BUILDING SOUTHERN AFRICA’S MINING FUTURE

Despite 2025 being a demanding year for the global coal industry – with both coking and thermal coal prices under pressure – for Vulcan Mozambique (Vulcan), it was a year of strategic progress.

Since we last spoke in 2024, Vulcan’s activities have progressed as the company capitalised on the recent downturn to sharpen efficiency, accelerate technology adoption, and deepen its commitment to responsible growth.

As a result, Vulcan was able to increase its exports and further strengthen its position as the world’s largest integrated pit-to-port coking coal operation, with run-of-mine (ROM) production capacity now exceeding 42 million tonnes per annum (Mtpa).

The company has also advanced a new operating model built around resource efficiency and the circular economy, guided by ‘the six R’s’; reduce, reuse, recycle, recover, redesign, and remanufacture.

“This is how we translate our commitment to zero discharge, zero waste, and zero harm into practical action,” introduces Dr Mukesh Kumar, CEO.

Amongst Vulcan’s most important milestones in the past year was strong progress on its first 300-megawatt (MW) waste-to-energy project, which will consume more than 1.5 million tonnes (t) of rejects annually.

In parallel, the company advanced Section 3 – one of the distinct operational or concession blocks within the massive Moatize Coal Mine in the Tete province, Mozambique – which is expected to become Africa’s first fully electric mine.

In this context, the company is also progressing its broader transition from diesel-based transportation to electrified operations, reducing fuel dependency, lowering emissions, and improving long-term resilience.

“Our ambition is clear – to remain a leader in mining and processing, provide efficient logistics solutions, strengthen regional energy security, and improve connectivity across Southern Africa,” Kumar asserts.

CAPITALISING ON OPPORTUNITIES

As Mozambique’s maturing mining sector enters a strategic phase, it is seeing more than just growth in its output – greater expectations, higher regulation standards, and stronger local content requirements can also be felt.

Such developments are accompanied by a national push to capture more value in-country rather than simply exporting raw materials.

This has created major opportunities for companies willing to invest in the long-term, build local capability, and partner seriously with government and communities.

“At Vulcan, we believe Mozambique has the potential to become one of Africa’s most compelling mining and industrial growth stories,” Kumar outlines.

He believes the government’s efforts to make the investment framework more competitive and investor-friendly send the right signal to the market.

As these reforms continue to take effect, Kumar expects Mozambique to attract increasing attention from serious global investors looking for scale, stability, and long-term potential.

Having refreshed its stance on electrification since we last spoke to the company, he outlines how Vulcan’s decision was rooted in both environmentalism and operationality.

“For us, the environmental and operational case go hand in hand. Our operations generate large volumes of rejects because steelmakers require low-ash coking coal, and historically, that material created both a waste burden and long-term liability,” he details.

Vulcan chose to turn that challenge into an opportunity by converting rejects into power and using this to create strategic value in its mining and transportation activities.

As such, for Vulcan, electrification is not only about lowering emissions – it’s a major business decision that reduces reliance on imported diesel, lowers exposure to oil-price volatility, strengthens its long-term cost base, and improves operating resilience.

At the same time, electrification supports the company’s wider carbon reduction agenda and responds to the rising expectations of customers and investors when it comes to cleaner and more efficient production.

STRATEGIC ASSET

Having established Africa’s first Coal Research Centre (CRC) in Moatize, the centre is a strategic asset for Vulcan that helps it to maintain quality, optimise resources, and create greater value from regional coal deposits.

The CRC is equipped with unique facilities such as pilot oven capabilities and advanced laboratories that are normally found only in major steelmaking environments.

“Mozambique’s coal has distinct characteristics compared to coal from Australia, China, or the US, so continuous work on washability, blending, and product validation is essential,” Kumar observes.

More importantly, the centre is an important national knowledge platform for Mozambique’s mining sector and helps Vulcan to train Mozambican engineers and scientists for the field.

Through the CRC, the company is also able to collaborate with universities, support smaller operators, and build a centre of excellence that benefits the wider industry.

“In our view, knowledge infrastructure is just as important as physical infrastructure in building a sustainable mining economy,” he adds.

Elsewhere, Vulcan is looking to expand the rail side of the business, with Nacala Logistics (Nacala) – the company’s dedicated transportation and supply chain subsidiary – emerging as a platform for regional integration, not just a transport corridor.

Connecting Mozambique, Malawi, and Zambia into a single export route, Nacala’s system strengthens access to global markets and reduces logistics costs around the region.

“We continue to invest in capacity and efficiency, including rolling stock, crossing yards, and operational systems, to increase throughput along the corridor,” Kumar outlines.

At the route’s ports, Nacala benefits from a natural deep-water harbour with no draft restrictions, capable of accommodating any vessel class in the world.

“Our ambition is to ensure rail capacity matches that port potential. Rail is not a support function at Vulcan; it is a strategic asset,” he emphasises.

As such, through closer coordination with rail and port partners, Vulcan is improving reliability, harmonising operations, and building a more integrated system from mine to vessel that supports long-term regional competitiveness.

LONG-TERM VISION

When it comes to significant projects, there are various ongoing that are anticipated to define the next chapter of Vulcan’s growth.

The most innovative is the company’s 300 MW waste-to-energy plant in Tete, which will convert coal rejects currently treated as waste into electricity.

“It is a powerful circular-economy solution addressing a waste challenge whilst also helping respond to Mozambique’s chronic power deficit,” Kumar highlights.

The project represents an investment of approximately USD$300 million and is expected to create more than 2,000 jobs during construction.

Vulcan’s long-term vision is to scale this platform to 1,500 MW, positioning Tete as a regional energy hub.

In addition, the company’s Green Cement Plant is a flagship circular economy project that converts fly ash from power operations into geopolymer cement.

“The plant enables us to eliminate industrial waste and produce a high-demand construction material without relying on limestone,” he explains.

The Moatize District Hospital project is equally important as it addresses Vulcan’s commitment to the community.

“Mining companies are often judged by what they extract; I want Vulcan to be judged by what we leave behind. A district hospital serving more than 345,000 people is the kind of legacy that matters,” Kumar prides.

Vulcan also plans to invest close to USD$1 billion in its electrification programme, including the conversion of nearly 1,000 kilometres of rail logistics to electric systems through dedicated high-tension transmission lines and substations.

“In parallel, we are investing heavily in new mining pits to extend our production horizon and in Nacala port infrastructure to further increase export capacity,” he points out.

Together, these projects are designed to reshape Vulcan’s cost base, strengthen competitiveness, and support Mozambique’s wider industrial development.

CUSTODIANS OF THE LAND

Last time we spoke, Kumar highlighted the establishment of a robust environmental recovery plan, the Degraded Areas Recovery Programme, which aims to recover mined areas and restore natural ecosystems.

Today, the programme is progressing as planned, with the company starting rehabilitation as soon as each pit section is exhausted as opposed to at the end of mine life.

“We re-profile land, replace topsoil, and restore vegetation using native species suited to the Tete biome,” Kumar says.

Vulcan is also strengthening tailings and reject management procedures, and, once operational, will eliminate future tailings from wash plant rejects via its waste-to-energy project.

Indeed, the company’s environmental framework includes eight active programmes covering areas such as water quality, air, biodiversity, and land rehabilitation.

“We manage these under ISO 14001, which requires continuous improvement, not minimum compliance,” he specifies.

Although rehabilitation at this scale is technically complex and results take time to mature, Vulcan remains focused on the long-term.

“We operate as custodians of the land and aim to leave it in better condition than we found it,” Kumar adds.

Vulcan’s efforts have not gone unnoticed as the company was voted Mozambique’s Best Mining Company at the Mozambique Mining and Energy Conference (MMEC) last year.

“Recognition from MMEC matters because it comes from those who understand this industry best, including government, regulators, peers, and civil society,” he reflects.

Kumar goes on to point out how the acknowledgement reflects how the company operates – not just what it produces.

Vulcan’s continuous recognition as one of Mozambique’s largest exporters at Feira Internacional de Maputo (FACIM) – Mozambique’s largest annual, multisectoral trade and investment event – reinforces that view.

Kumar is also keen to highlight how awards are backwards-looking, and that Vulcan’s focus today is on what comes next.

“The standards we set today in safety, environment, localisation, and community impact will determine whether that recognition is still earned in five years. We do not take it for granted.”

STRENGTHENING WATER SUPPLIES

A specific example of Vulcan’s deep-rooted dedication to the communities it operates in is its recent work to strengthen water supplies in Moatize, which expanded access to water for more than 70,000 people.

Through the project, the company took a decisive step to improve quality of life for the population of Moatize.

Contributing three new potable water supply systems, Vulcan officially inaugurated the systems in a ceremony held in February led by the Governor of Tete Province, Domingos Juliasse Viola.

The initiative reinforces access to water as one of the company’s key pillars of social investment, promoting dignity, public health, and sustainable development.

Installed in the 25 de Setembro, Bagamoio, and 1.º de Maio neighbourhoods, the systems are operated by submersible pumps powered by solar panels – a sustainable solution that ensures energy autonomy and continuous supply.

Each system has a storage capacity of 20,000 litres, enabling a continuous supply of water to thousands of residents.

The investment comes at a pertinent time in the region’s fight against waterborne diseases – particularly cholera. Infrastructure of this nature is contributing directly to improved public health and preventing outbreaks.

The installation of the pumps confirms the company’s commitment to expanding water supply solutions and ensuring access to safe water. This helps to reduce health risks, support education, stimulate economic activities, and improve family well-being.

The handover of the new systems forms part of a broader Vulcan social investment programme in the water sector, which has already produced significant results in Moatize.

The installation of two additional industrial submersible pumps is currently underway, along with the extension of piping to the main Fundo de Investimento e Património do Abastecimento de Água (FIPAG) transmission line – the region’s primary municipal water pipeline.

This intervention will increase network supply capacity, benefit thousands of additional consumers, and reinforce Vulcan’s commitment to sustainable, long-term solutions for the development of Moatize.

FUTURE FOCUS

Looking ahead, Vulcan’s ambition is to transform from the leading coking coal exporter into one of the world’s most responsible, benchmarked, and diversified integrated resource companies operating in Southern Africa.

“This is more than a statement of intent – it is a clear strategic roadmap,” Kumar boldly states.

In the near term, the company is focused on commissioning the 300 MW waste-to-energy plant, advancing railway electrification, and expanding wash capacity to 24 mtpa of product coal.

In the medium term, Vulcan’s USD$1.2 to 1.4 billion infrastructure investment across the power and rail sectors will materially change both its cost structure and environmental profile.

“We are also investing in new pits and port capacity to extend corridor life and throughput,” he adds.

When it comes to its people, Vulcan is looking to maximise Mozambican representation in its leadership and significantly increase the number of women in operational and supervisory roles.

On environmental, social, and governance (ESG) practices, the company is aligning its reporting with Global Reporting Initiative (GRI) standards and working towards science-based emissions reduction targets.

In short, Vulcan is living proof that mining investment in Africa can be done differently – it is not an enclave operation that extracts and leaves.

“We are an integrated, nationally anchored business that is helping build Mozambique’s industrial base, contributing to GDP, paying taxes, creating jobs, training talent, building hospitals, and investing in long-term infrastructure.”

Vulcan’s parent company, the Jindal Group – headed by Naveen Jindal – brings the long-term capital and technical depth needed to support that vision.

“I also think it is important to address the global coking coal narrative directly. Too often, all coal is treated as if it were the same. It is not.

“Coking coal remains an essential input for steelmaking, and steel is fundamental to building hospitals, bridges, transport systems, and renewable energy infrastructure,” Kumar clarifies.

As such, until a commercially viable alternative exists at scale, responsible production of this resource is part of the solution.

“Our commitment is to produce coking coal as cleanly, efficiently, and responsibly as possible,” he passionately concludes.

VULCAN MOZAMBIQUE PARTNERS

The post Vulcan Mozambique : Building Southern Africa’s Mining Future appeared first on Africa Outlook Magazine.

BEYOND BAUXITE

Guinea holds the world’s largest reserves of bauxite – the primary ore for aluminium – and ranks as the top producer of this valuable resource.

Each year, thanks to an integrated and efficient industrial system, over 17 million tonnes (t) of high-quality bauxite are produced and exported by Compagnie des Bauxites de Guinée (CBG), destined for international aluminium markets.

One of the most important companies in the aluminium supply chain, CBG is based in the Boké region of Guinea and exploits significant deposits in the Sangarédi subprefecture.

It was originally formed in October 1963 following an agreement between the Guinean government and Halco Mining consortium, which owns 49 and 51 percent of the company, respectively.

This strategic alliance has been a key driver in the development of CBG’s production, processing, logistics, and export capabilities.

The company’s governance structure ensures both strong national roots and alignment with global best practices in management, performance, and compliance.

CBG has consistently modernised and optimised its mining, rail, and port infrastructure, a sustained effort that has significantly improved operational efficiency and strengthened its position amongst the world’s leading bauxite players.

In the past decade alone, the company has invested nearly USD$1 billion in a vast programme to modernise infrastructure and increase production capacity, thereby strengthening its competitiveness and long-term sustainability.

SIGNIFICANT RESERVES

CBG’s main extraction site, the Sangarédi mine, was commissioned in 1973 and extends over a vast lateritic plateau, known for the richness and quality of its bauxite deposits.

The site has significant reserves, estimated at several billion t, and a high-alumina ore that is prized on the international market, giving the Sangarédi mine a strategic position in the global bauxite supply chain.

