prediction tools. Furthermore, the company has also launched its consulting and innovation business division, which will house iSON Xperiences’ Innovation Centre, focused on developing solutions using cutting-edge technology.

Evidently, the company remains at the forefront of the industry thanks to its exceptional abilities in flexibility, customisation, and deep

communication knowledge.

“We don’t believe in cookie-cutter solutions; we partner with clients to craft something unique that is tailored to their specific needs by going beyond the baseline of efficiency to understand the nuances of cultures and languages to create truly remarkable experiences.

“Imagine you have a customer in Germany that is being helped by a skilled and passionate agent in Egypt, speaking perfect German – that’s the magic of iSON Xperiences. It’s not just outsourcing; it’s a powerful partnership,” Kumar exclaims.

Present across 19 countries

18,000+ employees

35 sites around the world

50 MILLION+ customer transactions per month

500 MILLION global customers

Further differentiating factors include the company’s expansive group of over 60 professionals in its digital transformation and innovation unit, who extend solutions in automation, AI, chat and voice bot deployment, and analytics, amongst more.

The specialised unit has been consistently working on the development of new solutions for iSON Xperiences’ vast range of clients, resulting in significant automation, cost savings, and improved quality.

RESPONSIBLE BUSINESS

iSON Xperiences strongly believes in the power of job creation and career development, both within the company and the local community.

With the ethos that its people are the heart and soul of the organisation, iSON Xperiences regularly invests in training and development.

“When our employees shine, we all shine. We acknowledge their contributions through rewards and recognition programmes,” highlights Kumar.

One of its most unique initiatives is the iSON Young Leaders (IYL) programme, in which the company

identifies young talent internally and prepares them for future leadership roles.

Additionally, iSON has also participated in programmes such as Girl Connect, which empowers professional working women on

“IT IS IMPORTANT TO NOTE THAT OUT OF OUR TOTAL WORKFORCE OF OVER 15,000 EMPLOYEES IN AFRICA, THERE ARE ONLY 25 EXPATS”

– PRAVIN KUMAR, GLOBAL CEO, ISON XPERIENCES

a global scale. In accordance with this initiative, iSON Xperiences has achieved a gender balance of over 53 percent female employees, with a clear focus on inclusion.

From a community perspective, job creation and development can have transformative power and are, therefore, fundamental business values.

To date, iSON Xperiences has created over 200,000 jobs across Africa, as it is committed to not only providing exceptional customer experiences but also creating meaningful career opportunities for the communities in which it operates.

“The beauty of the BPO industry is that it can bring jobs to people,

rather than expecting them to move or relocate to find work, thereby enriching communities and fostering economic growth,” insights Kumar.

GOING GLOBAL

Operating as the strongest BPO voice in Africa, iSON Xperiences plans to leverage its expertise and understanding of emerging markets to offer customised solutions to European businesses.

“Think of it as bringing the African flavour of innovation, agility, and human connection to a whole new audience,” expresses Kumar.

“As a significant step towards our targets, we have acquired a UK company through which we aim to establish our presence in the country and showcase iSON Xperiences as a leading African BPO champion.”

This venture will enable potential clients to collaborate directly with an African entity with presence in 17 African countries that possesses a deep understanding of the continent’s delivery landscape, facilitating

seamless BPO services.

Alongside the company’s ambitious business expansion, it also has a continuous focus on technology adoption and creating a robust digital infrastructure, with the aim of futureproofing the business and empowering the team to do their best work.

With a clear, long-term strategy, iSON Xperiences strives to double in size by the end of the financial year in 2026, leaving a positive mark on Africa and beyond.

“Our vision is clear. We’ve got our sights set on expanding our digital offerings, exploring new markets, and staying ahead of the curve with innovation,” concludes Kumar.

hello@isonxperiences.com

www.isonxperiences.com

CHICKEN THAT RULES THE ROOST

World-renowned for nearly a century’s worth of Finger Lickin’

Good food, KFC is proud to be the second-largest restaurant chain in the world. We speak to Akhona Qengqe, General Manager of KFC Africa, about her inspirational career and the restaurant chain’s plans for an inclusive, sustainable, and delicious future

Writer: Lauren Kania | Project Manager: Ben Weaver

There are mysteries that have puzzled mankind for decades. Who built Stonehenge? Does the Loch Ness Monster really exist? Is there a sunken city of Atlantis?

However, the most intriguing and tantalising mystery of all is the KFC Original Recipe – a secret mix of 11

herbs and spices used to produce the franchise’s world-famous fried chicken, which is so mouth-watering and tender that it has captured the tastebuds of poultry connoisseurs for nearly an entire century.

In the late 1930s, Harland Sanders - better known as Colonel Sanders

– owned a gas station in Corbin, Kentucky, that became so well known for its pressure fried chicken, a unique cooking method at the time, that he ended up removing the gas pumps and building a restaurant in their place. That intimate, six-table restaurant marked the beginnings of KFC, the

world’s second-largest restaurant chain, now boasting approximately 30,000 locations in 150 different countries and territories globally.

One of the company’s most prominent markets is South Africa, where it established its roots in 1971 and has subsequently grown to

become the largest quick-service restaurant (QSR), with more outlets on the continent than any other fastfood firm.

“Most brands aren’t lucky enough to have world-famous food invented by a founder with an incredible story, but we are,” opens Akhona Qengqe,

General Manager of KFC Africa.

“KFC is a global brand with a rich, decades-long history of success and innovation. Today, while honouring our heritage, we remain committed to modernising Colonel Sanders’ vision by serving feel-good food at scale through inclusive, equitable,

“TODAY, WHILE HONOURING OUR HERITAGE, WE REMAIN COMMITTED TO MODERNISING COLONEL SANDERS’ VISION BY SERVING FEEL-GOOD FOOD AT SCALE THROUGH INCLUSIVE, EQUITABLE, AND SUSTAINABLE BUSINESS PRACTICES”

-AKHONA QENGQE, GENERAL MANAGER, KFC AFRICA

and sustainable business practices,” she prides.

WORKING AROUND THE ‘CLUCK’

Qengqe’s story is one of inspiration and unwavering dedication, having rapidly ascended through the QSR industry to become the company’s first female and first African General Manager in April 2023.

As someone who represents both the consumers and the workforce that encompass the fast-food restaurant sector, she has the unique ability to respond to challenges not just from an empathic perspective, but from lived experience.

Having started her career as a strategy analyst graduate in petroleum, Qengqe worked in various functions including real estate and convenience retailing before joining KFC Africa as a Development Director

in 2015, tasked with accelerating store growth inside the country and into sub-Saharan Africa, where KFC currently has a presence in 22 countries.

“Fast forward to 2017, I accepted an opportunity to lead the company’s diversity and inclusion agenda. It was in this role that I was able to truly bring life to what I believe is at the core of our strategy – unlocking people’s potential,” she divulges.

Continuing to break down barriers, Qengqe launched initiatives including the first women’s leadership programme, Women on the Move, and the KFC Ikusasa Lethu scholarship, a partnership with the independent school network, Curro Group of Schools, aimed at the most deserving students whose parents work at KFC Africa. The aim is to expand this programme into the rest of subSaharan Africa in the future.

In 2020, Qengqe was then appointed Chief People Officer, a role that allowed her to focus on bringing in and retaining great talent for the organisation and continue to lead the transformation agenda. Within this role, she ensured KFC Africa was representative of its customer base

and conducted business in a way that speaks to the heart of the nation.

“Now, as General Manager, I have the opportunity to take KFC Africa’s equity programmes to new heights from both a local and global perspective,” she enthuses.

“As the world’s second largest

restaurant chain, we’re at an inflexion point where our actions can, and should, make a real, lasting change, and I am privileged to be a part of that.”

SURPASSING EXPECTATIONS

In an effort to remain at the forefront of the industry and connect with diverse consumers, the company recently celebrated the opening of KFC Play Braam, a groundbreaking concept store in Johannesburg’s renowned Play Braamfontein precinct.

“KFC Play Braam will serve as both a unique retail space and an innovation hub for the brand. It will pioneer new concepts in real-time and transform all areas including food, fashion, customer service, team member experience, technology, operations, development, sustainability, and design,” informs Qengqe.

This, coupled with new, forwardthinking technology and a dual-lane drive-thru store at a newly opened concept, off-premises digital store called The Wedge, signal just a few of the incredible innovations happening across the company.

KFC Africa is additionally focusing on digitalisation for the further convenience of its customers, including modern kiosks, digitalised drive-thrus, and updated e-commerce platforms, allowing for a quick and seamless experience.

Alongside ensuring customers can access the store and their meals with ease, the company also promises only the highest quality of food is served at every location.

From the farm straight to the store, KFC Africa is proud to source all its chicken locally, recognising its responsibility to support the communities in which it operates.

STREAMING PROCESS FOR

MAXIMUM EFFICIENCY

Delivering versatile performance to enhance customer journey

AFRICA OUTLOOK: WHAT DIFFERENTIATES KFC AFRICA FROM THE COMPETITION?

Akhona Qengqe, General Manager: “We create a culture of heart-led high performance that is grounded in winning, celebrating, recognition, inclusion, and belonging. We’re made up of unique and passionate people who each bring their own story, grit, energy, and passion to our kitchens and restaurant support centres each day.

“Together, we work to bring Finger Lickin’ Good chicken and hospitality to the next generation of KFC customers. Every day, we’re finding ways to make a difference and have fun along the way. It is truly our people that differentiate us – that and our fried chicken, of course.”

In most of the other markets outside South Africa, the strategy is to also localise as much of the ingredients as possible.

“Our exciting growth is driven by a steadfast commitment to sustainable business practices, achieved responsibly and in harmony with environmental and social considerations – the supply chain is a critical component of this,” details Qengqe.

“In fact, one way in which the QSR industry can further reduce carbon emissions is by championing locally sourced ingredients by working closely with local suppliers and farmers across our supply chain.”

This close relationship also allows the company to have strict controls in place to ensure that all of its suppliers adhere to global animal welfare standards and practices regarding the treatment of chickens. Going a step further, all ingredients and poultry are

sourced from accredited suppliers and are checked 34 times throughout the journey from farm to restaurant to ensure their quality and safety, all without compromising its Finger Lickin’ Good taste.

BUCKETLOADS OF GOOD FOR ALL

KFC Africa is incredibly proud to be the most inclusive brand on the continent, ensuring that everyone, no matter their identity or background, has an open seat at the table.

Qengqe has been described as a fierce advocate for gender equality, female empowerment, and LGBTQIA+ representation, having created a multitude of programmes and opportunities for those both within the company and throughout the local communities.

The Women on the Move initiative, created in 2021, is a transformative 12-month programme to help equip

Astral Foods Limited - more than a leading integrated poultry producer

Achieving our purpose

Driven by a vision to be the best cost-integrated poultry producer in select African countries, Astral Foods Ltd. was established and listed on the JSE in April 2001. Today, the company is a leading integrated poultry producer in South Africa, playing an essential role in feeding the nation and creating employment.

2023: 4851

What we do

We produce leading brands of the highest quality and safety standards while positively impacting local communities. Our business is centred on three key pillars:

Operations are active at eight strategically placed local and international feed mills.

These well-equipped facilities are used to produce and distribute a wide range of specialised products suited for all commercially farmed animal species.

FY 2023: 1 484 594 tons of feed produced

Combined processing capacity: 6 200 000 broilers per week FY 2023: 12 311 employees across operations

Where we create value

At any given time, we have about 34 000 000 broilers under our management. Our poultry products are produced on 178 agricultural sites.

Our operations involve:

• Ross Poultry Breeders (Broiler Genetics)

• Central Analytical Laboratories (CAL) (Laboratory services)

• National Chicks – South Africa and Tiger Chicks – Zambia (Day-old broiler and hatching egg supplier)

Our four processing plants process, package, store and distribute our products.

The commercial division is predominantly responsible for sales to retail, wholesale and QSR (Quick Service Restaurant) customers who rely on Astral for the timely supply of quality chicken to the trade.

1. Animal feed 3. Poultry commercial 2. Poultry agriculture

“IF THERE’S ANYTHING WE CARE ABOUT MORE THAN CHICKEN, IT’S OUR PEOPLE –THE TEAM MEMBERS IN OUR RESTAURANTS, OUR FRANCHISE PARTNERS, AND OUR LOCAL COMMUNITIES THAT WE SERVE EVERY DAY”

-AKHONA QENGQE, GENERAL MANAGER, KFC AFRICA

women with tools and resources to leverage their innate leadership qualities and fuel results within the business.

“This initiative sees women go through the process of discovery, participation, and self-transformation that is underpinned by blended exposure, which results in readiness for leadership and driving a high-performance culture,” expands Qengqe.

The programme was expanded even further by the newly introduced Women on the Move Extended

Network (WOM.EN), which looks to bring women across the business together, globally at all levels, and afford them the opportunity to share experiences, learnings, and challenges, creating growth networks both within KFC and externally with like-minded individuals and organisations that would otherwise not be available.

Qengqe has also helped launch SHINE, a global programme for women aimed at creating a safe and brave space for people to connect,

belong, and lead, ultimately building leadership experience by creating an environment of inclusion and belonging with a restaurant-first mentality.

“This programme allows the business to not only partner with other leaders from around the world and be at the forefront of leading change for our people, but also become a visible ally for women and LGBTQIA+ communities around the globe,” proudly states Qengqe.

Additionally, in order to continue to drive the economic active

A PARTNERSHIP THAT’S FULL OF GOODNESS

Sovereign, a leading poultry supplier in South Africa, stands at the forefront of excellence and commitment in delivering top-quality chicken products, a fact further accentuated by their esteemed partnership with Yum! As a proud supplier to Yum!, Sovereign has consistently delivered on its promise of providing South Africa with the topquality chicken products that the Yum! brand is known for.