With an annual production capacity exceeding 18.5 million t, the mine plays a central role in CBG’s performance and stands out as a reference site in the industry.

Operations at the Sangarédi mine, which are carried out using open-pit methods based on proven industrial techniques, involve stripping the surface layers, extracting the ore, and transporting it to processing facilities, where it is crushed and sized to meet customer requirements.

The mine benefits from an integrated logistics system based on a dedicated railway line that stretches approximately 135 kilometres (km), linking it to the port city and industrial zone of Kamsar. This ensures the continuous transport of ore to port facilities, where it is exported to international markets.

Since the start of CBG’s operations, the railway has undergone a remarkable transformation from a simple, single track to strategic infrastructure essential for both mining activities and local communities.

Today, it forms the vital axis for ore transport in Northwest Guinea, continuously supporting the performance of CBG’s operations.

The railway corridor is also entirely protected by a wire fence, guaranteeing safe and controlled traffic, particularly in densely populated areas.

INTEGRATED VALUE CHAIN

From the mine, ore is transported via the railway to CBG’s Kamsar plant – which forms the industrial heart of the company’s value chain and central hub of its operations – where it is received and then positioned on a dedicated track before being directed to the crushing pit.

This step yields three distinct particle sizes, optimising the ore’s preparation for subsequent phases. The bauxite is then transferred to the drying kilns, where its moisture content is rigorously reduced to three percent, guaranteeing its quality for export.

Once dried and graded, the bauxite is transported via a 2 km conveyor to the mineral quay for loading onto ships. Between the kiln outlet and this conveyor, two strategic devices – the sampling tower and weighing scale – ensure precise control of quality and volume.

To support continuous and efficient production, the Kamsar plant has a high-capacity stacker, enabling CBG to build strategic stocks and maintain a high operational rate – a hallmark of the company’s industrial power.

Evidently, CBG’s operations are part of an integrated value chain, with the port as the final strategic link.

This key piece of infrastructure is operated in close collaboration with long-standing partner, Agence Nationale d’Aménagement des Infrastructures Minières (ANAIM), in strict compliance with national and international conventions governing maritime activities.

Equipped with high-performance nautical resources, the port efficiently handles the berthing and unberthing of ships, particularly at CGB’s ore quay, which offers the capacity to simultaneously accommodate two 60,000 t ships.

Loading operations, completed in less than 24 hours, guarantee smooth operation, efficiency, and compliance with the most demanding standards.

In the spirit of continuous improvement, regular dredging operations are carried out to maintain the depths necessary for navigation, whilst fleet maintenance helps to optimise the availability and performance of nautical equipment.

SOCIOECONOMIC IMPORTANCE

Guided by the values of operational excellence, integrity, respect, and well-being, CBG goes beyond simply exploiting a strategic mineral resource.

By producing high-quality bauxite essential in various industries such as construction, transportation, energy, and technology, the company actively contributes to Guinea’s socioeconomic development.

Indeed, CBG has been a major contributor of more than USD$5 billion to Guinean government revenue, affirming its important strategic role in the national economy.

Through the responsible exploitation of its resources, the company also makes a significant contribution to creating jobs and upskilling locals.

CBG represents over 7,000 direct and indirect jobs, mostly from the Boké region, with 100 percent of the workforce in its operations being Guinean.

The company has progressively evolved Sangarédi and Kamsar into modern, well-organised, and truly integrated urban environments over the years, designed to support CBG’s activities whilst guaranteeing a suitable living environment for employees and their families.

Today, they have comprehensive infrastructure including housing, internal road networks, schools, healthcare facilities, and administrative and community amenities. A stable, secure, and functional living environment also contributes to residents’ quality of life and overall project success.

These communities are further distinguished by their social dynamism, with the company actively promoting sports such as football, basketball, and athletics through regularly organised competitions and activities.

Such initiatives strengthen cohesion, foster team spirit, and encourage the inclusion of young people from surrounding areas.

On a cultural and community level, the company supports numerous initiatives aimed at promoting cultural diversity, artistic expression, and community spirit. Cultural events, community days, and educational activities strengthen social bonds and foster the well-being of local populations.

In another initiative, CBG has reinstated a passenger train service on its railway, directly benefitting communities. This is part of a strategy to share railway infrastructure, effectively combining mining transport and inter-city mobility.

It concretely illustrates CBG’s operational expertise and ability to develop integrated logistics solutions with high socioeconomic value.

SUSTAINABLE DEVELOPMENT

Aside from its industrial performance, CBG plays a structuring role in communities through investment in infrastructure, education, health, and environmental protection.

An ongoing commitment to sustainable development makes CBG a strategic partner for Guinea, combining economic growth with a positive impact on local communities.

A pioneer in community development and local content promotion, the company bases its actions on a philosophy of creating shared value.

CBG adheres to rigorous international health, safety, quality, and environment (HSQE) standards, as evidenced by its ISO 9001, 14001, and 45001 certifications. These were awarded in 2017 and recently renewed in February this year following an audit by AFNOR Certification, with no major non-conformities.

Furthermore, the company has been certified by the Aluminium Stewardship Initiative since 2022, confirming its practices comply with international sustainability standards throughout the aluminium supply chain.

This certification reinforces CBG’s commitment to responsible, transparent, and stakeholder-friendly operations.

Positioned as a responsible corporate citizen, the company places environmental and biodiversity protection at the heart of its priorities.

CBG is committed to preserving ecosystems, preventing all forms of pollution, and ensuring rigorous management of waste generated by its activities.

The company’s waste management strategy includes the implementation of source separation systems, awareness campaigns, employee training, and waste characterisation. It also participates in international benchmarking initiatives to adopt global best practices in waste management.

Through these actions, CBG aims to make waste management a lever for environmental and social transformation, aiding the sustainable development of Guinea.

AIR AND WATER QUALITY

As an actor committed to environmental protection, CBG adopts a proactive and preventative approach to reduce emissions at the source.

Its air quality management plan aims to limit the exposure of communities and sensitive ecosystems to potentially harmful substances, including dust and gaseous emissions from its activities.

At the Kamsar plant, for example, dust capture and suppression systems have been integrated, both upstream and during the drying process, allowing for a notable reduction in emissions. Combined with a controlled-emission stack, this development reflects a clear ambition to reconcile industrial performance with environmental responsibility.

CBG has also adopted a rigorous and responsible approach to managing water, a vital resource essential to its operations and the well-being of surrounding communities.

The company is committed to protecting water resources throughout the entire lifecycle of its operations and the availability and quality of water for communities and ecosystems, in strict compliance with national regulations and international standards.

The Kamsar plant relies on a dual system – a potable water supply and a recycled water system using water from the domestic wastewater treatment plant – to meet hydration and industrial hygiene needs, which reinforces CBG’s commitment to sustainable and efficient resource management.

Monitoring programmes have also been implemented to continuously assess the impact of CBG’s activities on water resources and ensure effective management.

Moreover, the company is committed to reducing its water consumption through more efficient use and reuse initiatives. As part of this effort, the construction of a desalination plant is planned to reduce pressure on local resources and ensure a sustainable water supply for its operations.

SAFE OPERATIONS

Health and safety is another key pillar of CBG’s industrial performance and corporate social responsibility.

It is based on a fundamental principle – no activity can be considered successful if it does not guarantee the physical integrity and safety of all people involved in the company’s operations, whether that’s employees, partners, or visitors.

Within this framework, CBG relies on a structured set of 12 ‘Golden Rules’, which define the essential behaviours and requirements for preventing serious and fatal accidents. These rules govern critical situations in daily operations and constitute a common, mandatory, and non-negotiable code of conduct for all on-site personnel.

CBG continuously develops training programmes tailored to the specific risks of its mining and logistics activities, whilst also organising regular awareness campaigns to maintain a high level of vigilance.

Daily safety briefings are held in the field, where operational risks are discussed and lessons learnt are shared, whilst audits, inspections, and site visits verify the effective application of HSQE standards and identify areas for improvement.

At CBG’s Kamsar plant, safety standards are strictly adhered to throughout pre-alumina processing, contributing to the protection of CBG employees and overall reliability of its operations.

The company also leverages the progressive digitalisation of monitoring tools to enhance traceability and responsiveness in managing risk situations.

Health and safety performance is rigorously managed through key indicators that allow for objective assessment of progress and guide corrective actions.

These indicators include incident frequency and severity rates, the number of near misses reported, compliance levels during on-site inspections, and the completion rate of mandatory training. Regular analysis of this data is essential for continuous improvement and informed decision-making.

Beyond technical and organisational measures, CBG places a safety culture at the heart of its strategy. This culture is based on individual and collective commitment, where each employee is fully responsible for their own safety and that of others.

It is built through exemplary leadership, operational discipline, open communication about risks, and the promotion of safe behaviours.

Gradually, safety is becoming a shared value integrated into all work processes, thus contributing to sustainable performance and long-term viability of CBG’s operations.

The post Compagnie des Bauxites de Guinée : Beyond Bauxite appeared first on Africa Outlook Magazine.

UNLOCKING A URANIUM UPGRADE

As a country that boasts abundant natural resources, Namibia is pivotal to the global mining industry, which is a cornerstone of its economy.

Amongst its significant contributions, the nation stands as the world’s third-largest uranium producer, harnessing the valuable radioactive metal to drive industrial growth and bolster energy security.

Key players in these sectors are Bannerman Mining Resources Namibia (BMRN) and Australian-listed Bannerman Energy.

BMRN is a 95 percent-owned subsidiary of Bannerman Energy, with the remaining five percent owned by the One Economy Foundation (OEF) of Namibia. Notably, its world-class flagship asset is the advanced Etango Uranium Project (Etango), located in Namibia’s Erongo region, known for its rich mineral resources.

The project possesses a globally significant uranium mineral resource endowment of 207 million pounds (lbs) of contained yellowcake (U3O8) – a powdered form of uranium concentrate obtained from leach solutions – at a cut-off of 100 parts per million (ppm) U3O8.

“BMRN received the exploration licenses for Etango in 2005 – one of the world’s largest undeveloped uranium projects, underpinned by more than 15 years of exploration and feasibility work,” introduces Danie van Aswegen, Interim CEO, who has over 25 years of mining industry experience.

Indeed, the project’s definitive feasibility study (DFS), completed in 2022, confirmed the strong technical and economic viability of conventional open-pit mining and heap-leach processing at an eight million tonne (MT) per annum rate, producing 3.5 million lbs of U3O8 annually.

In 2024, a scoping study further outlined potential expansion to 6.7 million lbs of U3O8 per year.

Importantly, Etango is fully permitted with all the necessary environmental approvals and a mining licence in place. BMRN is now advancing key workstreams towards a final investment decision (FID).

PIONEERING FUTURE PRODUCTION

Namibia is a prominent uranium jurisdiction with a 50-year history of production and export, supported by strong government and community backing, ensuring a favourable environment for development, characterised by political stability, security, and a strict rule of law.

Crucial uranium mines include Rössing, owned by China National Nuclear Corporation (CNNC); Langer Heinrich, owned by Paladin Energy; and Husab, owned by China General Nuclear Power Group (CGN).

CNNC is a major nuclear utility and uranium consumer, classified as Tier 1 due to its scale and credibility. The company is expanding, with 18 nuclear reactors under construction or approved, and has successfully operated the Rössing mine in Namibia since 2019.

By developing Etango, BMRN is placing itself amongst the major players in the country’s uranium resources.

“We chose to develop Etango because it combines globally significant scale, strong project economics, and a streamlined pathway to development in one of the world’s premier uranium jurisdictions,” Van Aswegen explains.

“There is clear scalability for future expansion as market conditions strengthen. The project benefits from demonstrated processing performance through the Etango Heap Leach Demonstration Plant, which validated metallurgical performance, processing assumptions, and low technical risk supported by a simple, proven flowsheet.”

Furthermore, with long-term global uranium supply deficits forecasted, Etango is well-positioned as an advanced, development-ready project capable of supplying reliable uranium to the growing nuclear energy sector.

“The global nuclear fuel market is becoming increasingly focused on the widening imbalance between reactor requirements and projected primary uranium availability,” he observes.

“Nuclear generating capacity continues to expand through new builds, reactor life extensions, uprates, newcomer countries, and emerging technologies.”

Together, these developments are driving sustained growth in uranium consumption and placing mounting pressure on future supply.

“The central challenge for the uranium mining sector is whether sufficient new production capacity can be brought online within the required timeframe,” Van Aswegen explores.

“Even with existing producers increasing output, the market is still likely to face a meaningful deficit, underlining the importance of advancing new uranium assets towards commercial operation over the next several years.”

As such, Etango is poised to deliver additional uranium volumes as industry conditions tighten by the end of the decade. With advanced technology and reduced risks, it’s moving towards full-scale construction, aiming for first production in 2028.

At full capacity, it could meet the annual uranium needs of seven to eight large nuclear reactors, boosting global fuel supply during a critical time.

ETANGO’S ENVIRONMENTAL EMPOWERMENT

BMRN exercises best-practice environmental, social, and governance (ESG) leadership in all aspects of its business, most notably in its commitment to nuclear energy, where the company is highly respected by stakeholders in Namibia and beyond.

“Nuclear energy is vital for the global shift to a low-emissions future, supplying about 10 percent of the world’s electricity as the second largest low-carbon power source after hydropower. In this regard, it is reliable, scalable, and cost-effective, enhancing energy security and grid stability whilst supporting intermittent renewables like wind and solar.

“Moreover, beyond electricity generation, nuclear energy is expected to contribute to the decarbonisation of key industries, including heating, desalination, and hydrogen production. Additionally, the resource can also create long-term, high-skilled employment opportunities and support regional economies,” posits Van Aswegen.

As global decarbonisation accelerates, the demand for uranium is expected to rise significantly. The International Energy Agency (IEA) projects that nuclear capacity will need to nearly double by 2050 to achieve net zero goals.

BMRN’s Etango project will enhance global uranium supply, aiding the transition to a lower-carbon world. It will create 300 direct jobs and up to 5,000 indirect jobs, avoid 64 MT of carbon emissions by replacing coal-fired power, and displace 25 MT of coal equivalent.

“Since commencing operations in Namibia in 2006, we have demonstrated exemplary environmental standards,” he prides.

“We are proud of our environmental achievements, including our baseline data since 2008, innovations in drill pad rehabilitation in the Namib Desert adopted by other uranium miners, and our peer-reviewed environmental and social impact assessment (ESIA) for Etango, which secured environmental clearance.”

Furthermore, as part of the project’s development, BMRN has carefully considered environmental impacts in its design trade-offs and when selecting the process plant, with a strong focus on reducing Etango’s overall footprint whilst maintaining technical and commercial robustness.

INNOVATIVE SUSTAINABLE DEVELOPMENT

Despite the Etango deposit’s leading global status, it is considered low grade by global hard-rock uranium standards, with an endowment of approximately 240 ppm of uranium.

“A conventional uranium processing route would typically require energy-intensive crushing and grinding, agitated-tank leaching, solvent extraction, and wet tailings disposal — all of which would present significant challenges in Namibia given the country’s water scarcity, energy constraints, logistical complexity, and reliance on imported reagents.

“In response, the Etango process flowsheet reimagines traditional hard-rock uranium processing to fit the project and local conditions. It uses heap leaching on fine crushed ore instead of milling and tank leaching, eliminates the solvent extraction stage through ion exchange and direct uranium precipitation, and employs dry-stacked leached tailings (ripios) instead of wet disposal,” Van Aswegen details.

Together, these innovations significantly reduce water and energy requirements, lower operating complexity, and minimise the project’s environmental footprint, whilst also improving capital efficiency and supporting a more streamlined, lower-risk development pathway.

“Etango will significantly boost Namibia’s uranium mining industry as a key economic driver in the Erongo region. The project’s construction and operations will create numerous job opportunities for its subcontractors, suppliers, and service providers,” he affirms.

The contractor workforce on site includes over 560 people from four local Namibian firms: Namibbeton, K Neumayer Civil Contractors, Tulela Mining & Construction, and AN Construction.

BMRN’s project team, with over 70 years of collective experience in Africa, focuses on empowering Namibian small to medium-sized enterprises (SMEs).

STRATEGICALLY LEAPING TO A BRIGHTER FUTURE

The current and primary focus for BMRN’s team is Etango – transitioning from early works into full construction of the mine later this year and finalising the project as a joint venture (JV).

“In February 2026, we announced the strategic partnership with CNNC. Through CNNC Overseas Limited (CNOL), CNOL will invest up to USD$321.5 million for a 45 percent stake in the JV company that owns 95 percent of Etango.

“Bannerman Energy will retain a 55 percent stake in the JV, which translates to a 52.25 percent effective economic interest in the project. The OEF will continue to hold its five percent loan-carried shareholding,” reveals Van Aswegen.

Most importantly, Etango can now be constructed debt-free.

“Building without project debt reduces financial risk, gives us more flexibility, and strengthens our ability to manage construction and ramp-up with confidence, positioning BMRN to remain meaningfully exposed to upside future uranium prices.”

Under the agreement, CNOL will purchase 60 percent of Etango’s production, whilst Bannerman Energy will market the remaining 40 percent, thereby offering revenue certainty and strategic flexibility and supporting stability and growth.

Furthermore, strengthening Namibia’s position as a leading uranium producer, CNOL’s investment in Etango reflects confidence in the country’s regulatory environment. Once operational, the project will boost job creation, skills development, export revenues, and overall economic growth.

“At a time when the world is accelerating nuclear energy development to support energy security and lower-carbon power generation, Namibia is poised to play a critical role in the global nuclear fuel chain.

“For employees, this is a defining milestone. After nearly two decades of technical studies, optimisation, and de-risking work, we have secured the final key piece required to move towards development,” he exclaims.

The company now has construction funding in place, a Tier 1 off-take partner, a globally respected technical collaborator, and a clear pathway to an FID upon completion of the transaction, estimated to be around mid-2026.

“This partnership validates our project strength. With support from Namibian leaders and stakeholders, we are positioning Etango as a key global greenfield uranium project. Our goal is to complete the JV transaction, execute an FID, and commence full-scale construction shortly thereafter.

“We look forward to a successful partnership with CNOL and will continue to build the Bannerman brand and culture as our team grows,” Van Aswegen enthusiastically concludes.

The post Bannerman Mining Resources Namibia : Unlocking a Uranium Upgrade appeared first on Africa Outlook Magazine.

AFRICA’S PET CARE PIONEERS

“The international pet food industry is one of the most exciting growth categories in consumer goods right now, and South Africa (SA) is very much part of that story. In fact, we are living proof that emerging markets can lead, not simply follow.”

This confidence, as voiced by Johan van Jaarsveld, Managing Director at Montego Pet Nutrition (Montego), reflects the growing prominence of premium pet nutrition in recent years, as pets steadily become more integrated into family settings.

Across North America, Europe, Africa, and Asia, the humanisation of pets is reshaping the home, with owners demanding premium nutrition, ingredient transparency, and purpose-driven brands. Specifically, in SA, urbanisation and a fundamental shift in how people view their furry companions as family members are accelerating this transformation.

“What makes our market particularly compelling is the dynamic between global players and established local manufacturers, which drives innovation and lifts quality standards across the board. Local producers are uniquely positioned to combine global best practices with deep regional insight, building products that resonate both at home and across continents,” expands Van Jaarsveld.

Montego, a proudly South African, family-founded business, sits right at the centre of this emerging market, dedicated to establishing Africa as an important player in the global pet industry.

Founded in 2000 by Hannes van Jaarsveld, Montego’s passion for pets has driven the company’s commitment to premium pet nutrition. What began as a small, family business producing dry dog food has grown into a leading pet care brand producing more than 350 nutritional and complementary products across economy, premium, and super-premium categories.

With over 800 employees across 10 facilities and a production capacity approaching 100,000 tonnes (t) annually, the company’s portfolio spans nine brands: Monty & Me, WUMA!, Karoo, Karoo Wild, Classic, Bags O’ Wags, Packs O’ Purrs, XenPet, and licensed brand PAW Patrol.

“We export to over 35 countries and distribute across North America, Europe, the Middle East, and Africa. Ranked 62nd amongst the world’s top pet food companies by Petfood Industry, our growth trajectory is one we are incredibly proud of,” Van Jaarsveld states.

FROM THE HEART OF AFRICA

Having grown up in the business, Van Jaarsveld notes that his positive outlook has been shaped by his involvement in a forward-looking family business. As he witnessed firsthand his father’s discipline, ambition, and belief that anything is possible with hard work, Van Jaarsveld’s growth to Managing Director was a natural progression.

“I have always believed that Montego’s success exists to support others. Together with my brothers, we have the privilege to run this company for the betterment of all,” he prides.

“What truly energises me is taking Africa’s story to the world. I approach every product development session like a schoolchild looking forward to art class; there is enormous freedom to challenge ideas, and that freedom keeps bearing fruit.”

This daily enthusiasm is just one of the traits that differentiates Montego. What also continues to set the company apart is its identity: a proud African business with a passion for pets and an unshakeable belief that Africa can produce the world’s finest pet nutrition. Montego’s purpose, ‘To Better Our Own, Our Society, and Our Industry Every Day’, is not just a positioning statement; it’s how every decision is made.

The company combines world-class nutritional standards with a deep understanding of the markets it serves, allowing it to develop products that are relevant, accessible, and tailored to the realities of pet owners.

“We are also, at our core, innovators. Our novel African proteins and agile formulation capability have earned us a reputation that opens doors. People want to partner with Montego, not just because our products are exceptional, but because they trust who we are,” Van Jaarsveld explains.

Equally, the company’s commitment to superior quality and food safety cements its position as an industry leader. For Montego, these are non-negotiable traits.

Its production facilities are Food Safety System Certification (FSSC) 22000-accredited, and every product is formulated using A-grade ingredients underpinned by rigorous science.

Ingredient decisions are deliberate. For instance, the company distinguishes between South African and UK-sourced poultry for its dry food and treat ranges, respectively, ensuring each format meets its specific quality requirements.

“Knowing where every ingredient comes from, how it was sourced, and how it was processed is not just good practice – it is a promise to every pet owner who chooses Montego,” asserts Van Jaarsveld.

BEING BETTER EVERY DAY

Recently, Montego reached two defining milestones. The first being Karoo Wild, a product born from the vast landscape of the South African Karoo and created with free-roaming African antelope, which is ethically sourced from game ranches in a way that balances ecological stability and preserves biodiversity whilst creating a sustainable income stream for regional suppliers.

The second milestone is the company’s pioneering work to unlock the Gulf Cooperation Council (GCC) market.

“This was a complex regulatory undertaking that made South African pet food accessible to the GCC for the first time – a trade route opened, not merely a market entered. The region represents a high-growth, premium-oriented opportunity, and our early entry positions Montego exceptionally well for the next chapter of international growth,” notes Van Jaarsveld.

Additionally, the company has expanded into the US and EU markets with its dog treats, validating years of investment in world-class manufacturing and product innovation.

In 2024, Montego entered the US market with its Karoo Wild dog treat range, listing on the world’s largest online pet retailer, Chewy.com, in April 2025. The company’s European footprint was established through the Netherlands, where Karoo Wild has resonated strongly with health-conscious pet owners, and is now stocked in over 500 stores across the continent.

“The success of these launches reflects both the quality of our products and the growing global appetite for premium, purpose-driven pet treats. This is not a new chapter; it is the culmination of two decades of global ambition,” highlights Van Jaarsveld.

Alongside these milestones exist other exciting developments for Montego. Specifically, in partnership with leading South African specialist pet retailer Petshop Science, the company recently earned the Guinness World Records™ title for the largest donation of pet food in 24 hours, with 67,200 kilograms (kg) of Monty & Me dog food donated to eight worthy animal welfare organisations at Bloem Skou in Bloemfontein in May.

With SA’s shelters receiving minimal government support, this initiative is only one of Montego’s responses to the growing challenges of pet food supply.

“We also secured the rights to produce and distribute PAW Patrol-branded treats across Africa, Europe, and the GCC, a significant licensing feat that opens our products to an entirely new audience,” Van Jaarsveld adds.

FORGING A SUSTAINABLE FUTURE

For Montego, giving back is as natural as the Karoo landscape it calls home. Montego Cares, its registered non-profit programme, is focused on people and the environment via community feeding schemes, vegetable gardens, gender-based violence support, education, and youth development.

One special project the company is working on is the waste-to-worth initiative that keeps plastic out of landfill, with over 4.6 t collected in 2025.

Additionally, Montego made a ZAR22 million solar investment in 2019, which now covers 95 percent of its office roof in Robert Sobukwe and cuts nearly 3,000 t of carbon dioxide. Since the company is based in an arid region, it draws water from boreholes, running it through reverse osmosis and effectively producing dog food with mineral water.

“For animal welfare, we donate over 28 t of dog food and 1.7 t of cat food to rescue organisations annually. Through the Montego Power Store, members of the public can purchase food for shelters at a subsidised rate. In the past year, this amounted to 55 t of dog food and almost five t of cat food,” says Van Jaarsveld.

Finally, 80 percent of the company’s packaging is recyclable, with its Bags O’ Wags tubs having earned a silver medal at the 2024 Gold Pack Awards, making Montego eligible for the global WorldStar Awards.

As the company continues to look ahead, its focus is on building momentum whilst staying true to its foundations. Locally, the priority is to keep strengthening its position in the country, deepening relationships and ensuring the consistent delivery of high-quality, accessible nutrition.

“In Europe, Karoo Wild is gaining strong traction. In the GCC, we are building on the regulatory groundwork already in place to establish a sustainable presence in one of the world’s fastest-growing premium pet care markets,” concludes Van Jaarsveld.

“Underpinning all of it is the same entrepreneurial spirit that built this company from 11 people in a small town. The next chapter for Montego is ambitious, but the foundations have never been stronger.”

MONTEGO PET NUTRITION PARTNER

The post Montego Pet Nutrition : Africa’s Pet Care Pioneers appeared first on Africa Outlook Magazine.

ENGINEERING NAMIBIA’S FUTURE

For over a century, Knight Piésold has built a reputation as one of Africa’s leading engineering and environmental consulting firms.

Founded in South Africa (SA) in 1921, the company has evolved into a global multidisciplinary consultancy operating across Africa, Australia, North and South America, and Europe. 

Today, Knight Piésold Southern Africa remains proudly African-rooted, with Namibia playing an increasingly strategic role in both the company’s regional growth and long-term vision. 

The organisation has established itself as a trusted engineering partner across the mining, infrastructure, water, environmental, and energy sectors in Namibia.  

Since establishing a formal domestic presence in 2008, Knight Piésold has expanded steadily, delivering some of Namibia’s most significant engineering projects whilst supporting both public and private sector development. 

The Namibian office continues to grow from strength to strength under the leadership of Managing Director, Cilliers Mostert, and Director, Günter Leicher, supported by the broader technical capabilities and specialist expertise of Knight Piésold Southern Africa.