Central to the success of this partnership is Sovereign’s unwavering dedication to exceptional service delivery, consistent supply, and quality. As a show of its commitment to making the Yum! partnership a successful one, Sovereign has actioned substantial Capex investments and expansions at Hartbeespoort and Kariega, where the brand has established two state-of-the-art processing facilities. These cutting-edge sites serve as a testament to Sovereign’s dedication to delivering products of Yum!-approved quality. In bolstering its production capabilities and resources, Sovereign has also helped

Furthermore, Sovereign’s investment in water and electricity projects underscores its proactive approach to maintaining a stable and sustainable supply chain. By incorporating solar technology, generators, and a wastewater treatment plant into their operations, Sovereign has demonstrated its resilience and adaptability, even under challenging circumstances in South Africa.

In addition to enhancing operational efficiency, the brand has also prioritised investments to meet exceptional quality standards and compliance requirements. Achieving Yum! approval for its outside storage facilities and becoming a Tier One supplier for Yum!, is a testament to the company’s unwavering dedication to meeting and exceeding global food safety standards.

Going forward, Sovereign will continue to uphold its promise of delivering products that are “Full of Goodness,” enriching the dining experiences of millions across South Africa.

participation of women in local communities, KFC Africa has introduced socially-led initiatives such as Add Hope, the largest corporate feeding scheme in South Africa, and Mini Cricket, a programme for young cricketers from any background, a programme that KFC will soon be launching into other sub-Saharan African markets.

“We believe that a multifaceted approach to driving the recognition and elevation of women, both in business and communities, is the

only way real change will be made,” declares Qengqe.

With the desire to be an environment filled with bucketloads of good for everyone, KFC Africa is building a workplace that reflects a world in which all people have an equal opportunity to live and thrive. The company extends this to more than 40,000 people employed across the continent, as well as the customers served and the communities in which it lives and operates.

“TOGETHER, WE WORK TO BRING FINGER LICKIN’ GOOD CHICKEN TO THE NEXT GENERATION OF KFC CUSTOMERS. EVERY DAY, WE’RE FINDING WAYS TO MAKE A DIFFERENCE AND HAVE FUN ALONG THE WAY”

-AKHONA QENGQE, GENERAL MANAGER, KFC AFRICA

A SPECTACULAR WORKPLACE

KFC Africa is steadfast in the belief that its people are the very heart of the brand.

Investing in diversity, equity, inclusion, and belonging is of vital importance to the company, allowing team members and their families to have the opportunities to develop their skills, further their careers, and gain quality education.

“We strive to be the best place to work through our heart-led, highperformance mindset and inclusive culture,” details Qengqe.

“We believe in feeding people’s potential, and we do this through global and local social purpose programmes that build skills to unlock employment opportunities in our industry and beyond.”

This is achieved by empowering employees to bring creativity, ideas, and individuality to the table.

Skedadel: Revolutionising Food Delivery Across South Africa

Since its inception in 2018, Skedadel has been at the forefront of the online food ordering and delivery industry in South Africa.

Our name means to leave hurriedly or quickly, especially to avoid trouble or danger. It's often used informally to describe a sudden departure or quick getaway, just like our guys in red do when we receive your order!

Skedadel with a focus on e ciency, reliability, and customer satisfaction,

Lufil Packaging established itself 40 years ago and supplies paper bags, wraps and serviettes to the QSR and Retail markets. Lufil has been the supplier of the KFC branded serviettes for the past 18 years in South Africa.

The serviette material is food grade, FSC certified tissue grade that is supplied from Sappi at their North Coast mill in KwaZulu Natal

Fun Fact:

Did you know -Tissue paper is made from sugarcane waste fibre (bagasse). This sustainable approach ultimately also helps to protect our environment postproduction, with paper that is biodegradable, acid-free and recyclable. - Sappi

Skedadel has quickly become the preferred last-mile food delivery service in all major South African city centres.

Delivery Methods and Expertise

Skedadel utilises a variety of courier methods to ensure swift and e cient delivery to its customers. From cars to scooters to bikes, Skedadelers, at your services.

Reliable Service, Every Time

Whether it's an on-demand order or a scheduled delivery, customers can rest assured that Skedadel will always deliver. With our commitment to timely service and customer satisfaction, we strive to exceed expectations with every delivery.

Customer-Centric Approach

Our team is dedicated to providing a seamless and enjoyable experience from order placement to delivery, ensuring that every customer's needs are met with professionalism and care.

Skedadel is not just a food delivery service; it's a commitment to excellence, reliability, and customer satisfaction.

With our wide range of delivery options, convenient online platform, and unwavering dedication to customer service, Skedadel is revolutionising the way South Africans enjoy their favourite meals and will soon be expanding into the rest of Africa .

Experience the Skedadel di erence today. leave the last mile to us; you make it, we'll take it

THE BIGGER PICTURE!

Our primary vision at Skedadel is to be the preferred food delivery partner in SA. How will we accomplish that?

By uplifting our rural communities, creating job opportunities and empowering them through skills development. Our entry-level driver program provides the perfect platform for career development.

Zola Moyikwa, he joined Skedadel in August of 2022 as a dedicated driver, and within 6 months, he was promoted to Driver Manager. Zola's commitment to service excellence and passion for teamwork will stand him in good stead as he aspires to become a Fleet Manager.

CHICKEN WELFARE DONE THE RIGHT WAY

KFC Africa is unwavering in its goal to provide chicken that is freshly prepared in its restaurants and sourced from suppliers who ensure they are well cared for and healthy throughout their lives.

FREEDOM FROM DISCOMFORT:

All birds are housed in an appropriate environment that includes shelter and a comfortable resting area.

FREEDOM TO EXPRESS NORMAL BEHAVIOUR: The animals that are sourced are raised with sufficient space, proper facilities, and company of their own kind.

FREEDOM FROM FEAR AND DISTRESS: KFC Africa’s suppliers ensure conditions and treatment that prevents stress on the animals.

FREEDOM FROM HUNGER OR THIRST: Suppliers ensure that all poultry has been raised with ready

Additionally, KFC Africa creates tailored development plans for leadership training and mentorship, and offers a wide variety of

helping individuals grow and develop,

taste meet the same high standards, regardless of location. It therefore uses premium, whole-muscle chickens that comply with local animal rights legislation and are always freshly prepared by team members within KFC Africa kitchens.

Alongside creating an environment

“We have a continued focus on exclusively using the freshest ingredients that are meticulously monitored and controlled, leveraging technology and processes that meet the highest food service excellence standards which, together with ongoing training, upskilling, and auditing of our restaurant operations, means we serve great food with great taste every time,” acknowledges Qengqe.

To guarantee the unique flavour that customers have come to expect from KFC Africa restaurants, all suppliers and over 1,400 stores across sub-Saharan Africa are independently audited throughout the year, helping ensure that all health and safety procedures are followed.

Crest Choice Chicken

APPETITE FOR A HEALTHIER PLANET

In a world that is more conscious of humanity’s impact on the environment, it is no surprise that sustainability is a critical component to operating a business.

As KFC Africa continues to tackle its environmental footprint with bold action, it is committed to building with purpose while simultaneously

decreasing its carbon emissions.

In order to have a sustainable impact, the company is sourcing its food responsibly and utilising robust waste reduction efforts, with the goal of reducing greenhouse gas (GHG) emissions by 46 percent per restaurant and decreasing packaging purchased by 2030, alongside achieving net zero emissions by 2050.

“From a packaging perspective,

straws to environmentally-friendly paper straws in 2019 empowered the company to remove an annual volume of 80 million pieces of single-use plastic from the South African waste stream. Additionally, the company also localised the production of the newly introduced paper straws to reduce transport pollution and support the local economy.

When KFC Africa launched its paper-based gravy and coleslaw bowls in 2022, the company once again reduced its single-use plastic annual tonnage, this time by a massive 40 percent.

A

B

C

D

E

Nulaid

Nulaid is an integrated egg business with its own breeding farms, hatcheries, rearing farms, laying farms, and packstations.

In Gauteng, we grade and pasteurise the best quality eggs for KFC and we deliver daily to their DC. The brand for these pasteurised eggs is called Safe Eggs. It assists KFC with their food safety requirements and the extended shelf life helps with their planning.

Nulaid is very proud to be the preferred egg supplier to KFC and we look forward to building further relationships and to be part of their growing business.

us: +27 (0) 21 864 8600 info@quantumfoods.co.za www.nulaid.co.za

FEEDING PEOPLE’S POTENTIAL

KFC Africa believes in providing educational opportunities for children. Its scholarship programme, KFC Ikusasa Lethu, aims to do just that.

The programme identifies high-performing students from across South Africa, mainly the children of KFC Africa’s in-store team members, supporting them in their pursuit of knowledge with a quality education and all that they need to make the most of this opportunity.

The company has already seen incredible results, such as a 96 percent pass rate and 30 accolades amongst over 30 children that have already enrolled in the programme.

The scholarship provides students with tutoring, mentoring, school fees, uniforms, stationery, transport, camps, and academic support, and has a goal of supporting 50 learners by 2025.

While restaurants are still required by legislation to use plastic products for food safety reasons, KFC Africa’s focus is very much centralised around ensuring a minimal impact on the environment by working to make every plastic product used is recyclable.

Ultimately, the priority goal remains to move away from plastic packaging wherever possible and continuously examine a diverse range of materials to develop a balanced approach for the procurement of packaging.

“With our global KFC Building Green standards guiding our development, we continue to innovate the way we open, remodel, and operate our restaurants to minimise air pollution, water and electricity usage, and waste generated by our operations,” further emphasises Qengqe.

AN ‘EGG’-QUISITE FUTURE

KFC Africa has long been a pioneer in the continent’s QSR industry, prepared to put its money where its

mouth is to establish the market.

Under the leadership and guidance of Qengqe, the company is prepared and ready to progress further than ever before, continuing to be a game changer within the industry.

“As cultures intertwine and borders blur, palates are constantly evolving, coupled with digital innovations, a focus on sustainability, and customer preferences and habits that are evolving faster than ever; these changes make for an exciting industry,” she enthuses.

To be Africa’s leading QSR brand, the company must ensure it is constantly evolving alongside its consumers in order to meet their needs. While some may view this as a challenge, KFC Africa sees it as an opportunity. Looking towards the future, it aims to be at the forefront of innovation in food, store design, and in-restaurant experiences, building a talent powerhouse that dominates locally and is globally exportable, doubling down on community relevance through its Add Hope programme.

“I believe in Africa, its people, and the incredible untapped potential that still exists. As a business, we have shown tremendous growth, momentum, and acceleration through very challenging times in the past few years, and because of the people we have in our business, including our franchise partners, and our ongoing commitment to a high-performance, heart-led culture, we have shown that the impossible is, in fact, possible. I cannot wait to see what we can collectively achieve,” concludes Qengqe.

DISTILLED WITH DYNAMIC AFRICAN SPIRIT

With a history that dates back more than 170 years, the success of Edward Snell & Co. comes from empowering people who seek to achieve great things

Writer: Jack Salter | Project Manager: Josh Rayfield

To pursue greatness for good. Since 1848, this has been the purpose of Edward Snell & Co. (Edward Snell), the largest independent spirits group in South Africa (SA).

From brandy and gin to rum and tequila, the company produces, distributes, and sells more than 20 award-winning local and international brands, including 100 Reserve, Bushmills, Cointreau, Jose Cuervo, Rémy Martin, and many more.

These brands are also marketed by Edward Snell in SA as well as various other African and global regions, such as Mozambique, Namibia, Eswatini, Botswana, Tanzania, Ghana, Kenya, and Zambia, amongst others.

RESPONSIBLE DRINKING

Bayanda Cwazibe, Supply Chain Director at Edward Snell, was recently elected as the new Chair of the South African Liquor Brand Owners Association (SALBA) in December 2023.

A non-profit organisation established in 2005, SALBA is mandated to represent manufacturers and distributors in the country’s liquor industry on issues of common interest, such as spirits excise duty, illicit trading, and the Liquor Products Act (LPA).

To date, Edward Snell’s involvement in SALBA has included delivering positive changes to LPA. Indeed, the company has been

instrumental in working with other association members to lobby the South African government to make changes that are future-fit, align with shifting consumer needs, and allow for innovation in the spirits category.

Thus, in partnership with other industry leaders, Edward Snell has succeeded in reducing the alcohol content in tequila from 43 percent to 35 percent.

This reduction strongly supports the company’s purpose and its desire to have a positive impact on society as it ensures lower alcohol percentages on South African shelves, leading to more responsible consumption.

The change therefore keeps Edward Snell in touch with the

emerging consumer trends of responsible drinking and low-alcohol beverages.

The company has an obligation to promote the responsible consumption of alcohol and reduce its harmful use. Edward Snell hopes to continue to encourage sensible drinking while reducing total alcohol availability in line with the recommendations of the World Health Organisation (WHO).

SA’s drinking culture threatens its future prosperity, as the country has the sixth highest rate of absolute alcohol consumption per capita globally.

In response, Edward Snell has also implemented various initiatives

to help conscientise the public about responsible drinking, whilst its partnership with Lyres, the world’s leading non-alcoholic spirits manufacturer, is a continuation of the company’s efforts.

SUSTAINABLE UPGRADES

With award-winning brands and empowered people, Edward Snell’s goal is to create a future that is good for all.

THE SINGLE-USE CHALLENGE

One of the central challenges faced by the alcoholic spirits manufacturing industry is that it produces single-use products, which are often disposed of in landfills.

Edward Snell currently recycles as much as 75 percent of its solid waste, but strives to develop alternative product designs that could improve this figure even further.

This is in conjunction with the company’s transition from the use of virgin materials to recycled materials, which should reduce the amount of solid waste produced.

Long-term sustainability is at the company’s core, as it conducts its operations in ways that serve the interests of all stakeholders – staff, customers, consumers, suppliers, and local communities.

Corporate social responsibility (CSR), as well as environment, social, and governance (ESG) initiatives, are helping to foster wholesome relationships with these stakeholders and communities throughout the supply chain.

For example, the company has overhauled its bottle rinsing system and redesigned the machines that execute this function.

The new design has drastically improved Edward Snell’s water retention capabilities and delivered as much as 80 percent water savings during the bottle rinsing process.

Driving sustainable stakeholder engagement is at the heart of the business, not simply to create value but to share it, and is ultimately rooted in the company’s purpose.

As a corporate citizen, Edward Snell also produces, sells, and markets its brands in a responsible way, and has made notable changes to futureproof the business and forge a path towards sustainability.

This is particularly noteworthy given SA is categorised as a waterscarce country, where malfeasance, ineffective service delivery, and the mismanagement of available water resources and existing infrastructure continue to trigger shortages, leaks, and other disruptions. Additional challenges such as inequality, unemployment, poverty, and climate change further exacerbate the problem.

Water is a key ingredient for spirits manufacturers such as Edward Snell, whose newly commissioned wastewater plant further optimises the use of this scarce resource.

Eventually, the company’s goal is to enhance its purification capabilities to the extent that wastewater can be used for drinking and product manufacturing purposes.

NEW DISTRIBUTION CENTRE

As SA faces up to water scarcity issues, it is also contending with unreliable electricity supply.

Therefore, on top of its revised bottle rinsing system and new wastewater plant, Edward Snell has futureproofed the business even further with the construction of a new energy-efficient distribution centre that utilises solar power.

As well as alleviating the dire consequences of loadshedding, which is endangering investment, economic recovery, and business confidence, the incorporation of solar power limits Edward Snell’s environmental footprint.

BUILDING A MORE SUSTAINABLE SOLUTION, FROM THE GROUND UP.

Growthpoint Properties Trading & Development sector’s latest project in Monteer Road, Isando, offers an exciting blend of functional design, fantastic staff amenities, and a wide range of energy-efficient technologies, sustainable construction materials, and initiatives to minimise its environmental impact, not only aligning with our sustainability goals but cementing our promise to create spaces where our clients thrive.

Call +27 11 944 6249 or visit www.growthpoint.co.za

In addition, the Gauteng-based distribution centre is just a stone’s throw away from the company’s existing production facility, simplifying the transportation of goods from production to distribution and saving on both time and fuel.

The increased size of this new facility, which is about 40 percent larger, will equally allow for the more efficient storage of Edward Snell’s goods.

With more than 20 spirit brands to manage and distribute across various countries, the value of the centre cannot be overemphasised as

it contributes to improved throughput efficiency and enhanced business capabilities.

The new site also brings together and accommodates logistics, admin, and sales staff, as Edward Snell recognises that people are a key part of its success and therefore prioritises investing in them.

The centre houses important elements that physically represent this commitment to its employees, including open-plan workspaces and recreational facilities such as a rooftop entertainment area and a football pitch.

More than just facilitating improved efficiency and productivity, the distribution centre fosters cohesion and belonging, and capacitates the company for current and future expansion.

Therefore, as a result of this significant investment, Edward Snell is well placed for growth going forwards and excited about the opportunities that the facility will bring in the years to come, not only for the company but for the country as a whole.

Building on the global success of its regional titles – Africa Outlook, APAC Outlook, EME Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the mining & resources sector.

As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

AFRICAN FOCUS, AUSTRALIAN KNOW-HOW

GREATNESS IN TANZANIAN GRAPHITE

We speak to Andrew Cunningham, Managing Director of Walkabout Resources, about the tremendous graphite mining capabilities of its flagship Lindi Jumbo project, and how the company consistently endeavours to put the local community first

Writer: Lucy Pilgrim | Project Manager: Joshua Mann

The Tanzanian mining industry is currently experiencing an upward trajectory, after a decade-long hiatus saw no major mines opening in the country and little spending in the sector.

However, following a revitalisation of the industry, there has been a renewed interest in Tanzanian mining and exploration activities as the government works hard to actively promote the sector far and wide.

The graphite mining landscape, in particular, has garnered a global reputation as an attractive investment choice in Tanzania.

Poised at the forefront of the sector, Walkabout Resources (Walkabout) is an industry-leading, high-grade graphite mining organisation.

“The company started out as a typical Australian junior mining and exploration business that mainly focused on sought-after commodities in Africa,” introduces Andrew Cunningham, Managing Director.

Walkabout has grown considerably in the past year, to the point where it will soon have approximately 100 employees alongside a further 100 contractors involved in its Australian and African operations.

With a vast pool of knowledge and experience to draw from, Cunningham has a deep passion for mining that has informed his attitude towards the company.

“As a geologist, I have worked in virtually every facet of the industry, from leading global project generation teams through all stages of exploration to mine geology and restarting historical assets,” he details.

LINDI JUMBO PROJECT

Walkabout is currently focused on commencing the production of its flagship project, the Lindi Jumbo Graphite (Lindi Jumbo) mine, which will supply high-quality flake graphite to international markets.

Crucially, the mine is due for first production at the end of Q2 2024 at a time when significant graphite shortfalls are predicted.

Indeed, Benchmark Minerals

Intelligence (BMI) estimates that 97 graphite mines, each producing 50,000 tonnes (t) of flake concentrate, need to be built and enter production in the next decade.

Lindi Jumbo will be a key contributor to alleviate these pressures, as the mine will produce 40,000t of flake concentrate at grades of more than 95 percent total graphite carbon (TGC), with a comprehensive life-of-mine (LOM) expectancy of 24 years.

Furthermore, Lindi Jumbo has the highest reserve grade of any undeveloped graphite project in Africa, as it is not resource bound and has ample growth opportunities.

“No graphite deposit is the same, but Lindi Jumbo is very different to typical graphite deposits in that the vast majority of graphite flakes in-situ are above 300 microns, making them jumbo flakes,” Cunningham explains.

“Additionally, the flakes are easily liberated – a function of their unique geology – and are upgraded through a straightforward mechanical metallurgical process, which produces a high-quality, sought-after flake concentrate.”

Due to these qualities, the Lindi Jumbo mine is in the rare position whereby it can service practically every sector of the graphite industry, from the energy storage and electric vehicle (EV) market to the more specialised expandable graphite sectors, such as foils and graphene.

The staged commissioning of the project’s processing plant has already

WALKABOUT’S DIVERSITY STRATEGIES

The company’s diligent diversity strategies include:

• Recruiting from a diverse pool of candidates for all positions, including senior management and board roles.

• Considering specific factors in the recruitment and selection processes that encourage diversity.

• Developing programmes to facilitate a broader pool of skilled and experienced candidates, including workplace development, mentoring, and targeted training programmes.

• Cultivating a culture which takes employees’ domestic responsibilities into account.

• Reviewing succession plans to ensure an appropriate focus on diversity.

begun, with the majority being cold commissioned so that all motors and pumps can be tested, whilst hot commissioning has also been conducted where possible.

The total capital expenditure for the project was approximately USD$35 million, with the remainder of the funds being generated through equity

raising on the Australian Security Exchange (ASX).

ONE OF A KIND

As an indicator of Lindi Jumbo’s innovative characteristics, the project is the first graphite operation outside of China to attract debt funding in 2023. Walkabout was fortunate

“WE STRIVE TO EXPAND OUR DOWNSTREAM AND UPSTREAM ACTIVITIES, AND BECOME THE SUPPLIER OF CHOICE FOR RESPONSIBLY AND SUSTAINABLY SOURCED NATURAL FLAKE GRAPHITE”

– ANDREW CUNNINGHAM, MANAGING DIRECTOR, WALKABOUT RESOURCES

enough to secure the support in partnership with Gemcorp Capital, a London-based financial institution.

The USD$20 million debt funding allowed the company to complete the project build and construction on time by March 2024.

Further unique factors of the mine can be found in its attention to environmental practices, as the project will have no waste dumps, whilst all excess waste rock will be used to build a tailings storage facility (TSF), and, in turn, increase the effectiveness of the mine.

Moreover, due to the high-grade ore body being produced, Lindi Jumbo and its associated infrastructure emits negligible pollution. This, together with the fact that it is connected to the national power grid, which is predominantly generated through hydro and natural gas-fired power stations, means that the project’s environmental footprint is relatively small.

Therefore, Walkabout is going a long way to ensure that Lindi Jumbo’s end product of natural flake graphite can be considered responsibly sourced. Due to the project’s trailblazing production and environmental attributes, Cunningham is proud to have witnessed the mine come to fruition.

“Being involved in Lindi Jumbo from its conception back in 2015, discovering what is certainly a one-ofa-kind deposit and taking it through to production, has been a highlight of my career,” Cunningham proudly divulges.

Therefore, at a time where graphite has been declared a critical mineral in the world due to its importance in the green revolution and use in so many aspects of modern society, the Lindi Jumbo project has become an industry-leading mine development.

TANZANIA FIRST

Committed to its motto of ‘Tanzania First, Local First’, Walkabout places extreme importance on nearby

WALKABOUT’S VISION – AT A GLANCE

The company’s vision is to create and grow sustainable value for its shareholders through best practices in safe mining, responsibly exploring and producing essential minerals and metals for the benefit of its host and global communities, and minimising its impact on the natural environment.

communities, whose contributions and buy-ins have been vital to the project’s success.

From Lindi Jumbo’s inception, it became clear to Cunningham that local communities were extremely eager to see the mine become a success and be part of the journey. As such, building the mine has

given the company the opportunity to do the right thing from the outset and take into consideration what is important to nearby villages.

Consequently, Walkabout has held regular meetings with locals to understand their needs, which have subsequently been documented and prioritised.

For example, the construction of the mine has led to significant changes in the region, as the government has fast-tracked the development of infrastructure in the form of new roads, hospitals, and schools, as well as the expansion of a power supply into local communities.

“Five years ago, none of this would

“BEING INVOLVED IN LINDI JUMBO FROM ITS CONCEPTION BACK IN 2015, DISCOVERING WHAT IS CERTAINLY A ONEOF-A-KIND DEPOSIT AND TAKING IT THROUGH TO PRODUCTION, HAS BEEN A HIGHLIGHT OF MY CAREER”

–

ANDREW CUNNINGHAM, MANAGING DIRECTOR, WALKABOUT RESOURCES

have been envisaged,” Cunningham highlights.

Meanwhile, the company has also been holding itself financially accountable throughout the entirety of the project.

“Even though our contributions to date have been fairly modest, we have been very transparent throughout the process, and the local village leaders have been understanding of the fact that all our focus has been on getting the necessary funding together,” he adds.

On top of this, Walkabout has been very frugal with its expenditure to ensure that it stays within budget for production, so that the company is able to generate sufficient funds that can be fed back into the community.

LOCALISED SUPPLIERS

As part of its prioritisation of the surrounding region, Walkabout has been working with a local logistics provider for a number of years, who

was responsible for the clearance of tough parts and the transport of all the equipment from the processing plant to the mine site.

“The same company will now be responsible for the export of graphite concentrate out of Tanzania, and has developed state-of-the-art systems to ensure the integrity of this process and security of each bag of concentrate as it travels from the mine to the final destination, wherever it is in the world,” expands Cunningham.

Additionally, the vast majority of the work conducted for the Lindi Jumbo project, such as exploration, drilling, earthworks, construction, and commissioning, was completed by local contractors and workers from nearby villages.

What’s more, many of these employees have subsequently developed the requisite skills to ensure their ongoing employment at the company.

Following the acquisition of a

comprehensive, local workforce, Walkabout’s number one priority going forward is to get the mine up and running and to achieve nameplate capacity as soon as possible.

“Once we have reached this goal, we strive to expand our downstream and upstream activities, and become the supplier of choice for responsibly and sustainably sourced natural flake graphite,” closes Cunningham.

Tel: +61 8 9429 8874 admin@wkt.com.au www.wkt.com.au

TURNKEY STEELWORK DESIGN AND SUPPLY

Paul Rebelo, Managing Director of CADCON, tells us about the company’s in-house steelwork and platework capabilities, the importance of robust client and supplier relationships, and its ambitious expansion plans

Writer: Lucy Pilgrim Project Manager: Ben Weaver

South Africa is one of the continent’s biggest steel producers; according to the World Steel Association, the nation’s steel manufacturers produced 5.7 million tonnes (t) of the alloy in 2019 alone.

As a long-standing and supportive pillar of the South African metalworks sector, CADCON was founded in 1987, fabricating small steelworks and sundry metalworks for the Pretoria market.

Today, the company has grown into a medium-sized steel company with a service offering comprising fabrication, erection, and the corrosion protection of structural steelworks and plateworks.

On average, CADCON fabricates 600t per month of steelwork through its four state-of-the-art workshops. The total facility spans 15,100 square metres (sqm), with an additional 10,000 sqm used to house a blasting and painting yard, and accommodates approximately 200 dedicated employees who are equipped to take on any project.

GOING THE EXTRA MILE

CADCON boasts a vast customer base, encompassing everything from commercial, mining, retail, industrial, power, and architectural industries, and engaging with developers, professional teams, and main contractors.

“The company is not afraid to go the extra mile in terms of delivering an excellent project,” opens Paul Rebelo, Managing Director.