“Together, the Namibian and South African teams collaborate seamlessly to provide multidisciplinary engineering solutions that are innovative, sustainable, and aligned with global best practice,” opens Mostert. 

Mostert leads with more than two decades of engineering and project management experience. Since joining Knight Piésold in 2012, he has overseen the growth of the Namibian business and played a leading role in major infrastructure development and mining projects throughout the country. 

He has been instrumental in positioning the business as a respected engineering consultancy capable of delivering nationally significant projects whilst maintaining strong relationships with mining clients, private sector stakeholders, and government. 

“Knight Piésold’s success in the country is deeply connected to its philosophy of combining local knowledge with international expertise,” he continues. 

This approach has enabled the company to deliver landmark projects that contribute meaningfully to Namibia’s economic development, mining growth, water security, sporting infrastructure, and environmental stewardship.

GROWING FOOTPRINT

Knight Piésold’s vast African footprint continues to expand through operations across Namibia, SA, Botswana, Zambia, the Democratic Republic of Congo, Mauritius, Eswatini, and Madagascar.

“The Southern African business forms a critical part of the company’s global operations and showcases the strength of African engineering capability on the world stage,” comments Leicher.

“Namibia remains one of the most strategically important regions within this footprint due to its growing mining sector, infrastructure development opportunities, renewable energy potential, and government-driven development plans,” he adds.

From Windhoek to Keetmanshoop, Lüderitz, Rosh Pinah, Ondangwa, and beyond, Knight Piésold has become recognised for delivering high-quality engineering services across complex and technically demanding environments.

The Namibian office is further strengthened through technical support from Knight Piésold’s South African offices in Johannesburg, Pretoria, Durban, Cape Town, and Phalaborwa.

Furthermore, the specialist in-house skills in the Namibian office and support from the South African and International offices, allows the Namibia office to perform the following services; geotechnical, structural, tailings, dam, transportation, and water resources engineering, as well as hydrology and hydrogeology, environmental consulting, project management, construction supervision, mining infrastructure, and renewable energy support services. 

As a result, this integrated support network allows Knight Piésold to undertake both mega infrastructure projects and highly specialised technical assignments with confidence and efficiency.

EXCELLENCE ACROSS KEY SECTORS

Knight Piésold provides multidisciplinary services across numerous sectors critical to Namibia’s growth and development. 

Mining remains one of the country’s most important economic sectors, and Knight Piésold has become a trusted partner to mining clients across the region. 

“Our extensive mining experience across Southern Africa enables the Namibian operation to deliver solutions aligned with international standards whilst addressing local operational requirements,” says Mostert. 

Knight Piésold has been supporting developments within the mining space across Namibia, and the company’s mining expertise continues to grow beyond traditional tailings engineering into broader mining infrastructure and environmental services. 

In Namibia, water security remains a strategic priority for all clients, making Knight Piésold’s expertise in dams, pipelines, hydrology, geohydrology, and water infrastructure especially valuable. 

Additionally, it continues to support infrastructure development across transportation, municipal, and industrial sectors. 

Across its entire breadth of projects, environmental responsibility and sustainable engineering are increasingly critical in modern project development for Knight Piésold.

INVESTING IN NAMIBIA

One of the most exciting recent developments involving Knight Piésold is the Namibia Cricket Ground (NCG) High-Performance Stadium project in Windhoek.  

“This project represents a major investment in Namibia’s sporting infrastructure and positions the country to host international cricket events whilst supporting athlete development and tourism growth,” Leicher expands. 

The exciting project includes International Cricket Council (ICC)- compliant cricket facilities, high-performance training infrastructure, stadium facilities, administration and hospitality spaces, which in engineering terms are provided via reinforced concrete structural works, civil and and infrastructure support. 

“We believe this project showcases Knight Piésold’s ability to diversify beyond traditional mining and water infrastructure into social and sporting infrastructure that contributes to national development,” he excites. 

On the back of projects such as this, the company’s work across Namibia and Southern Africa has received numerous commendations and awards that recognise its engineering excellence, innovation, and commitment to quality.  

This includes numerous industry recognitions for sustainable engineering excellence, infrastructure innovation, and technical quality. 

These awards reflect the professionalism, technical expertise, and dedication of Knight Piésold’s teams across the continent.

WOMEN IN ENGINEERING

At present, a key priority for the company is driving inclusion and transformation. 

“Knight Piésold recognises that the future of engineering depends on creating opportunities for diverse talent and supporting greater inclusion across the profession,” Mostert elaborates.  

“Across Namibia and Southern Africa, women within Knight Piésold continue to contribute significantly to engineering, environmental consulting, project management, sustainability, and technical leadership, demonstrating the increasing role of women in shaping Africa’s infrastructure and mining future, he sets out. 

In this way, the company remains committed to supporting women in STEM careers. It is also focused on developing young professionals, mentorship and training, skills development initiatives, inclusive workplace culture, and advancing professional growth opportunities. 

This commitment aligns with the company’s broader transformation and sustainability objectives across the continent.

VISION OF CONTINUED GROWTH

Knight Piésold continues to position itself for future growth as Namibia enters an exciting new era of infrastructure investment, mining expansion, energy development, and industrial advancement. 

As such, a sprawling mix of opportunities abound, linked to mining expansion, green hydrogen, renewable energy, water infrastructure, regional logistics, sporting infrastructure, and urban development. 

All of these fields present exciting pathways for the company’s continued contribution to Namibia’s future. 

“The firm’s long-term commitment to the country is reflected not only through major projects and office expansion, but also through investment in local talent, technical development, and sustainable partnerships,” states Leicher. 

Moreover, as Namibia continues to grow, Knight Piésold remains committed to delivering engineering solutions that create long-term value for clients, communities, and the broader region.

A SYMBOL FOR DEVELOPMENT

Knight Piésold stands today as a symbol of African engineering capability, technical excellence, and sustainable development. 

“From the monumental Neckartal Dam to cutting-edge mining developments and sporting infrastructure, the company continues to demonstrate its ability to deliver projects that shape industries, support communities, and drive national growth,” Mostert prides. 

“With strong leadership, multidisciplinary expertise, regional support, and a deep commitment to Namibia’s future, Knight Piésold is not only engineering projects – it is helping engineer the future of the country itself,” he finishes. 

As the company moves beyond 105 years of engineering excellence, its Namibian operation remains poised for continued expansion, innovation, and impact across the African continent.

The post Knight Piésold : Engineering Namibia’s Future appeared first on Africa Outlook Magazine.

BUILDING ON A MEGA LEGACY

As Namibia continues to invest in housing, mining, and oil and gas development, the construction sector remains a vital contributor to the country’s economic growth. 

Namibia’s construction industry is showing encouraging signs of recovery following a downturn between 2017 and 2020, with renewed momentum driven by residential developments, commercial expansion, and increased public infrastructure investment. 

Whilst the industry continues to face challenges – including fluctuating material costs, supply chain demands, and affordability constraints linked to global cost-of-living pressures – it also presents significant opportunities for businesses capable of consistently delivering quality, reliability, and value. 

Pupkewitz Megabuild is well positioned within this landscape. Established in 1946 as the building materials division of the Pupkewitz Group, the company has spent eight decades supporting contractors, developers, and homeowners across Namibia. 

Today, Pupkewitz Megabuild is recognised as one of the country’s leading building material and hardware suppliers. With a nationwide network of over 24 branches across 19 towns, it serves a diverse customer base – from large contractors and developers to small to medium-sized enterprises (SMEs), tradespeople, and homeowners. 

With over 20,000 stock-keeping units, the company offers comprehensive solutions across the entire construction value chain, from foundations and structural materials through to finishing products and home improvement solutions. 

This national footprint reflects a business that has evolved alongside Namibia itself, continuously adapting to meet changing market demands whilst maintaining a strong commitment to quality, service, and long-term partnerships. 

Namibia’s ongoing urbanisation, infrastructure development, and economic growth continue to support long-term demand, positioning Pupkewitz Megabuild strongly for the future. 

CUSTOMER-FIRST APPROACH

At the heart of Pupkewitz Megabuild’s success is a clear and consistent mission – to deliver cost-effective, quality products and exceptional customer service that drives sustainable growth. 

The company’s broader vision is to be Namibia’s most progressive and sustainable business, empowering communities and contributing to societal transformation.  

In terms of workforce, it employs over 800 team members across Namibia, supported by more than 2,200 employees within the Pupkewitz Group.  

With head offices based in Windhoek, Pupkewitz Megabuild maintains a strong national presence that reflects a commitment to serving Namibia as a whole and bringing products closer to customers. 

The company’s customer-centric approach is evident across all operations, whether supporting large-scale commercial developments, enabling mining projects, or assisting homeowners undertaking renovations. 

Beyond product supply, Pupkewitz Megabuild’s customers benefit from specialist advice, logistical support, and technical expertise designed to simplify projects and improve outcomes. 

By positioning itself as a partner rather than just a supplier, the company has built long-standing relationships across multiple sectors of the Namibian economy.  

Indeed, its national footprint, strong supplier network, and commitment to service excellence provide a clear competitive edge. 

Continuous investment in store modernisation, accessibility, digital initiatives, and expansion projects reflects Pupkewitz Megabuild’s ongoing commitment to enhancing the customer experience and staying aligned with evolving customer expectations.

EIGHT DECADES OF GROWTH

Pupkewitz Megabuild’s 80th anniversary marks a significant milestone, representing eight decades of resilience, adaptability, and contribution to Namibia’s growth. 

More importantly, it reflects a shared journey with the Namibian people and all the customers, employees, partners, contractors, and businesses who have played a role in shaping the business.  

The focus is not only on what has been built, but also equally on looking ahead and continuing to evolve and innovate for the next generation. 

The company has a rich history, deeply rooted in Namibia. What began as a builders’ merchant in 1946 has grown into a multifaceted business serving virtually every segment of the construction and home improvement market today. 

Looking ahead, Pupkewitz Megabuild remains committed to contributing positively to the development of Namibia and its people for the next 80+ years. 

The company’s performance has also been recognised through multiple industry accolades, including being named Namibia’s Overall Best Building Material Supplier at the PMR Africa Awards for three consecutive years. 

This is a testament to the consistency of its service, product offering, and customer trust.  

These awards also reflect the dedication of Pupkewitz Megabuild’s teams on the ground, who deliver excellence every day and reinforce the company’s position as a trusted partner in the building and construction space.

INNOVATION AND COMMUNITY IMPACT

One of the key factors differentiating Pupkewitz Megabuild from the competition is its willingness to evolve whilst remaining closely connected to its deep-rooted Namibian heritage. 

The company doesn’t just supply materials – it provides complete solutions, including technical expertise, logistics, cost estimation support, and credit facilities for approved customers. 

At the same time, Pupkewitz Megabuild recognises the importance of supporting local economic development through strong supplier relationships. 

Local suppliers are absolutely critical to its operations, and it prioritises sourcing locally wherever possible, provided quality, continuity, and pricing standards are met. 

Beyond that, the company actively supports community development through projects, partnerships, and SME empowerment initiatives. As a group, it has worked with hundreds of emerging entrepreneurs, helping to drive job creation and economic inclusion. 

With corporate social responsibility (CSR) fundamental to who the company is, the Pupkewitz Foundation invests heavily in improving the lives of Namibians through feeding schemes, education, health, sport, and community upliftment projects. 

Additionally, at branch level, Pupkewitz Megabuild actively engages in community projects – from supporting local schools and sports initiatives to infrastructure improvements – ensuring it makes a tangible difference operates. 

Equally important is the company’s investment in its employees. People are Pupkewitz Megabuild’s greatest asset, and it invests heavily in training, development, and upskilling to ensure teams remain knowledgeable and empowered. 

This includes internal training programmes, leadership development, and creating opportunities for growth across the business. 

Pupkewitz Megabuild’s culture is built around respect, performance, and continuous improvement, ensuring its employees feel valued and supported.

BUILDING FOR THE FUTURE

Looking ahead, as Namibia’s construction industry continues to evolve, Pupkewitz Megabuild remains focused on strengthening its position as a trusted partner to customers nationwide. 

Future growth will centre around delivering increasingly efficient and customised solutions, supported by strong logistics, technology, and supply chain capabilities. 

The company’s key priorities include expanding its national footprint where needed, whilst strengthening digital and customer engagement platforms to enhance accessibility to its range of products and services. 

At the same time, Pupkewitz Megabuild continues to enhance supply chain efficiency to achieve cost leadership and make products more affordable across the spectrum, whilst driving sustainability and responsible sourcing, and supporting SMEs and local industry growth. 

After 80 years in business, the company’s success is ultimately rooted in the relationships it has built with customers, suppliers, employees, and communities across Namibia. 

As it looks towards the next chapter, Pupkewitz Megabuild’s mission remains unchanged – to provide the products, expertise, and support needed to help build homes, businesses, industries, and futures throughout the country. 

Ultimately, Pupkewitz Megabuild’s goal is to remain Namibia’s most trusted and progressive building materials partner. 

PUPKEWITZ MEGABUILD PARTNER

The post Pupkewitz Megabuild : Building on a Mega Legacy appeared first on Africa Outlook Magazine.

NEW LEVELS OF MINING TRANSFORMATION

Over the last three years, South Africa’s (SA) coal mining sector has increasingly been shaped by three key forces: energy security demands, environmental, social, and governance (ESG) expectations, and operational consolidation.

Coal has remained a critical pillar of the national energy mix, but mining companies are now required to balance production stability with environmental responsibility and long-term sustainability planning. This has resulted in increased investment in cleaner technologies, improved operational efficiency, and stronger community and ESG alignment.