“We pride ourselves on delivering

only the very best to ensure that each operation covers the desired specifications. There is no project that is too big or small, as our clients value our approach and have certainty in our operational delivery,” he adds.

Rebelo’s career began in international engineering and construction, where he was involved in various sectors including petrochemical, mining, pulp and paper, and solar power.

“It was during the Medupi Power Station construction between 2008 and 2012 that I first came into contact

with CADCON and the structural steel sector. The company was part of a joint venture (JV) that fabricated 26,000t of steel for the project,” recalls Rebelo.

Throughout his time at CADCON, he has witnessed significant growth, as the business has branched into different sectors and engaged with new clients and territories. With a specially devised leadership team, the company shows no signs of slowing down.

“Our plan is to continue along this growth path by further expanding

“WE PRIDE OURSELVES ON DELIVERING ONLY THE VERY BEST TO ENSURE THAT EACH OPERATION COVERS THE DESIRED SPECIFICATIONS”

PAUL REBELO, MANAGING DIRECTOR, CADCON

our client base, whilst not losing sight of loyal repeat customers who have always supported us.”

However, with limited workspace and employee resources, Rebelo understands the importance of CADCON having a clear focus on the right opportunities that adequately support its upward trajectory.

SUPPLIER SELECTIVITY

The company’s scrupulous focus on growth opportunities is reflected by its critical supplier list; steel merchants in particular can carry vital stock to cater for the hundreds of steel section combinations that the company requires.

“Our steel partnerships are a vital cog in our well-oiled machine. Without these merchants, we would not have the adequate material to be able to manufacture and meet our clients’ demands,” enlightens Rebelo.

A BRIEF HISTORY OF CADCON

The company was founded in 1987 by mechanical engineering student, Gerhard Meiring, before Barry Barnard also joined the operation, who remains a Director today.

Having originally established itself under the name CADCOR, the business initially performed light steelwork and metalwork from Meiring’s garage workshop outside Pretoria.

After purchasing industrial property in Centurion in 1995, CADCOR constructed its first workshop, a 2,100 sqm facility with four overhead cranes, before being awarded its first major project contract in 1996 for a BMW paint shop.

Three years later, Gerhard emigrated to Australia, which sparked a change of leadership roles and business practices, marked by the name change to CADCON. Following a JV project in 2006 that stimulated rapid growth, the company spent the next few years investing in workshop automation, implementing several state-of-the-art computer numerical control (CNC) machines, and supporting management software.

In 2011, CADCON was proud to obtain ISO 9001:2008 accreditation and ISO 3834 accreditations, whilst also entering a 46 percent Black Economic Empowerment (BEE) deal, further advancing its diversity practices.

The retirement of long-standing Director, Johan Jonker, in 2015 opened the door to a fresh leadership team for the company, with Rebelo joining in 2020 and Abri Barnard signing on as a Director after being part of the team since 2007.

CADCON also has many other supplier partnerships which continue to contribute to the success of the business. These include shop drawing detailers, paint suppliers and applicators, crane and access equipment suppliers, and steel erectors, all of which play a big part in the company’s success.

CADCON is able to build more personal relationships with its suppliers thanks to a comprehensive in-house procurement team, which allows the company to negotiate on better pricing and on-time delivery, particularly during high-priority projects that have tight timeframes.

The procurement department also works closely with the proposals team, thus ensuring the best price is offered to clients during the tendering process.

“Having an internal procurement

team allows us to receive real-time information on material availability, particularly if we need to make an immediate decision on whether to wait for material or substitute it for

CADCON SERVICES –AT A GLANCE

The company’s capabilities include:

• Project management

• 3D modelling and detail drafting

• Supply, fabrication, and erection of both structural steel and platework

• In-house blasting and painting at its 15,000 sqm facilities

a more readily available product, to ensure that we don’t impact the manufacturing programme,” details Rebelo.

COMMITTED TO EXCELLENCE

A major differentiating factor for CADCON is its willingness to take on any project regardless of size, alongside its tenacity and dedication to each operation.

“If we run into any technical issues, we are quick to find a solution that still fits within the client’s end vision,” Rebelo emphasises.

A key example of the company’s perseverance is the ambitious Ford Frame Line Project, situated in Pretoria. Completed in 2022, it was a significant part of the Tshwane Automotive Special Economic Zone (TASEZ) hub, Africa’s first automotive city.

The project was specifically designed to provide warehousing and offices for Ford’s e-coating and waxing operations, catering for the automotive giant’s vehicle chassis production prior to the assembly line.

“It was exciting and fast paced, with the 78,100sqm facility being fabricated and erected in six months, producing an impressive 900t on average every four weeks.”

The Pick n’ Pay Inland Distribution Centre (DC) was another project that CADCON was proud to be a part of.

The consolidated DC, which spans an excess of 165,000 sqm, was designed to optimise productivity and efficiency by incorporating groceries, perishables, fresh produce, general merchandise, and imported goods all under one roof, thus avoiding duplication of supply chain costs.

“The large, uninterrupted steel roof profile allowed for the concealed-fix

roof sheeting to be rolled out in continuous lengths to avoid joints, the longest of which is an official Guinness World Record at 280 metres (m),” Rebelo excites.

Branching out further, CADCON has several projects in the pipeline

that intercept the mining, commercial, and power sectors. The company is also keeping its eye on a number of data centres coming to fruition in the near future, as the business wishes to expand and accelerate its presence in this space.

Pick ‘n Pay DC

Cadcon - TASEZ Ford Frameline

RESPONSIBLE AND COMITTED

The South African steel construction industry is typically very fast paced, with tight deadlines and substantial pressure on those involved to ensure a project is completed on time without compromising on quality.

In the face of these industry challenges, CADCON sees great value in every member of staff.

“In order for us to keep employee morale up, we try to host two to three functions a year, which consist of one or two team building days as well as an end-of-year event that is hosted on the last working day in December,” imparts Rebelo.

These initiatives are in place to recognise the strong work ethic of the company’s employees and their dedication to producing high quality products, which is evident from top management through to

workshop staff.

Elsewhere, as part of its corporate social responsibility (CSR), CADCON plays a key part in supporting its local community, materialising in monthly contributions to Johannesburg-based Charity Fusion, as well as Sparrow Schools Education Trust, a non-profit organisation that provides access to learning and top-quality education for younger generations.

“Most of the children come from very impoverished communities and are unable to pay their own school fees for this type of specialised learning,” informs Rebelo.

As CADCON forecasts the year ahead, its main focus is to expand its horizons by considering opportunities beyond the South African border whilst continuing to strengthen relationships with its current, loyal client base.

Pick ‘n Pay DC

We revisit Dangote Cement Senegal, as the company continues to achieve success by tackling industry challenges head on.

We speak to Ousmane Mbaye, CEO, about leveraging a sustainable approach

Writer: Lucy Pilgrim | Project Manager: Joshua Mann

CEMENTING NEW STANDARDS

CEMENTING STANDARDS

The Senegalese industrial sector has evolved to become the second largest contributor to the national economy, accounting for approximately 22 percent of GDP. Moreover, the aggregates industry has kept pace with Senegal’s economic growth over the past decade, equating to 6.6 percent between 2014 and 2018.

“However, the COVID-19 pandemic in 2020 and the outbreak of the Russia-Ukraine conflict in 2022 have

stagnated the healthy financial dynamic and, above all, exposed the extraversion of our economy,” opens Ousmane Mbaye, CEO of Dangote Cement Senegal (DCS).

Evidently, between 2019 and 2023, growth slowed to 4.8 percent. To combat staggered economic development, the Senegalese government launched the Plan for an Emerging Senegal (PES) in 2014, which prioritised industrial development and enabled massive investment

into projects across sectors like mining, oil and gas, electricity, infrastructure, and more.

Despite administrative efforts, there remains a number of obstacles to rapid growth in the industry, including the high cost of electricity, the obsolescence of certain transport networks and infrastructure, the lack of financing for small companies and land resources, tax pressures, and much more.

However, DCS has continued to rise

above industry challenges by radically reshuffling the deck in the local market since its entry into production in 2015. For instance, the widespread use of high-quality 42.5R cement has democratised the sector in the African country.

“This type of cement, previously reserved exclusively for the construction industry, is now available at an affordable price to all users in Senegal and the sub-region,” comments Mbaye.

NAVIGATING ADVERSITY

Since speaking to the company in 2018, DCS has navigated a multitude of challenges as industry difficulties have had a trickle-down effect on the company, including the high cost of energy that its power plant is producing from imported hard coal.

“Clearly, we are highly exposed to the volatility of raw material prices and to the vagaries likely to affect the global supply and logistics chains.

“WE LEVERAGE INNOVATION, NEW BUSINESS DEVELOPMENT, AND TECHNOLOGY TO OPTIMISE COSTS AND COMPETITIVENESS”

– OUSMANE MBAYE, CEO, DANGOTE CEMENT SENEGAL

“For example, the outbreak of the Russian-Ukraine conflict led to a surge in the price of coal, among other things. Therefore, due to extended power plant maintenance and coal shortages, the company went through a very difficult year in 2022,” recalls Mbaye.

Yet, DCS has gone from strength to strength to become Senegal’s third integration cement production unit, with an annual production capacity of 1.6 million tonnes (t) of cement.

For example, to solve difficulties surrounding the accessibility and usability of other energy sources

other than coal, the organisation implemented a project that uses a variety of alternative fuels.

Meanwhile, the company’s industrial activity has a continuous and definite impact on the regional and national economy, as it emphasises the importance of local content at the heart of its sourcing strategy.

“DCS is a major player in Senegal’s industrial fabric, employing over 1,000 people in total, either directly or indirectly,” highlights Mbaye.

Additionally, the implementation of a three-year sustainable development strategy between 2020 and 2023, enacted by the Dangote Cement (DC) group, established a supply chain policy that gave priority to regional suppliers and contractors, as well as the local communities in which it operates.

Consequently, between 2020 and 2022, nearly 40 billion West African CFA francs (XOF) were set aside for the purchase of products and services from local contractors, small companies, and subsidiaries of multinationals.

THE DANGOTE WAY

DCS pays particular attention to preserving the environment and the planet’s health, which is reflected by the implementation of a stringent environmental protection policy.

Known as The Dangote Way, DCS’ green policy is aligned with the UN’s Sustainable Development Goals (SDGs).

As part of the environmental programme, the construction of the plant’s industrial facilities is fully operationalised to minimise dust emissions. Furthermore, specialised vacuum cleaners collect dust before it is reinjected back into the production units, preventing dirt from being dispersed into the atmosphere.

This technology is the first of its kind in Senegal and places the

company on a pedestal for its sustainability efforts.

Alongside its commitment to emission reduction goals, DCS also strives to improve its performance in energy efficiency, waste management, and water consumption by harnessing the opportunities of environmental stewardship and the circular economy business model.

Another key element of its environmental agenda is the substitution of coal, a fossil fuel, with alternative energy sources including biomass, paper, plastic, waste tyres, solvent, wood, solid recovered fuels (SRFs), refuse-derived fuels (RDFs), and municipal solid waste.

Regarding biomass production, the company utilised peanut and palm kernel shells, agricultural waste

DANGOTE CEMENT SENEGAL AT A GLANCE

The DC group is Africa’s largest cement producer; with a presence across 10 countries, it meets the demand of millions of customers across the continent. Consequently, the diversity of the organisation’s markets means that it can tap into numerous opportunities in Africa.

peanuts, sawdust, coffee husk, and more.

Further projects to reduce greenhouse gas (GHG) emissions include the restricted consumption of clinker, whilst developing its production of solar energy.

“This will uphold our operational sustainability pillar, which defines how we serve and satisfy our markets by working together with partners to deliver the best quality products and services to our valued customers,” asserts Mbaye.

A GENEROUS AND SUSTAINABLE APPROACH

DCS has further set itself apart in the sector by rigorously adhering to corporate social responsibility (CSR) criteria across all its actions.

DC’s Senegalese operations represent one of the biggest foreign direct investments (FDIs) by an African company into the country, which is an indication of the group’s strong belief in the future growth of the domestic economy.

“With rich and abundant limestone reserves of 300 million t, coupled with a relatively stable environment, Senegal’s cement industry remains robust and continues to be one of the strongest performing markets across the entire DC group,” states Mbaye.

Serving West African Cement

Industry since 1978

With some of the most modern and reliable production lines on the continent (German Windmöller & Hölscher technology), RUFSAC now achieves a production capacity of over 360,000 kraft paper bags per day

RUFSAC has been the local supplier of DANGOTE SENEGAL for 10 years.

info@rufsac com +221 33 836 03 28

“DCS IS A MAJOR PLAYER IN SENEGAL’S EMPLOYING OVER 1,000 PEOPLE

– OUSMANE MBAYE, CEO, DANGOTE

“Since 2007, well before it went into production in 2015, the company has been implementing a very dynamic and generous CSR policy that focuses on education, health, environmental preservation, water access, female empowerment, and more,” Mbaye concludes.

To date, nearly two billion XOF has been allocated to various social

investments which greatly benefit the local community.

As DCS forecasts the upcoming year, its main priority is to increase production capacity with green cement and utilise alternative fuels to help reduce its carbon footprint, thus alleviating the company’s dependence on fossil fuels.

A WHOLE HOST OF LUXURY

Nox Cape Town is a luxury residential property management and sales company that has created lasting change within the short-term rentals market. Dedicated to providing exemplary guest experiences with a culture of continuous improvement, Nick Taylor, Managing Director and Owner, and Richard Marshall, Founder and Owner, outline its burgeoning success

Writer: Lily Sawyer | Project Manager: Ben Weaver

Providing specialist residential short-term rental management services and traditional longterm leasing, in addition to investment guidance on asset acquisition and the sale of homes, Nox Cape Town (Nox) emerges as a property management company with a difference.

Established in 2003, Nox serves Cape Town’s premium residential suburbs along the Atlantic Seaboard, including the Camps Bay, Clifton, Green Point, Sea Point, and V&A Waterfront areas, with a focus on luxury.

“With assets under management (AUM) totalling around ZAR2.5 billion, most of the properties we look after are owned by foreign investors, predominantly from the UK and Europe. They look to us to seek rental yield through short-term letting,” introduces Nick Taylor, Managing Director and Owner.

In this way, Nox’s clients are able to generate rental returns through their properties, which are typically higher than long-term leasing.

“We help our clients to maximise their return on investment whilst taking excellent care of their properties,” expands Richard Marshall, Founder and Owner.

As a company that prides itself on its ability to stay abreast of

emerging trends, Nox continues to remain competitive within the industry despite market changes and fluctuations.

Since the COVID-19 pandemic, the real estate space in Africa has continued to evolve at a rapid pace, especially within the residential and commercial sectors.

As such, Nox has noted a recent rise in dynamic residential models that meet a new wave of lifestyle and working trends. For instance, co-working and co-living spaces are on the up, not only in standalone homes but also in repurposed buildings.

“This is an incredibly exciting field to be working in, especially due to the rising demand for private, exclusive

NOX CORE VALUES

NOX SHOOTS STRAIGHT

Guided by a belief that honesty is the best (and only) policy, the company prides itself on having no hidden agendas.

NOX IS AT YOUR SERVICE

To remove the burden from guests and partners, Nox’s dedicated, round-the-clock service offering ensures that its clients can relax with peace of mind.

NOX IS GETTING BETTER

As a company that is continually improving its systems, processes, and services, Nox prefers to innovate rather than react.

NOX IS A GREAT TEAM

Cultivating an environment of help and care is important to Nox and in the best interests of the team.

NOX IS HAVING FUN

A light-hearted approach ensures that Noxies are able to enjoy their work and have fun.

NOX ADDS VALUE

Derived from a belief that reward comes from adding value to others, Nox’s holistic perspective on value prioritises happy guests and partners.

NOX GIVES BACK

The company believes in contributing to making the world a better place by using a portion of all profits to contribute to communities and charitable causes.

luxury accommodations which support the ability to work remotely,” Taylor observes.

Positioned in the upper echelons of the residential sector in Cape Town, Nox has developed a burgeoning portfolio of luxury properties over the years.

THE NOX DIFFERENCE

With a keen focus on ensuring that every property in its portfolio meets rigorous brand standards, Nox is selective of the properties it acquires.

The company typically only takes on four in every 10 properties viewed, each undergoing a stringent screening process and a 300-point onboarding check. In addition, each property must possess ‘tourism potential’ – a unique, exclusive, or distinctive feature.

“We’re not in the business of what has become a commoditised offering; we want to ensure that each of our guests obtains a memorable experience from our hand-selected accommodations,” Marshall outlines.

Having established a property’s discernible tourism potential and accepted it within the portfolio, Nox offers real-time insights into its

investment performance, including advanced metrics such as a net operating income (NOI), average daily rates (ADR), guest review scores, and capitalisation rate through an owner dashboard.

“This kind of investment data is a first for the African continent and has allowed our clients to make informed decisions about additional opportunities in the market. Along with our sales team, who specialise in the sale of investment properties, this has contributed to an expanding portfolio,” Taylor divulges.

In addition, Nox carefully considers the needs of guests, agents, partners, and the property itself to comprehensively maintain high brand standards and processes, further contributing to ‘the Nox difference’.

“We’re always looking at ways to heighten the guest experience, simplify the booking process, and innovate and improve; our brand standards, routine inspections, and quality control processes ensure that guests have a luxury experience, and our properties are always in topnotch shape,” he surmises.

Equally, Nox is heavily involved in the community thanks to its local presence, with offices in Camps Bay and properties in Cape Town. The company imparts its deep-rooted knowledge of the area in the form of recommendations and market advice for clients and guests.

“Having lived and worked in the area for decades, we understand the nuances and have a deep understanding of how this impacts both the liveability of a property and its ability to generate income,” Marshall posits.

SCALING UP INVESTMENT

An increasing need for informed property investment decisions has become apparent in recent years across Africa, especially with the ongoing expansion of the local residential market, which has seen annual capital growth exceeding 10 percent per annum.

“We have a number of existing property owners and interested buyers looking to us to provide

“WE’RE PRIVILEGED TO WORK IN SOME OF SOUTH AFRICA’S MOST BEAUTIFUL SUBURBS, IN A COMMUNITY WHICH CONTINUES TO BE DRIVEN BY THE SOUL OF AFRICA”

– NICK TAYLOR, MANAGING DIRECTOR AND OWNER, NOX CAPE TOWN

expert rental investment data on the investment profile across the Atlantic Seaboard, backed by deep analytics,” Taylor reveals.

As such, Nox is currently working on an investment fund to cater for new interest in the Cape Town luxury real estate market, due to be launched in Q1 2025.

Further to this, short-term destination rentals are also becoming more prominent, lending themselves to groups who wish to utilise the space exclusively and add on services such as day tours, excursions, and private chefs.

“More recently, we hosted our first ever dedicated short-term rentals conference. SCALE South Africa (SCALE) was a two-day event held in Cape Town, in which 250 attendees came together to discuss the short-term rentals industry,” Marshall comments. SCALE resulted in a sense of unity and collaboration between attendees whilst planting the seed for the development of the South African Short-Term Rentals Association. None of this success would be

possible, however, without the company’s dedicated team of staff, or ‘Noxies’ as they’re affectionately known, along with its loyal guests and host of supportive homeowners.

“We’re privileged to work in some of South Africa’s most beautiful suburbs, in a community which continues to be driven by the soul of Africa,” Taylor smiles.

A BRIGHT FUTURE

As a company fortunate to have been

part of the digital transformation of the luxury real estate industry, as well as the development of the shortterm rental market, Nox feels that the quality of real estate offerings, coupled with sound investment metrics, make Cape Town a worldclass destination.

To accommodate the resulting growth of customer needs, Nox’s new website is capable of adapting to specific users and regions, whilst an integrated property management

AFRICA OUTLOOK: HOW DOES NOX SUPPORT THE LOCAL COMMUNITY?

NICK TAYLOR, MANAGING DIRECTOR AND OWNER: “Nox has been a loyal supporter of various community initiatives over the years, specifically Ignisive, a non-governmental organisation (NGO) with a vision to unite all sectors of the community to achieve meaningful and positive change.

“Additionally, we’ve supported the successful initiation of the Camps Bay Central Improvement District in addition to a private initiative, Camps Bay Clean, which assists with the general sanitation and cleanliness of the community.”

RICHARD MARSHALL, FOUNDER AND OWNER: “One of Nox’s core values is giving back. We try to do this through various initiatives, including supporting CSI projects, directly engaging with communities, and always selecting local suppliers.

“For example, we source coffee from local producers through our partnership with 4WKS Coffee, as well as wine and snacks from the region in guest welcome packs.

“Our housekeeping is also sourced through a local provider, and we try to give back to the community wherever possible to ensure quality for our guests and a better service infrastructure for the ecosystem in which we operate.”

“WE HELP OUR CLIENTS TO MAXIMISE THEIR RETURNS ON INVESTMENT WHILST TAKING EXCELLENT CARE OF THEIR PROPERTIES”

– RICHARD MARSHALL, FOUNDER AND OWNER, NOX CAPE TOWN

system (PMS) is able to identify what type of villa guests are looking for.

“In other words, we’re able to know and adapt the customer journey on our site based on preferences, search history, demographics, and the time of year,” Marshall excites.

Nox is entering the final phase of its ‘vivid vision’, which has served as a roadmap and manifesto for the company’s notable progress over the past four years.

In short, Nox’s vivid vision outlines the company’s culture and core values of delivering happiness and client satisfaction, as well as its core business activities, including

cultivating exemplary guest experiences and retaining a 95 percent annual retention rate. This vision also guides Nox’s business operations, sales and marketing approach, financials, and corporate social investment (CSI) activities.

Having drawn up the vision at the height of the COVID-19 pandemic, Taylor and Marshall are pleased with the progress Nox has made towards each of its goals and objectives.

“Although at times the vivid vision has forced us to make some uncomfortable decisions, it has been the guiding light of our organisation over the past three years.”

Thus, as a company that is hypercommitted to ensuring guests have the best possible stay and clients have the optimum ownership experience, Nox continues to maintain a revitalised and refreshing approach to real estate.

Tel: +27 21 201 1217 info@nox.capetown www.nox.capetown

A production-line of exclusive content, delivered straight to your inbox

Building on the global success of its regional titles – Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the manufacturing sector.

As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

AFRICAN FOCUS, AUSTRALIAN KNOW-HOW COMMITTED TO CONTINUOUS DEVELOPMENT AND INNOVATION

AT THE CUTTING EDGE OF DEFENCE

Committed to continuous development and innovation, Saab Grintek Defence manufactures and develops integrated electronic warfare self-protection systems widely used across the global defence sector.

Jan Widerström, President and Managing Director, explains how the company plans to remain at the forefront of the domain

Writer: Lily Sawyer | Project Manager: Thomas Arnold

As a dynamic and multifaceted space dedicated to keeping people and society safe, Africa’s defence industry presents both opportunities and challenges.

“The complexities of the geopolitical landscape and the difficulties associated with exporting from the continent can create hurdles. However, it is important to acknowledge that Africa possesses the necessary tools for success,” opens Jan Widerström, President and

Managing Director of Saab Grintek Defence

As a South African defence company that specialises in electronic warfare systems, sensor technology, and avionics across various domains, SGD, a subsidiary of Saab, emerges as an industry leader. SGD’s electronic solutions also encompass self-protection systems for aircraft, helicopters, land vehicles, naval vessels, and submarines.

FRESH LEADERSHIP AT SGD

Widerström was appointed as President and Managing Director of SGD in March 2023.

He previously held the position of Deputy Head of Electronic Warfare and Aircraft Systems (EWAS) for Saab as part of its surveillance business unit. Prior to this, he headed up Saab Avionics Systems, which is focused on developing safe, sustainable, and efficient aviation solutions for civil and military aircraft.

In his stint as Chairman of Saab India Technologies, he oversaw Saab’s operations in the country to deliver success and growth within the Indian market.

Widerström’s extensive experience within the global defence industry, including his work across Asia Pacific, Europe, Singapore, and the US, has imbued him with the unparalleled expertise and industry know-how to continue to lead SGD on an upward trajectory.

Having supplied its systems to over 20 countries around the world, SGD continues to maintain and expand its success across Europe, the Middle East, Asia Pacific, and Latin America.

“Our extensive global footprint provides us with a distinct advantage, allowing us to deliver unmatched support and solutions on a worldwide scale,” Widerström outlines.

In addition, the company offers signals intelligence systems for the passive interception and analysis of radar and communication signals, providing improved situational awareness from airborne, land-based, and naval platforms.

“We are a world-leading centre of competence for digital processing, microwave components, and antenna technology,” he enthuses.

At the core of SGD’s success is its approximately 400-strong staff base, who work across the company’s two campuses in Pretoria and Cape Town.

Driven by a shared passion for creating a safer world, SGD’s staff leverage their deep domain knowledge and technical expertise to develop state-of-the-art systems that enable effective communication, gather critical intelligence, and neutralise threats.

ADVANCED AIRBORNE DEFENCE

As the African defence industry witnesses widespread advancement, particularly in R&D, technical progress continues to be made.

“Our cutting-edge technology considerably sets SGD apart from the competition and positions us at the forefront of the industry,” Widerström comments.

In addition, with a legacy of over 50 years in the electronic warfare (EW) domain, SGD’s deep-rooted expertise and wealth of industry knowledge ensures the company’s robust and trustworthy reputation as a trusted partner, whilst its rich history speaks volumes about its dedication and proficiency.

“Our customer-centric approach enables us to adapt to and anticipate the evolving needs of our clients,” he continues.

Furthermore, as a company dedicated to remaining at the forefront of progress and innovation, SGD notes the importance of staying abreast of defence in Africa.

“Given the evolving nature of threats and the development of advanced missile systems globally, it is imperative that we are equipped to

effectively address and counter these emerging challenges.”

Therefore, SGD’s advanced MAW-400 missile approach warning sensors provide early threat detection in order to allow the timely deployment of decoys to maximise platform protection.

“The sensors have been designed to enhance survivability in combat situations, particularly those installed on helicopters, which can be considered airborne military platforms,” Widerström details.

SGD based the development of the MAW-400 sensor on prior experience with its predecessor, the MAW-300.

COMMITTED TO ALL

As a company committed to nurturing its employees, clients, and suppliers, SGD firmly believes that corporate social investment (CSI) plays a crucial role in shaping the environment in which it operates.

“Over the past few years, we have allocated resources to various CSI initiatives strategically aligned with poverty alleviation, education enhancement, and reducing unemployment across the country,” Widerström reveals.

These include community upliftment initiatives and support for educational programmes, such as the company’s adoption of the highperforming Ribane-Laka Secondary School, which is now transitioning to a school of specialisation (SoS) in maths, science, ICT, and engineering.

The company also provides bursaries and scholarships for

student programmes, mentorship, and coaching initiatives, whilst participating in Disability Connect and the Workplace Acceleration Programme, to name a few.

“SGD believes that CSI is about changing the environment for the betterment of the business and broader industry, which builds future employees, clients, and suppliers,” he elaborates.