Within this environment, Ndalamo Resources (Ndalamo) has positioned itself as a responsive and adaptive player by aligning its operations with sustainability-driven mining, responsible production, and gradual diversification into renewable energy solutions.

Since 2023, the company has significantly expanded its operational footprint and investment portfolio across the SA mining sector, operating and holding interest in a number of notable mining developments.

“This expansion reflects a deliberate strategy to consolidate assets, improve operational control, and strengthen production capacity across key coalfields,” opens Phinda Mamba, General Manager.

CLEAR STRATEGIC GROWTH

Ndalamo’s expansion has been driven by disciplined acquisitions and structured partnerships that ensure scalability and operational resilience.

The acquisition of Wonderfontein Mine (Wonderfontein) represents a defining milestone as the company’s first fully owned operating mine. It has strengthened Ndalamo’s direct operational control and enhanced the company’s ability to integrate mining, processing, logistics, and ESG priorities within a single asset framework.

In parallel, Ndalamo maintains majority interests in key assets in partnership with Universal Coal plc, enabling shared expertise, risk management, and operational efficiency.

“This partnership model remains central to Ndalamo’s strategy, allowing the company to scale responsibly whilst maintaining flexibility and market competitiveness,” Mamba expands.

An additional pillar of Ndalamo’s growth strategy has been the revitalisation and optimisation of mining assets that were previously underperforming or closed under large mining houses.

“Through targeted investment, operational restructuring, and local stakeholder engagement, the company has successfully converted legacy mining assets into productive, job-creating operations,” he adds.

This approach ensures the preservation and expansion of mining jobs, improved asset productivity and lifespan, enhanced local economic participation, and the reintroduction of sustainable mining operations into host communities.

FLAGSHIP OPERATION

Since its acquisition last year, Wonderfontein has become a strategic production and transformation asset for Ndalamo. The mine operates at approximately 4.2 million tonnes (t) per annum at peak production capacity and has a processing capacity of 300,000 t per month.

Recent investment at the mine has focused on operational optimisation, production stabilisation, and infrastructure and processing efficiency improvements. Ndalamo has also deeply embedded a safety and zero-harm culture across the mine, alongside facilitating skills development and leadership training.

Additionally, Wonderfontein is preparing for renewable energy integration through a planned 66 megawatt (MV) solar photovoltaic (PV) project under Ndalamo Energy.

“These initiatives are designed to strengthen long-term sustainability and operational performance,” Mamba notes.

Beyond Wonderfontein, Ndalamo’s broader asset portfolio continues to enhance production capacity and strategic scale. North Block Complex (NBC) and New Clydesdale Colliery (NCC) remain key production pillars, whilst Eloff Mining Company (Eloff), Ubuntu Colliery, Springboklaagte, and Arnot South provide additional growth leverage across the coal value chain.

These assets collectively strengthen supply security, export and domestic market capacity, operational diversification, and economies of scale across mining operations.

“This integrated portfolio approach enables Ndalamo to remain competitive whilst expanding responsibly,” he adds.

RELEVANCE AND LONG-TERM SUSTAINABILITY

Ndalamo’s workforce has grown significantly in line with operational expansion.

For example, employment at NBC grew by 48 percent between 2021 and 2024, totalling 1,696, whilst its head office expanded from five to 21 employees. Wonderfontein, meanwhile, has an employee base of 1,247 and has recently invested ZAR450,000 in skills development.

These funds have helped facilitate technical training, safety and maintenance programmes, leadership development for 46 managers, and the deployment of ‘train the trainer’ initiatives.

Future staff development will focus on succession planning, mentorship frameworks, bursary programmes, partnerships with technical institutions, leadership academies, and cross-operation rotation programmes.

“These initiatives strengthen both internal capability and community employability,” Mamba elaborates.

On top of this, more than ZAR21 million has been invested in community development initiatives, including solar-powered water infrastructure systems, school infrastructure upgrades, health and wellness programmes, and enterprise development support for 24 local small to medium-sized enterprises (SMEs).

“These interventions are designed in collaboration with communities to ensure relevance and long-term sustainability.

“This priority is central to Ndalamo because the company views mining success as shared prosperity. Leadership consistently reinforces that growth must benefit employees, communities, and partners as part of a broader ‘just transition’,” he prides.

PRAGMATIC RESPONSE

In response to global decarbonisation trends, Ndalamo is actively pivoting towards a hybrid mining-energy model through Ndalamo Energy.

A key initiative of this division is the 66 MW solar PV project at Wonderfontein, whereby 10 MW is dedicated to mining operations, and 56 MW is allocated to external energy supply through trading structures. This forms part of the company’s broader ESG and energy transition strategy, aimed at reducing carbon intensity whilst enhancing energy resilience and long-term sustainability.

In the same vein, Ndalamo has a deep commitment to achieving carbon neutrality by 2050. The company’s renewable energy investments, particularly solar integration at Wonderfontein, support incremental reductions in emissions intensity and operational carbon footprint.

This transition strategy contributes to the broader goal of carbon neutrality by reducing reliance on traditional grid energy, improving operational energy efficiency, diversifying energy sources, and embedding ESG-aligned operational practices.

“Our carbon neutrality approach is pragmatic – recognising coal’s current role in SA’s energy mix whilst progressively enabling cleaner alternatives,” Mamba surmises.

SOCIOECONOMIC SUCCESS

Broad-based Black Economic Empowerment (B-BBEE) remains central to Ndalamo’s business model and strategic identity.

Key transformation indicators include the company having 100 percent black ownership, 24.3 percent black female ownership, and 100 percent black South African recruitment during reporting periods.

Additionally, the company is proud to have achieved Level 1 B-BBEE status at NBC and NCC, as well as Level 3 B-BBEE status at Wonderfontein.

“Economic inclusion remains structurally integrated into the business, not treated as a compliance obligation,” Mamba attests.

This is demonstrated by the various areas of transformation embedded across the company, including employment and recruitment, supplier and enterprise development, procurement, leadership development, and community investment.

Looking ahead, Ndalamo will continue to fortify its position as a diversified mining and energy group and advance its status as a mid-tier, black-owned business. The further optimisation of Wonderfontein’s production performance is central to these objectives, as is the continued integration and optimisation of acquired mining assets.

Expansion of renewable energy initiatives, including solar project implementation, and strengthening of ESG and carbon reduction programmes are equally integral, as the company maintains its position at the forefront of the mid-tier mining Mining in SA.

The coming year will see the expansion of Ndalamo’s enterprise and supplier development impact, acceleration of leadership development, and deepening of community investment – all aligned with measurable socioeconomic outcomes.

“Ndalamo remains focused on building a sustainable, transformation-driven mining and energy business that balances operational excellence, social impact, and long-term environmental responsibility,” Mamba concludes.

The post Ndalamo Resources : New Levels of Mining Transformation appeared first on Africa Outlook Magazine.

A LEADING PLAYER IN IVORIAN AGGREGATES

The aggregates sector in Africa is entering a dynamic phase, driven by strong demographic growth, rapid urbanisation, and significant investment in infrastructure.

Across the continent, governments are simultaneously prioritising roads, transport systems, and urban development – all of which rely heavily on high-quality aggregates.

Yet, alongside these noteworthy developments, client expectations are also beginning to evolve, as mining businesses across Africa are no longer looking for just volume, but also consistency, reliability, and compliance with increasingly demanding technical standards.

CADERAC views this shift as an opportunity to cement itself as a leading aggregates producer in Côte d’Ivoire.

“The Ivorian market for aggregates is estimated at around eight to 10 million tonnes (t) per year and is growing due to accelerated infrastructure development. It drives us to continuously strengthen our industrial capabilities and position ourselves as a long-term partner for major infrastructure projects,” opens Richard Lorant, Managing Director.

Established in 1999, CADERAC is part of Groupe Hervé, a French family-owned organisation with over 150 years of experience in quarry operations.

Equipped with such knowledge, the company is recognised as a key player in the sector, offering the full range of crushed products, including gravel, sand, and riprap blocks.

With over 430 employees and a production capacity of approximately 3 million t of aggregates per year, CADERAC’s operational scope has allowed it to contribute to a vast range of infrastructure and construction projects.

The company is further distinguished by its reputable geographical coverage, comprising three production sites in Abidjan, Bouaké, and Aboisso.

“Our focus on quality, strong production capacity, and an extensive geographical presence makes us a noteworthy partner for infrastructure providers. As a result, our client profile is key player-orientated, with the top 10 infrastructure and road companies in Côte d’Ivoire representing about 70 percent (%) of our revenue,” he points out.

MAINTAINING AN ENVIABLE POSITION

At the forefront of African aggregates landscape, CADERAC’s success is built on its steadfast dedication to producing high-quality products.

“Our internal laboratory allows us to rigorously monitor the quality of our materials on a daily basis and ensure they are in full compliance with our clients’ high standards. This level of control is essential for major infrastructure projects,” Richard urges.

On top of this, the company’s production capacity and reliability enable it to deliver large volumes of aggregates consistently, which is critical to the success of complex projects with demanding timelines.

CADERAC also maintains a large inventory of spare parts for its equipment and stock of explosives, providing the ability to respond quickly and minimise the risks associated with international shipping.

The company’s geographical footprint is another important differentiating factor.

Its production model is structured around a major site in Kossihouen, located within Greater Abidjan – the centre of industrial development and infrastructure in Côte d’Ivoire.

“Whilst our main production site is located near Abidjan, our additional sites in Bouaké and Aboisso allow us to serve different regions of the country and remain closer to our clients than many competitors,” he tells us.

This is particularly the case for the Central and Eastern regions. Bouaké, for instance, is a strategic hub at the centre of the country and therefore plays a key role in trade and logistics.

While these sites have more targeted operations, they play a critical role in maintaining close proximity to clients and supporting regional projects,” Richard informs.

“This organisational structure enables us to combine scale with flexibility, ensuring high production capacity and responsiveness.”

FAMILY-DRIVEN APPROACH

Founded in 1999, CADERAC has grown steadily to become a major player in the Ivorian aggregates sector.

A defining element of the company’s identity is its integration within Groupe Hervé, a family-owned group with more than 150 years of experience in quarrying, now led by the fifth generation of the Hervé family.

“The sons of the two owners, Nicolas and David Hervé, aged 30 and 36, are proudly following in their fathers’ footsteps, setting the course for the coming decades. This long-term vision is fundamental; it allows us to prioritise sustainable growth, operational excellence, and long-term partnerships.

“This family-driven approach also translates into a strong sense of responsibility towards our clients, employees, and communities,” says Richard.

Other major benefits provided by Groupe Hervé include direct access to international expertise, proven operational methods, and strong financial backing, allowing CADERAC to continuously invest in its tools, processes, and people.

“We maintain a strong regional anchoring with teams who understand the specific realities of the Ivorian market, whilst benefitting from the international standards and expertise of Groupe Hervé. This combination of global standards and local agility is at the core of our performance,” he emphasises.

PRESTIGIOUS PORTFOLIO OF PROJECTS

CADERAC is proud to contribute to major infrastructure and construction projects across Côte d’Ivoire, supporting the country’s development through the supply of high-quality aggregates.

Notably, CADERAC has been involved in the construction of two major road projects – the Coastal Motorway, between Abidjan and San Pedro, and the Northern Motorway between Abidjan and Bouaké.

The company supplied materials used in asphalt production, contributing to the durability and performance of these key transport corridors.

In parallel, CADERAC is involved in other emblematic urban developments such as the Tower F project in Abidjan.

“It will be one of the highest skyscrapers in Africa, which will rise to a height of 400 metres. This landmark project reflects the country’s economic ambition and transformation, and being part of such developments illustrates our ability to support complex, high-visibility projects,” highlights Richard.

As CADERAC continues to grow, its media image has increasingly become a strategic priority, particularly as the company aims to strengthen its visibility amongst international players – specifically mining companies.

“We believe it is important to showcase our expertise, projects, and the role we play in supporting infrastructure development. Strengthening our media presence allows us to reinforce our brand, attract new partners, and position ourselves as a reference player in Côte d’Ivoire,” he outlines.

A LONG-TERM COMMITMENT TO PEOPLE

Key to its continued growth, CADERAC’s workforce reflects a long-term approach to employment and performance.

Indeed, approximately 70% of the company’s staff are on permanent contracts. This reflects a deliberate and strategic long-term employment approach, enabling CADERAC to build stable, experienced teams and directly contributing to its low turnover.

Its commitments also extend to local employment opportunities, with over 88% of its workforce being Ivorian and less than two percent expatriates.

In addition, approximately 10% of employees come from other African countries, bringing with them complementary expertise.

Furthermore, whilst the sector remains traditionally male-dominated, women currently represent around 10% of CADERAC’s workforce, and increasing this share is one of the company’s key objectives.

People development also remains a core focus for the company.

“A key initiative in this area is the creation of an internal literacy school, which enables employees who were previously unable to read or write to become fully autonomous in their work and daily life,” Richard highlights.

CADERAC additionally prioritises its staff’s health through concrete actions such as having an on-site infirmary, providing health insurance and annual medical check-ups, and raising awareness during the Pink October and Blue November global health campaigns.

SUPPORTING LOCAL COMMUNITIES

The company’s long-standing commitment also extends to its support of the local community, which is a key part of its corporate identity.

Indeed, CADERAC actively supports the development of the territories in which it operates through concrete actions, particularly in education, healthcare, and local employment.

Over the years, the company has contributed to the refurbishment of schools and provides essential supplies to local establishments and institutions.