Another of the ways SGD is actively working towards its goal of becoming a greener company is through a selffunded solar project.

“This initiative is testament to SGD’s commitment to sustainability and reducing our overall environmental impact as a business,” Widerström expands.

Sustainability is deeply ingrained within SGD’s business strategy, and it believes that the solar project will not only benefit the company but contribute to a cleaner and more sustainable future for all.

KEEPING AHEAD OF THE CURVE

As a business operating within the niche of self-protection and against a backdrop of a constantly changing defence landscape, keeping ahead of evolving threats remains a top priority for SGD. As such, investing in advanced technology has become an increasingly important factor.

“We pride ourselves on being a true engineering company, with technology serving as the

cornerstone of our operations,” emphasises Widerström.

Ensuring it delivers solutions that not only meet but exceed the expectations of customers, partners, and suppliers is crucial, and advanced technology enhances SGD’s ability to adapt and innovate.

“When considering the significance of meeting our customers’ evolving needs, technology plays a vital role.”

Evidently, SGD values its relationships with partners and suppliers highly and views them as strategic assets that help the company maintain its position as a leader in the EW domain.

MAW-400 FEATURES AND BENEFITS

Features and benefits of the new generation MAW-400 missile approach warning sensors for airborne platforms:

• The MAW-400 utilises solar-blind ultraviolet (UV) technology, which is extremely costeffective when compared to the likes of infrared (IR) approach warning sensors.

• It is one of only two similar products designed and manufactured outside the US, operational in multiple air forces, and capable of pre-steering Directed Infrared Counter Measure (DIRCM) systems.

• The sensors are built to withstand harsh operational environments found on helicopters, transport, and fighter aircraft. They can be supplied as an integrated part of IDAS-310 or as a standalone technology, seamlessly integrating with any host EW system.

“WE PRIDE OURSELVES ON BEING A TRUE ENGINEERING COMPANY, WITH TECHNOLOGY SERVING AS THE CORNERSTONE OF OUR OPERATIONS”

– JAN WIDERSTRÖM, PRESIDENT AND MANAGING DIRECTOR, SAAB GRINTEK DEFENCE

“OUR EXTENSIVE GLOBAL FOOTPRINT PROVIDES US WITH A DISTINCT ADVANTAGE, ALLOWING US TO DELIVER UNMATCHED SUPPORT AND SOLUTIONS ON A WORLDWIDE SCALE”

–

JAN WIDERSTRÖM, PRESIDENT AND MANAGING DIRECTOR, SAAB

GRINTEK DEFENCE

“Our partners and suppliers are instrumental in providing the necessary support to enable us to widely deliver cutting-edge defence solutions,” he notes.

To achieve this, SGD prioritises maintaining open lines of communication with partners and suppliers.

This is especially important in today’s ever-evolving supply chain landscape, where demands are constantly changing.

Going forward, SGD plans to focus

on driving sustainable growth for the company whilst expanding its market presence.

“We are committed to strengthening our recruitment base in South Africa, ensuring that we have the right talent to drive our business forward,” he concludes.

Finally, the company is working towards cultivating a work environment that nurtures employee development whilst fostering a sense of fulfilment in their roles.

By prioritising these areas, SGD aims to position itself for continued growth and excellence.

Tel: 012-492-3837

refuwe.makhubo@za.saabgroup.com www.saab.com

ENABLING EXPLORATION THROUGH INNOVATION

At the forefront of the African aerospace manufacturing industry, NewSpace Systems is breaking boundaries and pioneering new frontiers in technological advancements while contributing to economic growth on the continent. CEO, James Barrington-Brown, tells us more

Writer: Rachel Carr | Project Manager: Thomas Arnold

Born out of humanity’s insatiable curiosity to explore the cosmic expanse, the NewSpace Systems (NSS) narrative launched in 2013, when its CEO, James Barrington-Brown, recognised the untapped potential of manufacturing precision spacecraft components and sub-systems technology in South Africa (SA).

“I spearheaded the establishment of a European-class hub, and since then, NSS has been committed to the continuous expansion of manufacturing capabilities and R&D,” Barrington-Brown opens.

Evidently, the trusted multinational company continues to push the boundaries of innovation in the aerospace industry.

“Our products have been utilised on more than 2,000 spacecraft, and with over a decade of expertise in manufacturing guidance, navigation, and control (GNC) products, we have solidified our position as the largest exporter of spacecraft-utilised hardware on the African continent,” affirms Barrington-Brown.

To support its position, NSS’ headquarters are located in Somerset West, SA, employing over 100

skilled professionals. The company has additional strategically located branches across North America, Europe, and Oceania to bolster its global operations, alongside a diverse client base, ranging from commercial entities to government agencies.

“We’re supporting the majority of spacecraft manufacturers, encompassing esteemed blue-chip companies, constellation builders who comprise 500 or more satellites, and more than 17 national space agencies, including NASA.”

As experts in GNC technology, NSS products are integral for various

A THRILLING SPHERE TO WORK IN

Barrington-Brown’s journey into the aerospace industry began during his electronics degree Within his chosen study subject, developing and manufacturing space technology appealed to him as the most cutting-edge developments at the time were in two main sectors: space and defence.

“Opting for the former, I quickly transitioned into the space domain after spending three years in the high fidelity (Hi-Fi) industry. My career trajectory unfolded progressively, starting with roles in electronics design, before advancing into project management. Eventually, I became part of a management buyout and secured a directorship.

“What consistently captivated me was the untapped potential in the market for smaller, more costeffective satellites. This realisation prompted the establishment of NSS just over a decade ago.”

Recognising the significant advantage of operating in a lowercost environment in SA, NSS aims to produce high-performance and reliable spacecraft components at an economical price.

“It’s been an exciting journey, driven by the vision of making space missions more accessible through innovation and costeffectiveness,” Barrington-Brown reflects.

satellite missions. In the realm of communications and radar satellites, its equipment ensures precise antenna alignment, while for Earth observation satellites, it facilitates accurate camera pointing.

“What sets NSS apart is its adaptability to different satellite types, catering to both commercial and government needs. The success of our products is grounded in this versatility,” Barrington-Brown elaborates.

PIONEERING PRODUCTION PROCESSES

As the space industry undergoes a transformative shift, NSS is witnessing an increased focus on game-changing

constellation use. For certain missions, this translates to a higher frequency of captured images throughout the day, but this is not the only benefit.

“In communications, having a satellite constantly overhead enables seamless connectivity globally. Our primary focus is to align with the sector’s shift, contributing to the evolving landscape of space initiatives by enhancing our production volumes to meet the growing demands of these innovative mission profiles,” Barrington-Brown outlines.

Regarding spacecraft navigation control, the initial challenge lies in determining a position, considering there is no concept of up or down in space.

Retronix Unveils Comprehensive Tinning Service: Full

Bill Of Material Alloy Conversion to GEIA Standards Now Includes Chip Components And SOT’s

Retronix has significantly expanded its tinning service, which already included a wide range of component types, such as BGA, QFP, leaded devices, and QFNs, and has now incorporated chip capacitors and SOTs as well.

This expansion is a response to the industry's persistent concerns about tin whisker growth, particularly in space, avionics, and defense sectors where tin whisker failure is unacceptable.

RETRONIX BENEFITS

The automated tinning process developed by Retronix has made a remarkable advancement in the electronics industry, especially in the tinning of chip components to GEIA standards. Previously, the small size of components like capacitors and resistors posed a challenge for automated tinning.

However, Retronix has uniquely positioned itself to process all components from lead-free to tin/lead in accordance with the GEIA standard, providing customers with a comprehensive solution.

Source : nepp.nasa.gov

“To address the navigation issue, we utilise guides such as the Sun, which serves as a stable reference, along with the stars and the Earth’s magnetic field. This involves the use of Sun sensors, magnetometers, and stellar gyroscopes.

“Once the spacecraft’s position is established, the orientation is managed using Earth’s magnetic field, employing electro-magnetic rods and reaction wheels that utilise accelerating rotating masses.

“This approach minimises fuel consumption and ensures operational longevity. For orbit position, we incorporate Global Navigation Satellite Systems (GNSS) to precisely locate the spacecraft relative to Earth,” explains Barrington-Brown. On the production side, NSS

“ROBOTS EXCEL IN REPETITIVE TASKS FOR MASS PRODUCTION, BUT WE RECOGNISE THAT SPACE-RELATED MANUFACTURING REQUIRES A MORE NUANCED APPROACH”

JAMES BARRINGTON-BROWN, CEO, NEWSPACE SYSTEMS

has invested in a unique, clean manufacturing facility in Africa. Drawing inspiration from the automotive and aviation industries, it implements controlled and repeatable processes.

“We house our production machinery in a dust-free, humidity and temperature-controlled environment, crucial for spacecraft manufacturing where reliability and longevity are paramount.”

The company has also invested in environmental testing capabilities that simulate the launch and orbital habitat in space, such as vibration machines to test mechanical robustness and thermal cycling ovens.

Accurately reproducing and testing components on the ground that have previously been qualified

for use in space is essential, given the impracticality of on-orbit maintenance or repairs.

“We employ a highly skilled product development team alongside our manufacturing capability, designing new products based on market demand and advances in available technology and material,” notes Barrington-Brown.

AEROSPACE EVOLUTION

The space activity landscape has recently undergone a profound transformation. Initially solely government-funded, it was mainly science-oriented and supported long-distance telecommunications. However, the industry has now moved significantly towards a commercially financed model.

“Companies are leveraging private investments to create services centred around supplying imaging data or global internet and mobile communications. However, the historical challenge has been the high cost of space infrastructure, making it difficult for these business models to formulate a viable plan,” he explains.

To tackle the problem, notable examples such as SpaceX have successfully reduced the cost of launching satellites. Similarly, NSS has played a crucial role in lowering the cost of manufacturing spacecraft platforms, enabling these spacebased services to compete effectively with their terrestrial counterparts.

“Once launched and deployed, satellites operate from solar power and maintain orbit with virtually no fuel consumption. This results in a very low-cost resource for many years of service. Therefore, the primary challenge lies in the initial price of building and launching

Executive Engineering was established in 1995, and with 29 years of experience, we are one of the top Precision Engineering companies in South Africa. We offer fully integrated, end-to-end, engineering component solutions. We pride ourselves in the supply of innovative precision machined components and sub-assemblies with fine tolerance restraints. While we are able to provide one-stop manufacturing and engineering solutions, we are willing to source any requirements that we do not offer.

Upholding our well-established philosophy of engineering brilliance, collaboration and adaptability in our manufacturing techniques, accompanied by the ability to machine a variety of material types, has enabled us to produce components that are suitable for almost any request. We are committed to investing in and staying abreast of the latest developments and innovations in the manufacturing industry.

11 Barlinka Saxenburg Park, Blackheath, Cape Town, 7580

www.execeng.co.za

these assets into space,” informs Barrington-Brown.

Nevertheless, a notable surge in private investment and venture capital (VC) has been pouring into the space industry in the last five years, with a particular focus on constellations and lower-cost satellites.

This trend has created growth opportunities for prime and Tier 2 contractors, such as NSS.

“We liken ourselves to the shovel providers in the gold rush, as we supply essential components for the industry’s expansion,” he points out.

With a considerable influx of funding at the service level, there is a positive flow-down effect throughout the supply chain, benefitting prime and secondary contractors.

“At NSS, our role as suppliers to prime contractors has contributed to our success in this dynamic and growing industry, particularly in the field of GNC technology,” BarringtonBrown reports.

ONEWEB ONE WORLD

Early on in its journey, NSS was selected for the OneWeb programme - a global broadband satellite constellation featuring 650 spacecraft. The network provides the unique aspect of continuously operating a spacecraft overhead at any given point on the planet. This breakthrough allows for low latency global broadband and voice communications.

“In the context of Africa, this holds tremendous potential as, previously, rural communities outside the range of traditional cell phone towers could not access fast communication services,” enlightens Barrington-Brown.

Another benefit of the OneWeb programme is its impact on education and businesses, with advantages extending to telemedicine, enhancing health services, and contributing to overall societal well-being.

NSS’ VISION FOR THE FUTURE

• To meet the escalating market demand for products, NSS aims to double the number of production lines and quadruple production rates. This will be achieved by building a brand new, world-class production facility.

• Introduce radio frequency (RF) products, specifically in satellite communications. This expansion allows NSS to diversify its product range and cater to a broader market.

• Optimise products to align with next-generation standards, boasting enhanced performance and reliability in higher orbits. NSS believes these advancements will support current market needs and position it favourably in the rapidly evolving space industry.

“In essence, broadband serves as a critical enabler. It’s not just about connectivity; it’s about empowering people at the grassroots level and transforming society by bringing the benefits of space technology to everyday lives.”

It is important to note that NSS isn’t just a manufacturing entity; equally, it’s a product development company, necessitating a diverse skill set across engineering and industrialisation. Consequently, continual upskilling is a vital component of NSS’ workforce development.

“On the artisan side, we tap into a rich pool of skilled individuals who exhibit manual dexterity, patience, and precision qualities essential for producing high-quality and reliable products. We invest in their development by providing six months of training to meet international space standards.”

“WHAT SETS NSS APART IS ITS ADAPTABILITY TO DIFFERENT SATELLITE TYPES, CATERING TO BOTH COMMERCIAL AND GOVERNMENT NEEDS. THE SUCCESS OF OUR PRODUCTS IS GROUNDED IN THIS VERSATILITY”

JAMES BARRINGTON-BROWN, CEO, NEWSPACE SYSTEMS

Many employees embrace the space industry after joining NSS, which Barrington-Brown finds rewarding.

“Their contributions to space exploration can be truly inspirational; a mother returning home after a day’s work can share with her children that she played a part in building something destined for the Moon or Mars.

“Not only does this instil a sense of pride, but it also encourages the next generation to dream beyond their current circumstances, fostering aspirations to become astronauts, rocket scientists,

spacecraft designers, and builders,” he exclaims.

REVOLUTIONARY INVESTMENTS

With the rise and emergence of constellations entering the market, NSS focuses on scaling up its ability to produce high-reliability equipment in large volumes.

While there is a strong push towards Industrial Revolution 4.0, which emphasises replacing people with automation, artificial intelligence (AI), and robotics, Barrington-Brown advocates for a concept he terms Industrial Revolution 4.1.

“Rather than replacing people, we aim for efficiency by employing flexible, rapidly adaptable production lines that integrate human skills. This unique approach aligns with our vision for a more globally minded and game-changing manufacturing process,” he shares.

While NSS is introducing automation, it remains committed to preserving the human touch in the production process.

“Robots excel in repetitive tasks for mass production, but we recognise that space-related manufacturing requires a more nuanced approach. Space projects often involve small

batches, and humans offer a costeffective and efficient solution, especially in a low-cost environment like Africa,” details Barrington-Brown.

NSS’ investment strategy includes ongoing efforts to enhance its workforce’s skills, acknowledging that space manufacturing’s intricacies demand precision and customisation.

“In this pursuit, we have acquired advanced equipment, such as optical

inspection tools, designed to enhance the abilities of our skilled workforce instead of replacing them.

“These investments underscore our commitment to maintaining quality and reliability in the face of the challenging space environment, aligning with our goal of advancing space technology in a uniquely African manner,” Barrington-Brown concludes.

Tel: +27 21 300 0160

mark@newspacesystems.com newspacesystems.com

CLEAN COOKING

Fuel-efficient cookstoves are a critical climate solution in Africa. A clean alternative to burning wood or charcoal on open fires or inefficient stoves, they can dramatically improve people’s lives by reducing carbon emissions and smoke pollution.

After all, the use of open fires and solid fuels for cooking is one of the

Through fuel-efficient cooking appliances, we find out how BURN Manufacturing is impacting lives and saving the environment with CEO, Peter Scott

Writer: Jack Salter | Project Manager: Jordan Levey

world’s most pressing health and environmental problems, directly impacting close to half of the world’s population and causing nearly four million premature deaths each year.

In countries where biomass fuels are the largest source of primary energy, however, the continuous collection of firewood and charcoal can lead to deforestation and devastate biodiversity, as the CEO of BURN Manufacturing (BURN), Peter Scott, found out back in 1990.

“I was travelling through Zaire, now the Democratic Republic of the Congo (DRC), when I witnessed the deforestation caused by charcoal production,” he recalls.

“I’ve always been concerned about the state of the planet, so it wasn’t a total curveball, but I’ve wholeheartedly dedicated my life to saving forests in Africa ever since, and it wasn’t until 1997 that I realised I could do that with cookstoves.”

VERTICALLY INTEGRATED MANUFACTURER

After spending 13 years as a cookstove consultant in Central America and sub-Saharan Africa, Scott launched BURN in 2010, assembling a worldclass team of designers and engineers who were just as committed as him to creating the world’s most fuelefficient cookstoves.

Peter Scott

Within four years, the company launched sub-Saharan Africa’s first and only modern cookstove facility in Kenya. Today the solar-powered facility has an impressive production capacity of 150,000 stoves per month (one every 30 seconds), and BURN is now the only vertically integrated modern cookstove manufacturer in the region, providing world-class R&D, manufacturing, and carbon offset projects from its Kenyan headquarters and across 13 countries in Africa.

Whilst most companies have taken to distributing stoves to consumers in developing countries, BURN adopted a different model and invested in local manufacturing in Kenya to reflect the

needs of the community rather than focusing on distribution.

“When most people talk about manufacturing in Africa, they’re really just talking about assembly as opposed to full manufacturing,” says Scott, who today is recognised as a global leader in cookstove commercialisation.

“There’s no other cookstove company that makes their own products. They might design their own stoves, but they certainly don’t manufacture them – our manufacturing expertise is unmatched.

“Our in-house R&D is all in Kenya, and nobody else does anything

like that; they all perform their R&D outside the continent. We also manage our own carbon offset projects, so all of that makes us very vertically integrated, and that’s difficult to replicate. We have spent more than 10 years and invested tens of millions of dollars to get to this point,” he continues.

More than 500 people are directly employed at the Kenyan manufacturing facility by BURN, whose operations have also created more than 300 additional jobs for sales, marketing, distribution, and monitoring staff.

“We’re growing enormously, and what is interesting is that people

Production team working on the assembly of parts

BURN’S REVOLUTIONARY COOKING APPLIANCES

JIKOKOA CLASSIC – East Africa’s best-selling charcoal cookstove.

JIKOKOA XTRA – The biggest and most durable household charcoal appliance in Africa.

JIKOKOA PRO – The most efficient commercial charcoal cookstove in Africa.

KUNIOKOA – The world’s most fuel-efficient rocket stove for household use.

KUNIOKOA TURBO – The forceddraft Kuniokoa can burn dry or wet wood, or non-carbonised briquettes.

PRO 100-300 – The most affordable cooking solution for hotels, restaurants, and schools.

don’t recognise that Africa is a really great place for manufacturing. The grid is very green, it’s 75-80 percent renewable, and the workforce is spectacularly hardworking and committed.”

MAKING AN IMPACT

BURN’s revolutionary, fuelefficient cookstoves, designed and manufactured in Kenya and used around the world, are proof that cooking appliances can have a tangible socio-economic and environmental impact.

The company has been widely accoladed for its cutting-edge innovation as a result, from the likes of Bloomberg’s New Energy Finance Award, the Global Leap Awards, and Ashden International.

Studies from UC Berkeley, meanwhile, show that a mere $40 household investment in one of BURN’s Jikokoa charcoal stoves, a best-seller in East Africa, generates a staggering return of $1,000 for society.

Use of the Jikokoa cookstoves helps

families to save significant time and money that can be utilised for other needs, such as education, healthcare, and income-generating activities. In Kenya, the average household of five people spends approximately two dollars a day on fuel, which makes cooking an expensive affair, and whilst traditional stoves are often the cheapest option available to most, many remain unaware of the financial drain and health implications of cooking in this way.

Jikokoa also contributes to the reduction of indoor air pollution (smoke, particulate matter, and carbon monoxide), resulting in a decrease in respiratory diseases, headaches, and itchy eyes, whilst quicker cooking times compared to traditional stoves enable children, particularly girls, to dedicate more time to education and school.

As women are mostly responsible for cooking and procuring fuel, the use of more efficient cookstoves such as the Jikokoa allow them to spend more of their time on more productive

HLM Powder coating CO. Ltd, located in beautiful Zhongshan City, the centre of the Guangdong-Hong Kong-Macao Greater Bay Area, is a collection of powder coating research and development, production and sales departments in one high-tech enterprise. Our main products are indoor and outdoor powder coating, metal bonding powder coating, heat resistant powder coating, weather resistant powder coating, plus more. These services are widely used on appliances, lights, hardware, motors, all kinds of grills and fireplaces, etc.

The plant covers an area of nearly 10000m2, with more than 20 sets of advanced automatic CNC powder production lines and metal bonding equipment, our annual output can reach more than 10,000 tons, and our products are sold both home and abroad.

Our company has a perfect management system and strong research and development strength. We have an established ERP electronic information management platform, passed ISO9001 quality management system and ISO14001 management system certification. Our independent R&D centre was successfully approved for the powder coating experimental engineering centre project, and attained a number of independent patents, we are the member of China committee and national high-tech enterprise.

People oriented, green first.

We are devoted to building a leading powder coating brand around the world.

NO.7 Huanmao 2nd Road ,National Torch High-Tech Development zone,Zhongshan City,Guangdong,China

+86-18925358697 amy@hlmpowder.com www.hlmpowder.en.made-in-china.com

tasks, as well as education.

Independent findings elsewhere further validate the benefits of the Jikokoa and Kuniokoa cookstoves, the latter of which is the world’s most fuelefficient household woodstove.

Over 1.4 million cookstoves have been manufactured and nearly eight million lives subsequently transformed by BURN, who believes that it is imperative to provide super fuel-efficient solutions to households that only have access to biomass fuels.

In sub-Saharan Africa, biomass currently provides around 85 percent of all household cooking energy, equating to 950 million people in the region who rely on wood and charcoal for cooking. By 2050, this will grow to 1.67 billion people, with an additional 75,000 people on the continent

relying on biomass each day due to population growth alone.

Nevertheless, BURN is now poised to also bring its revolutionary range of electric, hybrid, and liquid fuel stoves to sub-Saharan Africa and beyond.

“We’re rolling out a whole liquefied petroleum gas (LPG) line that is really Africa’s first locally designed and manufactured two burner LPG stove,” Scott reveals.

DIVERSE SOCIAL ENTERPRISE

BURN is committed to creating a world where all families have clean, safe, and affordable cooking solutions. Indeed, the company’s appliances have helped millions alleviate their fuel expenditures, whilst also reducing deforestation and greenhouse gas emissions.

As a social enterprise, BURN

“THERE’S NO OTHER COOKSTOVE COMPANY THAT MAKES THEIR OWN PRODUCTS… OUR MANUFACTURING EXPERTISE IS UNMATCHED”

– PETER SCOTT, CEO, BURN MANUFACTURING

reinvests all of its profits to achieve sustainability, grow its reach, and ensure the fulfilment of its mission.

“The goal of the company is to save lives and forests on the continent by revolutionising the global cookstove sector. There’s a whole range of things that complement our clean cookstoves, from green economic development to female empowerment and poverty reduction, because people spend so much

BURN’S IMPACT –IN NUMBERS

1.4 million stoves sold

10.2 million tonnes of CO2 reduced

$445 million in household savings

5.8 million tonnes of wood saved

7.8 million lives impacted

800 jobs created since 2013

money on fuel,” notes Scott.

BURN has achieved a unique and impressive 50-50 gender balance amongst its talented workforce, who in 2019 achieved 99.95 percent “right first time” production.

An equal opportunities employer, BURN is committed to creating the best possible workplace for its employees, fostering positive, measurable change for people, forests, and the climate.

“We have lots of capacity training programmes that we provide to our employees, and most of our staff on the manufacturing side have been with us for many years. BURN is therefore an employer that people like to stay with for a long time.”

In the coming years, BURN aims to expand distribution across the continent, including into the likes of Tanzania, Uganda, DRC, Nigeria and Ghana, while over trebling its production capacity across Africa to 500,000 units per month amongst East, West, and Central African facilities. As such, BURN’s stoves are

set to impact the lives of 25 million people by 2023.

“We’re in this rapid expansion phase across multiple markets and now opening assembly facilities throughout the continent, all of which will have the complete BURN portfolio of biomass, electric, hybrid, and LPG stoves.

“All of our new facilities will be up and running by the end of the year,” Scott informs us.

Now the largest cookstove company in the world, BURN will have manufactured over six million units across the continent by 2023, as it continues to revolutionise cookstoves and save the planet.

BURN MANUFACTURING

Tel: +254 700 667 788

kenya@burnmfg.com

https://burnstoves.com

A SPARKLING SUCCESS

At SPAR Zimbabwe, the company’s mission statement is “Better Together”. Remaining passionate, committed to family values, and professional leaders in all that it does, we take a trip down the aisles with Operations Executive, Huston G. Munyoro

The retail industry in Africa is an exciting space to occupy! Of course, it has its challenges, but mostly, I see huge opportunities for the sector.”

Just as Huston G. Munyoro, Operations Executive, is optimistic about the prospects of the retail space, SPAR Zimbabwe is lucky to be part of an international brand with access to shared information and knowledge that spans years, continents, and cultures, as well as economies and macro-environments.

Writer: Ed Budds | Project Manager: Josh Rayfield

This access to information is invaluable, and SPAR Zimbabwe remains positive and excited about fresh trends in the global retail sector that it plans to develop and explore.

At present, the company is particularly interested in developments in retail theatre, the customer experience, and the cross-pollination of physical and digital spaces, as well as the move towards more targeted, meaningful connections with consumers through access to data.

“The vast technological advances in the retail sector are also exciting,

and we see great opportunity in improving energy efficiencies and reducing our carbon footprint. Africa is a beautiful continent, and we are delighted to play our part in the sustainability drive for its future.”

SPAR Zimbabwe is made up of 34 SPAR stores, 18 of which are corporate, and the remaining 16 independently owned. The company also has 16 TOPS at SPAR liquor stores, five quick service restaurant outlets, as well as two in-store cafés, a shop-within-a-shop concept selling home décor and

accessories, and Carnival at SPAR, a fun, young brand selling ice cream, sweets, and desserts.

“We have stores in all the major cities and towns throughout the country, from the capital, Harare, down to Beitbridge on the border with South Africa and across to Mutare,” Munyoro affirms.

Currently serving 14 million customers a year and employing over 2,000 people, the SPAR Zimbabwe model is community-based and consumer-centric, working under the mantra of ‘every kind of SPAR for every kind of people’.

“AFRICA IS A BEAUTIFUL CONTINENT, AND WE ARE DELIGHTED TO PLAY OUR PART IN THE SUSTAINABILITY DRIVE FOR ITS FUTURE”

– HUSTON G. MUNYORO, OPERATIONS EXECUTIVE, SPAR ZIMBABWE

SOCIAL STEWARDS

SPAR Zimbabwe’s communitybased business model continues to differentiate the company from its competitors.