For instance, it has constructed three housing units for teachers and a kindergarten classroom in the village of Kolongonouan near Bouaké.

CADERAC has also played an integral part in the repaving of roads in the village of Kossihouen and donated medicine to a health centre in Bago.

GOING FORWARD

As it continues on its journey as a leading player in Côte d’Ivoire’s aggregates sector, CADERAC’s priorities are focused on consolidating its position and continuing to improve its operational performance.

The company aims to strengthen its local presence by opening new facilities in the North and West regions of the country, whilst continuing to invest in mobile crushing units for extracting materials on-site for clients, particularly mining companies.

Meanwhile, CADERAC also strives to bolster its production capabilities, maintain high-quality standards, and continue supporting major infrastructure projects across Côte d’Ivoire.

Underlying these objectives is the company’s commitment to remaining attentive to opportunities for growth and expansion, always with a disciplined and long-term approach.

“CADERAC’s role goes beyond supplying aggregates – we are a partner in infrastructure development, contributing to projects that have a direct impact on economic growth and quality of life.

“This sense of responsibility is what drives our teams on a daily basis,” Richard concludes.

CADERAC PARTNER

The post CADERAC : A Leading Player in Ivorian Aggregates appeared first on Africa Outlook Magazine.

RENEWING A GOLD LEGACY

It’s been a whirlwind career and immensely fulfilling.”

This excitement can only centre around one globally crucial industry – mining. As stated by George Botshiwe, Managing Director of QKR Namibia Navachab Gold Mine (Navachab), the mining sector not only boasts significant historical impacts across the world, but also continues to shape every aspect of modern life, making it not only exciting but also riveting.

The Navachab Gold Mine is the country’s oldest gold mine and a key contributor to its economy since the late 1980s. Now entering its newest phase of underground expansion, the gold mine is cementing itself as the preeminent modern, sustainable, and long-life operation that creates continuous value for shareholders and the local community alike.

“The mine is one of Namibia’s leading gold producers and is located 10 kilometres (km) outside of Karibib in the Erongo Region, and 180 km west of the capital, Windhoek,” details Botshiwe.

“Our core business is the extraction and refining of gold, with silver produced as a valuable by-product. We conduct conventional open-pit mining with drilling, blasting, load and haul operations, surface exploration, and underground exploration projects. The mine employs over 1,600 people – predominantly Namibians – and remains committed to skills development, employee welfare, and community development and empowerment.”

Each year, Navachab contributes to Namibia’s economy through payment of taxes, royalties, dividends to government, and local procurement, whilst also investing in social responsibility initiatives such as education, healthcare, and small to medium-sized enterprise (SME) development.

Botshiwe found himself ingrained in the mining industry at a young age, with his father having worked as a crane operator at a smelter and passing on his admiration for engineers who make a difference in both the company and society.

After graduating with a degree in mining engineering, Botshiwe’s first job was at AngloGold Ashanti, where he quickly rose through the ranks and earned the opportunity to lead Navachab into a new era as Managing Director in 2018.

“I love my career and the opportunity I have to make a difference in people’s lives. I love building things and seeing how they positively influence not just my employees but also the surrounding communities and the country at large,” he enthuses.

INNOVATION AT THE CORE

Currently, the mining industry – especially in Namibia – is undergoing an exciting evolution.

“There’s a lot of exploration happening with various minerals, such as gold, copper, lithium, graphite, and rare earths. Namibia is well-positioned to benefit from this current interest and boom in the natural resources sector,” insights Botshiwe.

Navachab is taking advantage of this growth and continuing to differentiate itself as a mining stalwart within the industry. Its pillars of success revolve around safety, putting people first, and contributing to society for the betterment of the future.

“Our niche is that we are very innovative. We are not scared to try new, innovative things that will increase efficiency, lower operating costs, and improve employee safety, production, and profitability,” he furthers.

The company is passionate about innovation and encouraging its team members to explore new ideas. As a result of this collaborative environment, it has implemented first-in-the-world technologies that have significantly progressed operations.

Regarding Navachab’s contribution to the community and country at large, it works closely with local leaders and authorities to partner on projects, such as the construction of a medical centre in Karibib.

Additionally, the company works to create employment opportunities within the surrounding regions. For example, its Golden Egg Project aims to support SMEs by providing funding, training, and mentorship. Moreover, the company is currently constructing an SME park in Usakos.

“One of the biggest understated contributions we make is building local service enterprises in the mining industry – many from scratch. For example, we helped initiate and develop a drilling contractor who has now expanded across the country, providing exploration, grid control, and blast hole drilling services. We ultimately want to develop a Namibian mining services ecosystem by supporting local service providers and SMEs within the sector,” Botshiwe explains.

COMMITTED TO SUCCESS

Of crucial importance for Navachab and its continued success is the company’s dedication towards investing in innovative processing technologies.

“We are not afraid to try new technologies in gold processing,” affirms Botshiwe.

“10 years ago, we became the first mine to implement dense medium separation (DMS) technology in commercial scale gold processing, where we concentrate low-grade mineral ore material into a high-grade concentrate then treat it through our processing plant. Additionally, we added X-ray transmissive sorting to complement the DMS technology, which has proved very successful.”

Equally, two years ago, Navachab implemented high-pressure grinding rolls (HPGRs) and a Swiss Tower Mill to grind and mill gold-bearing ore, nearly doubling the mine’s milling capacity. This advanced technology operates at a lower cost than conventional methods and requires less power and water, reflecting the mine’s commitment to sustainability.

Navachab is currently working to expand and is actively exploring various technologies to further increase its processing capacity, alongside progressing its underground project, where it is developing two portals to explore a further 2 to 2.5 million ounces (oz) of gold.

“This is the most important and exciting project we are working on. We have already completed over 800 metres (m) in decline development, and we are planning to start exploration drilling by the end of the year and finish the feasibility study in Q3 2027,” Botshiwe details.

To complement this project, Navachab is constructing a gravity concentrator scheduled to be commissioned by the end of 2026, which will improve recoveries by approximately five to six percent. This is in parallel to a feasibility study the company is conducting for a future plant expansion that will allow the updated facility to treat discoveries from surface and underground mining.

“We are well-aligned and excited to further grow the mine based on all of the projects we are engaging in,” confirms Botshiwe.

CREATING VALUE FOR THE COMMUNITY

Navachab has diligently worked to cement itself as a modern, long-life gold mining operation that adds value to both its shareholders and the local communities. One of the company’s biggest advantages is its mineral resources, which comprise nearly 5 million oz within the ground.

“Our current mine plan produces approximately 2.5 million oz, meaning we have an excess of 2.5 million oz to develop a feasible plan for. Hence, we have started feasibility studies for underground mining to expand both our operations and the life of mine,” Botshiwe outlines.

Navachab has a history of converting its exploration targets into resources and eventually mineable and profitable pits, both above and underground. The company is confident it will soon be able to convert its findings and new resources into sustainable long-term mining.

“What enables us to expand our operations is that we are a low-cost producer. With the gold prices where they are today, many are tempted to include expensive projects that increase all-in sustaining costs; however, our target for Navachab’s all-in sustaining costs is around USD$1,000 per oz,” details Botshiwe.

As the mine continues to reach for further success, it is prioritising the development and welfare of its people and the safe running of its mining processes, whilst also looking to increase visibility and engage with different platforms that highlight the mine’s contributions.

“It is very important for us to empower our employees in terms of training and preparing the next mining leaders in Namibia, especially in underground mining and some technical skills we are currently lacking in the country. We have recruited a number of young engineers, geologists, and technicians for this purpose and want to assist them in growing to the next level and taking on the mining responsibilities of the future,” proudly concludes Botshiwe.

The post QKR Namibia Navachab Gold Mine : Renewing a Gold Legacy appeared first on Africa Outlook Magazine.

RESTORING DIGNITY WITH SUSTAINABLE SANITARY SOLUTIONS

Driven by a passion for women’s health and well-being, Pad-Up Creations (Pad-Up) is a one-of-its-kind social enterprise dedicated to providing sustainable, innovative menstrual health and hygiene solutions.

The organisation is the first certified manufacturer of washable and reusable sanitary pads in Nigeria, designed to be chemical-free, eco-friendly, and durable for over one year of use.

“Our initial focus was on girls and women at the lower economic pyramid. Now, we have those more conscious of their health and that of the planet championing the use of our products,” introduces Olivia Onyemaobi, Founder and CEO.

The company’s flagship product is the Pad-Up Menstrual Kit – an antimicrobial, reusable sanitary pad. Its expanded product line includes reusable period-padded underwear, baby diapers, adult diapers, incontinence underwear, panty liners, sanitary wipes, menstrual hygiene booklets, and more.

Currently, Pad-Up operates across 21 African countries, having reached over 17.2 million girls and women and provided menstrual hygiene training to more than 837,000 individuals onsite.

Supported by a team of 517 staff members and a vast distribution network of over 23,000 women micro-sales agents, the company’s impact is driven by a diverse client base, including corporate organisations, local and international non-governmental organisations (NGOs), government agencies, development organisations, and community-based institutional partners.

“In January, we were announced as one of the 2026 Schwab Foundation Award winners, joining a community of 510 social entrepreneurs and innovators that have collectively improved the lives of over 950 million people in 190 countries,” prides Onyemaobi.

The inspiration and drive behind Pad-Up, and its goal to champion accessibility to safe, comfortable, and sustainable hygiene products, stem from Onyemaobi’s own lived experience.

“Whilst working in a commercial bank in Nigeria, I found several newspaper publications reporting on the sexual abuse of girls. It was increasing daily, and I felt I needed to challenge that norm, especially having experienced that as a teenager,” she insights.

Dedicating her hourly lunch breaks to visiting schools to educate and administer therapy with sexually abused girls to help them overcome their trauma, Onyemaobi found that when revisiting three months later, most of the girls had returned to the men who had initially abused them.

“We conducted private sessions and discovered that over 89 percent of the 1,500 rehabilitated girls said they lack access to sanitary pads and lived with families from low-income backgrounds or who didn’t care how they care or their period,” she explains.

“They use unhygienic materials like foam, rags, feathers, sitting on sand for hours to care for their periods, increasing their exposure to infections. Over 73 percent miss school because they want to avoid bullying.”

DRIVING GENDER EQUITY

With a deep understanding of the importance of comfort and reliability, Pad-Up believes in innovation, creativity, and quality, striving to make products women can rely on.

“Our mission centres on delivering innovative, sustainable sanitary solutions that do more than just provide a product – they restore dignity,” Onyemaobi enthuses.

The organisation achieves this by leveraging a skilled, motivated workforce and investing in rigorous training and a zero-tolerance approach to quality, ensuring every reusable product meets international health standards. Motivation originates from Pad-Up’s circular economy model, where the team watches manufacturing waste transform into value-added products like soft furniture through the company’s subsidiary, Kommmb Innovations.

Equally, Pad-Up recognises the crucial links between access to menstrual products, girls’ education, and long-term social participation.

“Access to menstrual products is a fundamental driver of gender equity in education,” details Onyemaobi.

Most families are unable to provide menstrual pads on a monthly basis, forcing the girls to improvise with other materials that can lead to infections. Statistics show that one in 10 girls in sub-Saharan Africa misses school during their period, which can amount to a staggering 20 percent of a school year. Such absenteeism often leads to the girls falling behind in core subjects, increasing the rate of sexual abuse, adolescent pregnancy, and early marriages.

“Without secondary education, a woman’s long-term earning potential and ability to participate in the formal economy are severely curtailed. Providing a kit that lasts for years, rather than days, breaks this cycle of poverty,” Onyemaobi educates.

Additionally, the company supports myriad communities by tailoring menstrual health initiatives to local contexts, including the role of women-led distribution networks, digital support systems, and male engagement.

Pad-Up’s women-led micro sales agents are empowered local entrepreneurs who understand their community’s cultural nuances. They are trained not only to distribute sanitary pads but also champion menstrual education.

For digital support, the company bridges the information gap by using tech-driven platforms to reach remote areas and provide comfort at home. The sales agents can place their orders through the online platform, track delivery, and manage inventory, enabling Pad-Up to give support when needed.

To encourage male engagement, the company actively includes men and boys in its advocacy to dismantle ‘period shame’ that leads to social exclusion.

“Men are also part of our menstrual hygiene trainers. We have a project called ‘walk in her shoes’ where boys and men are given menstrual pads and asked to wear them throughout the event. They end up becoming the best support system after this first-hand experience,” explains Onyemaobi.

CHALLENGING THE NORM

Currently, Pad-Up is working on a variety of projects and objectives in order to advance its footprint.

One such initiative that has already had a significant impact is the Period Access project, which was created for the large-scale distribution of free menstrual pads to vulnerable girls thrice a year to help them remain in school. The project is funded by different corporate organisations, private individuals, government, and international organisations.

Continually investing in this project in a strategic effort to support educational retention, Pad-Up sponsored the distribution of over 2,000 free menstrual kits to girls in Prampram, Ghana.

“This initiative directly addresses local socio-economic challenges where girls often face pressures to leave school prematurely. By providing sustainable menstrual health solutions, we aim to eliminate a primary barrier to attendance and empower these students to prioritise their academic futures and long-term development,” Onyemaobi notes.

Another endeavour is the WePower project, which emphasises the economic side of the company’s mission – training and equipping women in rural areas to become independent distributors and foster financial autonomy.