“We are proud to serve the communities in which our stores operate. Our mission statement is “Better Together”, and we make it our business to be at the forefront of community issues and play our part in fulfilling what the community needs,” states Munyoro.

From different store layouts

and specific product selections to specialised foods and in-store décor, SPAR Zimbabwe’s stores are always unique.

“While we are not as big as some of our direct competitors, we are able to tailor our service department offering and, to a large extent, avoid the massproduced, big supermarket culture,” he declares.

Instead, the company chooses to focus on customer service, having a great range for every community, and being the best in fresh.

“One of the things I love about being part of the SPAR brand is the commitment to responsible retailing. At SPAR Zimbabwe, we take this very seriously, and many of our ongoing projects and campaigns involve working within our communities to make things better.”

SPAR Zimbabwe’s pillars of responsible retailing include women, children, the environment, animal welfare, and a healthy, active lifestyle.

PRIDE IN PROCESS

As an international brand, SPAR places extreme emphasis on working closely with its supply partners; this is no different from the company’s operations in Zimbabwe.

“Relationships with our suppliers are key to ensuring that we are able to offer a relevant, diverse range of products. We source locally wherever possible, particularly perishables and fresh fruit and vegetables, to ensure

AFRICA OUTLOOK: HOW DID YOU INITIALLY BECOME INTERESTED IN THE RETAIL AND SUPERMARKET INDUSTRY?

HUSTON G. MUNYORO, OPERATIONS EXECUTIVE: “You could say that I am a veteran of the SPAR Zimbabwe trenches, having worked my way through nearly every level of the organisation.

“I started out in 2009 as a Human Resources Officer at one of our regional corporate SPAR stores, SPAR Mutare, which is in the eastern part of the country, close to the border with Mozambique.

“From there, I was promoted to Store Buyer in 2012. Four years later, I became General Manager of SPAR Mutare, before transferring to the Harare head office in 2019, where I became Group Retail Operations Manager. I was promoted to Operations Executive of SPAR Zimbabwe in 2021, and that’s where I remain today.

“My introduction to the supermarket and retail industry stemmed from my own experience as a customer at SPAR Mutare when I was growing up. I always enjoyed visiting the store when I went shopping, and I loved the ambience and positive energy that came from the young team there. Their customer service was great and, of course, I was always impressed by the SPAR brand itself.”

Huston G. Munyoro,

“THE VAST TECHNOLOGICAL ADVANCES IN THE RETAIL SECTOR ARE ALSO EXCITING, AND WE SEE GREAT OPPORTUNITY IN IMPROVING ENERGY EFFICIENCIES AND REDUCING OUR CARBON FOOTPRINT”

–

HUSTON G. MUNYORO, OPERATIONS EXECUTIVE, SPAR ZIMBABWE

that the route-to-market is as short and efficient as possible,” Munyoro tells us.

Freshness is one of SPAR Zimbabwe’s key selling points, and the company prides itself on being flexible and quick to respond to the specific needs of its shoppers.

“We have local and regional distribution partners, as well as access to international imports through the worldwide SPAR organisation,” he expands.

Taking care of the entire SPAR Zimbabwe family is one of the company’s core values, with its people identified as its most important asset.

Furthermore, SPAR Zimbabwe has a dedicated human resources and development department that is in charge of new employee onboarding, orientation, and training, as well as talent identification, succession planning, and knowledge transfer.

“We run an annual awards programme where stores and

individuals are acknowledged for exceptional performance, as well as ongoing long-service awards.”

All SPAR Zimbabwe staff are encouraged to make use of the online SPAR Academy training modules, and the company promotes from within where possible to offer all employees the opportunity to grow.

INNOVATION AND EXPANSION

SPAR Zimbabwe launched its online shop in 2018, so when the COVID-19 pandemic hit a couple of years later, the company was already well placed to react and counteract the ensuing industry turbulence.

“Our priorities have become increasingly digital, especially on the marketing side, where our focus is on being as sustainable and green as possible, whilst also remaining relevant and visible to our customers,” Munyoro divulges.

“We launched our loyalty app, SPAR

Rewards 2.0, at the end of 2023. A lot of our focus is on developing this, with the aim of becoming more directly relevant to customers, recognising their individuality, and rewarding their loyalty to SPAR Zimbabwe,” he adds. Meanwhile, the company continues to identify opportunities to expand its physical presence to different communities.

SPAR Zimbabwe also recently launched its quick-service restaurant brands, Chikka Chicken and Pikka Pizza, which has been a challenging but rewarding learning curve for the company.

These fast-food brands are growing, and this is an area that SPAR Zimbabwe hopes to further expand into over the next five years.

“Beantree is a great concept which is another unique selling point for SPAR Zimbabwe – we currently have two Beantree restaurants, allowing customers the opportunity to eat,

drink, and relax in comfortable surroundings before or after shopping.”

Meanwhile, another innovative addition to the SPAR Zimbabwe offering is Carnival at SPAR, a fun brand focusing on ice cream and treats. This concept has seen one store launched this year, and the company plans to open three more over the next six to 12 months.

Although, like the rest of the world, the country has its own inflationary challenges, SPAR Zimbabwe remains committed to growing the SPAR brand and plans to open two new stores this year, alongside a revamp of its existing locations.

“We continue to invest in modern retail technology to ensure that our offering is always dynamic and unique. Our goal is to be the leading brand and retailer in Zimbabwe,” Munyoro concludes.

LOCAL FARMER TO NATIONAL SUPPLIER

Family-run enterprise, Kelrn Vervoer, comes from humble beginnings. Delivering customised logistics services to the farming, industrial, and mining sectors, today the company boasts a comprehensive fleet of flat-decks, tautliners, fridges, and petroleum tankers

Writer: Lily Sawyer | Project Manager: Taylor Green

Established in Barkly West, South Africa, Kelrn Vervoer (Kelrn) began with the simple objective of transporting its own agricultural products to countrywide markets, alongside offering simple transport solutions to local farmers in the district.

Under the inspired leadership of Kenne de Kock Snr, the company has since grown and developed, entering the refrigerated transport market in 1985 before fuel tankers were added to the fleet in 2005.

Today, Kelrn emerges as one of the leading logistics solutions companies in South Africa, with a growing fleet that boasts 80 tautliners, 10 petroleum tankers, and 16 fridges.

It is clear to see that family remains at the core of Kelrn, an acronym for the names of de Kock Snr’s children: Kenne, Estelle, Louis, Ronelle, and Neil.

As a result, Kelrn deeply values the relationships it has cultivated along the way, and business partners can expect to be honoured accordingly as part of the extended ‘Kelrn family’.

Driven by its dedication to building close working relationships with its clients and catering for their unique requirements, Kelrn is a logistics solutions service provider with a difference.

The company acknowledges the standards set by its

clients and strives to deliver a 100 percent service level, every time.

STAND-OUT SERVICES

Offering quality service, expertise, and creative ideas, Kelrn has been able to maintain its competitive edge in an increasingly saturated market.

Delivering its services to the agricultural, wholesale grocery, cold chain, mining, and industrial sectors, Kelrn boasts a comprehensive fleet.

The company’s strong leadership and management, coupled with a sense of teamwork that underpins the entire organisation, combine to deliver positive business relationships with a personal touch.

In addition, Kelrn’s stringent security and safety measures and its late standby hours speak volumes of its overall devotion to helping others.

Most importantly, the company believes that it is not one of these unique characteristics that enable it to stand out from the competition, but all of them combined.

Innovation is also at the heart of Kelrn’s operations. As one of the first truck operators in South Africa to make use of the pallet system for truck loading, Kelrn is constantly innovating to optimise its trailers.

Furthermore, Kelrn was one of the first farms in the region to make use of automated milking systems and one of the first truck operators to utilise vehicle tracking technology. As such, finding efficiencies remains an important priority for the company.

As a result, the company has benefitted from a valuable, loyal customer base it has worked hard to build and maintain over the past 40 years.

TECHNOLOGY AND RECENT ADVANCEMENTS

In line with industry updates and evolutions, Kelrn has implemented integrated systems to streamline its operations.

From booking to delivery and invoicing to receipt, the company ensures that modern and advanced systems are in place to guarantee operational excellence.

From the first point of contact with Kelrn’s dedicated Client Managers, customer service requests are loaded onto VSC Palm, a technologically advanced vertical supply chain portal that allows real-time instructions and progress monitoring from order to delivery.

Loading instructions are electronically transmitted to the driver, who receives the order on a touchpad device. The driver then proceeds to the point of collection and uploads paperwork and images of the freight, which is made immediately available to the Client Manager.

Freight is tracked by a dedicated controller all the way to its destination, and the Client Manager is able to keep customers updated on progress in real time.

VSC Palm then integrates with Sage Evolution software that allows Kelrn’s debtors department to process the paperwork seamlessly to ensure invoices and statements are timely and correct.

Kelrn believes that VSC Palm, used in combination with Sage Evolution, offers customers much less hassle, fuss, and room for error.

In addition, the company’s fleet is under 24-hour surveillance by both an in-house control room and an independent service provider.

In-cab communication systems also allow for heightened risk assessment and constant independent communication.

COMMUNITY CONTRIBUTIONS

Coming from a family that believes strongly in giving back to the community, de Kock Snr believes that a well-organised corporate social investment (CSI) effort is required for the company to sustainably contribute to society.

He is particularly passionate about contributing to the child welfare needs of the Northern Cape.

As such, the company hosts the Kelrn MTB Classic,

an annual mountain biking event to raise funds for local childcare initiatives.

Since Kelrn MTB Classic was initiated and presented in 2012, it has grown into a sponsored event.

2023 was the event’s 10th anniversary, and ZAR1 million was donated to several registered child welfare beneficiaries.

The mission of Kelrn MTB Classic is to sustainably contribute funds to child welfare needs on a yearly basis in the Northern Cape region, such as the Caritas Community Focus, Makarios, the Reach for a Dream Foundation, and the Elizabeth Conradie School (ELCON).

This is primarily achieved through the combined efforts of sponsors, Kelrn employees, and registered public benefit organisations that form part of the event.

Similarly, Kelrn also funds an additional community outreach programme in association with the Jannie Roux Campus.

POWERFUL PARTNERSHIPS

Historically, Kelrn has been backed by a supportive and dedicated network of local partners and suppliers, which

THE FUTURE OF THE LOGISTICS INDUSTRY IN SOUTH AFRICA

The recent expansion of the logistics sector in South Africa has been noteworthy. As the industry continues to evolve, it witnesses the growing influence of technology.

As a result of technological advancements and greater local investment attributed to companies such as Kelrn, the region is well positioned to become a global leader in goods and services transportation. Forecasts and predictions for how this will come about include:

• The application of digital solutions - Digital systems can improve a company’s supply chain visibility by allowing it to track items or any other information, enabling more educated decisions regarding goods transportation.

• Real-time tracking - Companies have more control over their deliveries since they can trace goods in real time, much like Kelrn’s VSC Palm technology.

• Automation and artificial intelligence (AI) - In South Africa, AI is already being used to improve routes and predict peak levels of road congestion and truck loading.

have been crucial to the company’s success to date.

Notably, the global automotive brand Mercedes-Benz played an important part in Kelrn’s initial expansion, selling de Kock Snr his first Mercedes-Benz 2633 distribution trucks in 1985.

Since then, the company has grown exponentially, and Kenne de Kock Jnr has followed in his father’s footsteps, sealing a major contract for the transportation of long-life milk in the face of extreme drought in the region, which affected local farming businesses.

As such, Kelrn has expanded into a successful national transportation business whose most important customers remain local farmers. However, de Kock Jnr remains reflective and thankful for Mercedes-Benz’s support over the years.

Today, Kelrn has a dedicated Daimler Truck Southern Africa (DTSA) fleet of 120 trucks, of which Mercedes-Benz is the largest individual shareholder.

Furthermore, Kelrn enjoys beneficial and advantageous relationships with other notable local partners and suppliers, including Serco Trailers, Cargo Carriers, and New Vaal Motors - Mercedes-Benz’s trusted local dealership.

In this way, one of Kelrn’s most valuable assets can be considered its business partners, who provide a robust and supportive network upon which the company heavily relies.

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

WHAT NEW IDEAS IN YOUR INDUSTRY EXCITE YOU?

James BarringtonBrown CEO, NewSpace Systems

“There is a significant new trend towards the lunar economy, and business figures like Elon Musk are advocating for a Mars economy. This involves manufacturing goods in space, in-orbit refuelling of spacecraft, repairing or removing broken satellites, and, importantly, addressing the issue of space debris.

The emphasis on sustainability in the space environment is crucial, and I find that particularly exciting. The prospect of leveraging lunar or Martian resources for manufacturing and other activities brings a new dimension to space exploration.

The sheer amount of investment in the space market is undeniable.

One intriguing example is the recent surge in space tourism. While the lunar economy is influenced by geopolitical factors, it's evident that commercial interests, driven by private investments, are steering the current space race. This shift from government-driven initiatives to commercial endeavours opens up a plethora of possibilities, from manufacturing lunar bases to establishing off-world offices.”

Jan Widerström President and Managing Director, Saab Grintek Defence

“The potential impact of AI in shaping the future of our industry, as it is set to revolutionise future systems in terms of development and product performance.”

Andrew Cunningham Managing Director, Walkabout Resources

“Graphite is a unique mineral with sought-after properties in a wide variety of end-uses throughout the mining industry. The very exciting developments within the energy storage, automotive, military, aviation, safety, and flame retardant industries, amongst others, make this a very exciting commodity and time for a project to enter into the graphite world.”

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