Additionally, the company has recently created Pad-Up Pulse, a comprehensive health education platform designed to help young people navigate their health journey with confidence. The platform has proudly reached over 2.7 million users, including 600,000 boys, and provides interactive games, learning resources, and an artificial intelligence (AI)-powered assistance to answer sensitive questions about reproductive health.

“Post-quiz surveys show a significant knowledge improvement in nearly two million users, directly combating myths and improving self-confidence,” enlightens Onyemaobi.

In parallel, Pad-Up has launched a menstrual change fellowship to train 70 men and women in menstrual hygiene and reproductive health. With over 5,000 applicants in the first 48 hours, it was immediately evident how people desperately want to contribute to a positive change.

“I am also proud to say that my work has been recently recognised by the Schwab Foundation Awards, which highlight outstanding social entrepreneurs and innovators driving systemic change worldwide. Supporting social innovation in this way is incredibly important, driving inclusive economic progress and creating a more equitable world of entrepreneurs,” announces Onyemaobi.

MAKING PERIODS ACCESSIBLE

A challenge that Pad-Up is currently facing is the impact of recent policy considerations, including the taxation of menstrual products and gender inclusion politics.

“Taxation remains a significant barrier, as when menstrual products are treated as luxury goods rather than essentials, it folds inequality into the architecture of public finance. Since 2016, we have been advocating for the removal of VAT and import duties on menstrual health materials across African countries, following the lead of Kenya and Rwanda,” Onyemaobi insights.

“Policies must recognise that menstrual health is a matter of workplace and school infrastructure. True inclusion means providing facilities and products as a standard, not an afterthought.”

As Pad-Up continues to look towards a future of genuine equality and the destigmatisation of periods, it is focusing on its ‘Vision 5 in 5,’ which comprises being amongst the top five world-leading organisations manufacturing women’s sanitary wares in the next five years.

“We are working daily to increase our production capacity to meet the increasing demand and are aiming to connect 50 million girls and women to accessible menstrual pads in the next 14 months,” confidently concludes Onyemaobi.

With current distribution spanning nearly two dozen countries, Pad-Up is also working to expand its sales hub to five additional countries by 2027, ensuring a proper coordinated sales distribution and training, whilst finalising the process of signing five franchises by early 2027.

The post Pad-Up Creations : Restoring Dignity with Sustainable Sanitary Solutions appeared first on Africa Outlook Magazine.

TRANSFORMING PUBLIC HEALTH IN SUB-SAHARAN AFRICA

“I often get the impression that most people despise us.” These words, from a 35-year-old female municipal solid waste management supervisor in South Africa (SA), sum up how most sub-Saharan African sanitation workers think the public views them. Yet, as the collectors of waste and the cleaners of public spaces like streets and toilets, they are central to disease prevention.

With over 178,000 cholera cases reported in East and Southern Africa between January 2024 and March 2025, these sanitation workers are the first line of defence against such deadly outbreaks.

Waste and sanitation workers continue to face social stigma, unsafe working conditions, and low pay, despite their essential role.

Driving systemic change and cultural shift that will turn sanitation work into a respected profession and address sub-Saharan Africa’s public health crisis will require both the improvement of working conditions and reshaping of societal perceptions.

Social stigma and exclusion are daily realities for sub-Saharan Africa’s sanitation workers. Being shunned or mocked often leads to feelings of internalised shame and low morale.

In Kenya, for example, sanitation workers are regularly excluded from community gatherings, whilst in Ghana, they are called derogatory names, like ‘selem piagra’ – meaning ‘toilet washer’. In SA, sanitation work is commonly seen as low-status and male-dominated, so women workers have an increasingly hard time.

What’s true across all three countries is that informal workers face low and inconsistent pay, alongside job insecurity – further undermining morale and reinforcing the overarching perception that wider society doesn’t deem this work worthy of respect.

This is compounded by unsafe and undignified working conditions, including inadequate protective equipment that exposes workers to significant health risks in terms of disease or toxic pollution. The scope for improvement is vast.

A highly motivated, well-respected, properly protected, and adequately compensated workforce would deliver better public health outcomes.

THE IMPORTANCE OF PERSONAL MOTIVATORS

Historically, efforts to improve sanitation in the region have prioritised infrastructure, technology, and regulation.

Whilst these are clearly important, the requisite systemic change will only be possible if sanitation workers themselves are put at its heart. Possessing a unique understanding of the challenges on-the-ground, they are the key to unlocking transformation.

That’s why our latest research – undertaken by the social scientists at Busara and funded by impact accelerator TRANSFORM – focuses on the experiences of sanitation workers. Unlike existing literature, it shifts the lens to include human factors, recognising that psychosocial and behavioural dimensions are vital.

Focused on Ghana, Kenya, and SA, the research found that sanitation workers consistently display remarkable resilience, pride, and solidarity – despite their adversities.

Often, they develop supportive networks, based on cultural notions of family responsibility and a purposeful commitment to cleanliness and public health. Such adaptive strengths are not just coping mechanisms, but powerful entry points for systemic change.

When it comes to improving the region’s sanitation sector, these personal motivators for workers to do their job well are just as crucial as external motivators, such as fair pay, public recognition, supportive management, and safe workplaces.

For this reason, our research offers a fresh perspective on the kinds of interventions that can effect real-world change.

They include storytelling communications campaigns to reduce the social stigma around working in the sanitation sector, peer-led worker support groups, and the engagement of trusted community leaders as advocates for sanitation workers.

COLLABORATION IN SUPPORT OF SANITATION WORKERS

Meaningful change in the sector will require strong, multi-level collaboration across policy, practice, and research, which should still be focused on the workers themselves.

For instance, governments and municipal authorities should lead the integration of dignity and motivation initiatives into sanitation workforce programmes and urban development strategies.

Meanwhile, private sanitation firms and social enterprises can pilot and scale behavioural change initiatives, particularly those that promote recognition, professional growth, and peer support.

Civil society organisations and worker associations are key when it comes to facilitating participatory engagement. They can amplify worker voices and sustain advocacy for wider change.

At the research and funding level, coordinated partnerships between development agencies, behavioural science labs, and implementation partners can ensure rigorous, policy-relevant evidence and shared learnings based on workers’ real-life experiences.

Dignity and recognition for waste and sanitation workers is not a ‘nice to have’ but fundamental to improving sanitation in sub-Saharan Africa which, in turn, is essential for better public health.

Focusing on workers’ perspectives and embedding behavioural and participatory approaches into sanitation programmes is how to create more resilient, equitable, and effective systems.

No worker should ever feel despised because of what they do, especially when it’s so vital to everyone’s health.

The post Transforming Public Health in Sub-Saharan Africa appeared first on Africa Outlook Magazine.

Q&A WITH CAROLINE SLOOTWEG, CO-FOUNDER, KELP BLUE

Firstly, can you tell us about Kelp Blue’s passion for scaling a profitable nature-based solution that will help reverse climate change?

Caroline Slootweg, co-Founder (CS): At Kelp Blue, we cultivate giant kelp forests at scale to restore ocean ecosystems, capture carbon, and create a range of high-performing biostimulants to transition agriculture to more sustainable practices.

We selectively harvest the top 10 percent of our kelp canopy and process it into a seaweed biostimulant, StimBlue+. The remaining biomass stays in the ocean, where it continues to support biodiversity, improve ecosystem health, and contribute to carbon sequestration.

Our model is simple – the more biostimulant we sell, the more kelp forests we can grow. This creates a positive feedback loop where commercial success directly enables greater environmental impact.

Guided by our Four Returns framework – return on inspiration, social capital, natural capital, and financial capital – we believe profitability and environmental stewardship are not mutually exclusive. Our ambition is to demonstrate that nature-based solutions can be both commercially scalable and a meaningful force in addressing climate change.

Giant kelp is one of the fastest-growing organisms on the planet. Why is it well-suited for use in a range of products?

CS: As giant kelp grows, it naturally accumulates a rich array of bioactive compounds, minerals, and micronutrients from the ocean.

Using our proprietary mechanical processing technology, we can extract valuable components such as polysaccharides, fucoidan, and alginates without the use of harsh chemicals.

These natural compounds form the building blocks for a diverse range of products, from agricultural biostimulants to innovative biomaterials such as kelp leather and bioplastics.

How is Kelp Blue restoring ocean ecosystems through large-scale giant kelp cultivation, helping to remove excess carbon dioxide (CO2) from the atmosphere?

CS: Kelp Blue cultivates giant kelp forests in nutrient-rich offshore environments, creating new marine habitats that support biodiversity and help restore ocean ecosystems.

Giant kelp is often referred to as an ecosystem engineer because it creates complex underwater habitats that provide food, shelter, and nursery grounds for a wide range of marine life.

Through environmental DNA (eDNA) monitoring, we have already identified more than 800 species associated with our kelp forests, demonstrating their ability to rapidly enhance biodiversity.

Like all plants, giant kelp absorbs CO2 as it grows, converting it into biomass through photosynthesis. By scaling kelp cultivation, we increase the ocean’s capacity to capture carbon whilst simultaneously restoring marine ecosystems and producing sustainable products.

Can you outline your goal to remove over one million tonnes of CO2 annually by 2029 through giant kelp farms?

CS: By 2029, our goal is to remove over one million tonnes of CO2 annually through 70,000 hectares of Giant Kelp farms located 30 to 100 kilometres offshore from Lüderitz, Namibia.

These farms benefit from the nutrient-rich Benguela Current, which is twice as productive as the Chile Current and nine times more productive than the California Current.

This results in a 10 to 20 percent increase in regional fish stocks and biodiversity, creating over 400 local jobs and indirectly supporting 800-1,000 more.

You also cultivate giant kelp to create a range of high-performing biostimulants, such as StimBlue+. How do they give farmers better yields, encourage sustainable agricultural practices, and improve soil quality?

CS: StimBlue+ is rich in naturally occurring polysaccharides, including mannitol, fucoidan, and alginates, which act as a food source for beneficial soil microorganisms.

By nourishing these important microbial communities, StimBlue+ helps create a healthier and more active soil ecosystem, improving nutrient availability and uptake by the plant.

The result is stronger crop performance, higher yields, and improved crop quality. By working with natural biological processes rather than relying solely on synthetic inputs, StimBlue+ helps farmers build healthier soils and adopt more sustainable farming practices over the long-term.

Can you explain how Kelp Blue’s model can quickly grow across different markets, helping to change the environmental course of multiple industries?

CS: Kelp Blue’s cultivation model is designed to be scalable and replicable across geographies. We cultivate giant kelp in offshore environments using engineering methods that can be adapted to different suitable marine locations around the world.

This allows us to expand beyond Namibia, where we are currently operating, and replicate our cultivation approach in new regions.

We are actively working on deploying our cultivation methods in different parts of the world so we can have a bigger impact across the globe, both in terms of ecosystem restoration and the production of biostimulants for agriculture or other biomaterials.

This scalability is key to our ambition of transforming multiple industries through nature-based solutions.

How did winning the Climate Action category of the 2024 edition of the Zayed Sustainability Prize help Kelp Blue grow its projects, credibility, and network?

CS: Winning the Climate Action category of the 2024 Zayed Sustainability Prize has been a strong accelerator for Kelp Blue. It has directly supported our ability to scale, enabling us to expand our kelp forests in the ocean, which in turn increases biodiversity and enhances carbon sequestration.

Just as importantly, the award has strengthened our credibility. It provides independent recognition of our approach from a respected global platform, which reinforces confidence amongst both industry stakeholders and existing clients.

This combination of validation and visibility has helped us grow our network, open new conversations, and advance our mission to scale nature-based solutions globally.

Finally, what are Kelp Blue’s key priorities for the future in order to continue rewilding the oceans and transitioning agriculture to sustainable practices?

CS: Our key priorities are focused on scaling both impact and reach. Firstly, we want to plant more giant kelp forests to continue restoring ocean ecosystems and increasing biodiversity and carbon sequestration.

Secondly, we are focused on expanding and strengthening our new cultivation sites to ensure the model is truly globally scalable and can be replicated across different ocean environments.

Finally, we are committed to growing our commercial impact. We are already selling our seaweed biostimulants across six continents, and we want to deepen those partnerships, strengthen existing markets, and bring more seaweed-based products to market to further support the transition to more sustainable agricultural practices.

The post Kelp Blue : Powered by Kelp appeared first on Africa Outlook Magazine.

RESILIENT WOMEN, RESILIENT OCEAN

“There is a common myth that fisheries are only about men. They may go out into deep waters to fish, but when the fish return to shore, women play critical roles in cleaning, processing, marketing, and preparing them for sale. Women are central to the fishing economy.”

With 2026 declared the UN’s International Year of the Woman Farmer, more attention is being turned towards the women who play a crucial role in global food systems. As stated by Nelly Otieno, East Africa Director at Blue Ventures, women’s contributions across agriculture and fisheries are essential, yet often overlooked.

Specifically, in small-scale fisheries, women make up approximately 47 percent of the workforce supporting around 56 million jobs across the supply chain. Global marine conservation NGO Blue Ventures is working to change this through its photo-led storytelling project, Ocean Matriarchs, which documents women along the climate-vulnerable coastline of East Africa.

“Blue Ventures is a marine conservation organisation that puts communities first,” explains Otieno.

“We reach communities through local organisations and partnerships, working closely with local institutions and trainers who come directly from the communities themselves. This allows the work to be community-led and more responsive to local realities, challenges, and priorities.”

Having started in Madagascar, Blue Ventures now works in more than 12 countries with its headquarters based in the UK. Through various sub-grants and partnerships, the organisation is able to help strengthen community capacity across different thematic areas whilst working closely with government institutions.

Otieno’s journey into marine conservation was shaped by myriad experiences across financial inclusion.

Her career began in community-based microfinance work with a number of institutions in Kenya alongside the UN through the International Labour Organization (ILO). Later, after pioneering rural savings and credit societies in the country, Otieno worked on village savings and loan associations, which quickly found success.

From there, she partnered with the National Treasury, commercial banks, the Central Bank of Kenya, and other organisations to promote financial inclusion in the country, in addition to working with regional banks and mobile providers to develop products that could reach low-income entrepreneurs.

“I already had experience working on financial products for micro-entrepreneurs in agriculture, so when I saw an opportunity with an organisation looking to introduce financial services into the blue economy, I was very interested. I joined Blue Ventures as a result,” expands Otieno.

PUTTING COMMUNITIES FIRST

Blue Ventures is a community-led organisation, and when it discusses communities, it is referring to the women therein.

The NGO comprises women who are investing directly in fisheries, with some owning boats and fishing nets and employing men and youth to work for them, further showcasing how women are playing a critical role in the blue economy.

“Blue Ventures is working to better understand and recognise the role women play, not only in fisheries but also in environmental protection,” states Otieno.

“For example, many women are involved in mangrove restoration because this supports the long-term sustainability of fisheries. We are also ensuring that women are represented in Beach Management Units (BMUs) and leadership structures so they can participate in decision-making processes within fisheries management.”

Blue Ventures is further elevating women’s voices through Ocean Matriarchs, which uses visual storytelling to amplify the lived experiences of women in coastal fishing communities, especially those whose contributions to fisheries and climate resilience are often overlooked.

This programme relies on vivid photography, intimate cinematography, and oral narratives to bring audiences closer to the realities women face across the fisheries value chain. Through these visuals and personal testimonies, the stories highlight not only the daily challenges women experience but also the important role they play in food security, household livelihoods, and the sustainability of coastal ecosystems.

Through these stories, audiences are able to see how women navigate socioeconomic barriers whilst leading change within fisheries spaces.

“The storytelling also connects women’s experiences to broader conversations around climate resilience and inclusive fisheries management. By visually demonstrating women’s relationships with coastal ecosystems such as mangroves and fisheries, Ocean Matriarchs shows why their participation in leadership and decision-making is essential for thriving oceans and communities,” Otieno insights.

ELEVATING FISHERWOMEN’S VOICES

Ocean Matriarchs specifically features individuals whose lives and work reflect the undervalued role women play in fisheries, food security, and community resilience.

Amina Komora, one of the featured matriarchs, is from the Sanye community in Mkunumbi, Lamu – a marginalised community in a fisheries-rich region of northern Kenya, wherein Komora leads a group of 20 women fishers and advocates for rights, economic resilience, and sustainable marine resource management.

Her story reflects both the leadership role women play within coastal communities and the barriers many continue to face.

“We also feature Riziki Said from Matondoni in Lamu, who is a prawn processor and trader, alongside the breadwinner for her family. Through the Matondoni Prawn Processors group, women have built livelihoods around fisheries processing and trade, whilst creating employment opportunities for fishers. Her story highlights the critical role women play in supporting household incomes and local economies through fisheries value chains,” expands Otieno.

Another matriarch is Amina Musa, who has worked across different areas of fisheries leadership and community organisation in Lamu. She is the Treasurer of the Amu BMU, a fish trader, Chairlady of the Lamu Mama Karanga Self-Help Group, and Secretary of the Lamu Fish Processors Group.

Her experience exemplifies how women are contributing not only to fisheries trade and processing but also to governance, research, and decision-making within coastal fisheries management.

“Together, these stories help demonstrate that women are not just supporting fisheries from the sidelines. They are leaders, businesswomen, organisers, and environmental stewards who are helping shape more resilient coastal communities,” notes Otieno.

AFFORDABILITY AND ACCESSIBILITY

For Blue Ventures, food security boils down to affordability and accessibility. Coastal communities, and especially women, continue to face food insecurity despite their important role in fisheries. Many do not own land, limiting their ability to farm and access resources.

“Even where women are directly involved in fishing, they often receive lower prices for their catch because they lack bargaining power or access to markets. Infrastructure at landing sites also disadvantages women, as men frequently control access to the best fish. Climate change further worsens these challenges, and without proper support and protection, women may be forced into activities that deplete marine habitats,” Otieno explains.

Blue Ventures is addressing these issues through several programmes and pathways. Thanks to community-based fisheries management, the organisation ensures women are involved in BMUs and elected into leadership positions.

Under Blue Ventures’ secure rights projects, it also supports women in accessing identification cards by working closely with government registration offices, allowing them to access mobile technology and financial services.

Additionally, the organisation provides support through financial inclusion programmes that focus on savings mobilisation, access to credit, and financial literacy. These initiatives help women manage businesses, build purchasing power, and improve household food security.

“Our approach to nutrition is not only about encouraging fish consumption. It is also about ensuring that women have the economic means to afford balanced diets and put nutritious food on the table for their families,” Otieno states.

COLLECTIVE ACTION FOR MEANINGFUL CHANGE

As Blue Ventures continues to look ahead and work to extensively improve food security in coastal communities, the organisation has both a global and regional strategy aligned around a vision of thriving communities and thriving oceans.

“Our 2030 strategy places strong emphasis on impact and transformation at both household and community levels. We are asking whether fishing households are able to access food, education, healthcare, and better living conditions, and if communities can sustainably manage marine resources,” details Otieno.

Equally, Blue Ventures is focused on the sustainability of BMUs and ensuring that fisherfolk understand and can exercise their rights. Globally, the organisation aims to reach five million people and cover 200,000 square kilometres by 2030 through partnerships with local civil society organisations.

At the regional level in East Africa, Blue Ventures aims to reach 1.5 million people by 2030, working with approximately 1,500 partners. Ultimately, deepening outreach and strengthening impact remain central priorities.

“As we expand our outreach and work with coastal communities, what matters most is transformation at the household level, within communities, and within marine ecosystems,” concludes Otieno.

“We want to see thriving fisheries and oceans, but this cannot be achieved by one organisation alone. Governments, UN bodies, local institutions, internal organisations, and communities all need to work together. Marine conservation requires collaboration and collective action to achieve meaningful and lasting change.”

The post Blue Ventures : Resilient Women, Resilient Ocean appeared first on Africa Outlook Magazine.

Issue 120

Mining

Vulcan Mozambique : Building Southern Africa’s Mining Future

On a mission to be the world’s leading integrated green coal mining operation, Vulcan Mozambique continues to drive the country’s mining space. We catch up with Dr Mukesh Kumar, CEO, who reflects on the company’s ambition to provide efficient logistics solutions, strengthen regional energy security, and improve connectivity.

By

Josh Whiteside

Lily Sawyer

Jun 23, 2026

Read More

Mining

Compagnie des Bauxites de Guinée : Beyond Bauxite

More than a global leader in the bauxite industry, Compagnie des Bauxites de Guinée makes a significant contribution to socioeconomic development and is deeply committed to sustainability.

By

Josh Whiteside

Jack Salter

Jun 23, 2026

Read More

Mining

Bannerman Mining Resources Namibia : Unlocking a Uranium Upgrade

Bannerman Mining Resources Namibia is at the forefront of leveraging the nation’s rich resources to foster sustainable industrial growth and enhance energy security, positioning Namibia as a leader in the global nuclear fuel market. Interim-CEO, Danie van Aswegen, tells us more.

By

Josh Whiteside

Rachel Carr

Jun 23, 2026

Read More

Food & Beverage

Montego Pet Nutrition : Africa’s Pet Care Pioneers

Montego Pet Nutrition has placed its genuine love of pets at the heart of its business for 26 years. Johan van Jaarsveld, Managing Director, tells us about the family business and its promise of ‘Better Every Day’.

By

Harry Thurlow

Lauren Kania

Jun 23, 2026

Read More

Mining

Knight Piésold : Engineering Namibia’s Future

Knight Piésold is building Namibia’s future with engineering excellence across myriad disciplines. We hear about the company’s transformational work from Cilliers Mostert, Managing Director and Günter Liecher, Director.

By

Josh Whiteside

Ed Budds

Jun 23, 2026

Read More

Manufacturing

Pupkewitz Megabuild : Building on a Mega Legacy

Celebrating 80 years of excellence, Pupkewitz Megabuild continues to supply the products, expertise, and partnerships helping to drive Namibia’s construction and home improvement sectors. We speak with a senior member of the executive team who shares more.

By

Andrew Marjoram

Jack Salter

Jun 23, 2026

Read More

Mining

Ndalamo Resources : New Levels of Mining Transformation

Since 2023, Ndalamo Resources has strengthened its position as a diversified mining and energy group, evolving from a mid-tier mining company into a scaled, transformation-led organisation. Phinda Mamba, General Manager, tells us more.

By

Josh Whiteside

Lucy Pilgrim

Jun 23, 2026

Read More

Mining

CADERAC : A Leading Player in Ivorian Aggregates

As a leading local producer of aggregates in Côte d’Ivoire, with one of the biggest quarries in the country, CADERAC’s production capacity, unwavering quality, and strong geographical presence continue to cement its position. Richard Lorant, Managing Director, digs into the details.

By

Josh Whiteside

Lucy Pilgrim

Jun 23, 2026

Read More

Mining

QKR Namibia Navachab Gold Mine : Renewing a Gold Legacy

As the country’s oldest gold mine, QKR Namibia Navachab Gold Mine has a long reputation for mining success. We speak to George Botshiwe, Managing Director, to learn more about the company’s efforts to create a modern, sustainable, and long-life gold operation.

By

Josh Whiteside

Lauren Kania

Jun 23, 2026

Read More

Business Insights

Pad-Up Creations : Restoring Dignity with Sustainable Sanitary Solutions

As the world-leading producer of washable and reusable sanitary pads, Pad-Up Creations is determined to provide hygiene products with safety, comfort, and sustainability. Olivia Onyemaobi, Founder and CEO, tells us more about the award-winning initiative.

By

Lauren Kania

Jun 23, 2026

Read More

Healthcare

Transforming Public Health in Sub-Saharan Africa

Lisa Hawkes, Global Sustainability Senior Manager at Unilever, and Wanjiku Kiarie, Senior Associate at Busara, examine why dignity and recognition for sanitation workers are fundamental to public health in sub-Saharan Africa.

By

Lisa Hawkes

Wanjiku Kiarie

Jun 23, 2026

Read More

Sustainability

Kelp Blue : Powered by Kelp

Kelp Blue is scaling giant kelp cultivation to restore ocean ecosystems, capture carbon, and produce sustainable biostimulants. By linking commercial growth with environmental impact, the company aims to prove nature-based solutions can drive both profitability and climate action, explains Caroline Slootweg, co-Founder.

By

Lily Sawyer

Jun 23, 2026

Read More

Sustainability

Blue Ventures : Resilient Women, Resilient Ocean

Celebrating women fishers, traders, and processors advancing inclusive ocean protection and coastal livelihoods, Blue Ventures is proudly presenting the visual storytelling project Ocean Matriarchs. Nelly Otieno, East Africa Director, tells us more.

By

Lauren Kania

Jun 23, 2026

Read More

Magazine

Africa Outlook Magazine Issue 120

Issue 120 of Africa Outlook Magazine. The B2B digital publication for c-suite executives and hands-on decision-makers across Africa.

By

Fox Tucker

Oliver Shrouder

Jun 23, 2026

Read More

The post Africa Outlook Magazine Issue 120 appeared first on Africa Outlook Magazine.

STRONGER OUTCOMES FOR COCOA FARMERS 

An independent evaluation by the KIT Institute has found that Nestlé’s Income Accelerator programme continues to generate positive results for cocoa-farming households in Côte d’Ivoire, with improvements recorded across productivity, income, women’s empowerment, and household resilience. 

The assessment examined almost 2,000 households participating in the programme during its test-at-scale phase, which began in 2022. According to the findings, participating households achieved a four percent increase in cocoa yields measured in kilograms per hectare, whilst yields amongst comparable households declined by 16 percent over the same period. This equates to a 20-percentage point difference in performance. 

During the challenging 2024/2025 cocoa season, households enrolled in the programme produced an average of 2,116 kilogrammes of cocoa, approximately 500 kilogrammes more than similar households outside the initiative. The report suggests these results demonstrate greater resilience in the face of difficult weather conditions and fluctuating cocoa markets. 

The study also highlighted significant social impacts. The proportion of women considered empowered more than doubled compared to 2022, increasing by 114 percent and exceeding comparable communities by 66 percentage points. Participation in village savings and loans associations also rose by 23 percentage points amongst women involved in the programme. 

BUILDING HOUSEHOLD RESILIENCE  

The report attributes many of these gains to the programme’s integrated model, which combines farm support, household support, and conditional cash transfers. 

According to KIT Institute’s evaluation, increased adoption of good agricultural practices alongside greater involvement of women in household financial decision-making contributed to improvements in cocoa productivity, income, and overall household well-being. 

Additionally, food insecurity declined by eight percentage points amongst participating households, whilst dietary diversity and ownership of productive assets improved. Savings levels also increased substantially, with participating households recording gains that were 272 percentage points higher than those seen in the comparison group. 

The study also found cocoa income amongst participating households rose by 190 percent, driven by strong increases in cocoa revenues. In addition, the reliability of cash transfer payments improved during the evaluation period. 

Despite these advances, the report notes that income diversification has yet to increase significantly. However, it concludes that the programme is helping establish the foundations required for future diversification, which could provide farming families with greater protection from market volatility and other external shocks. 

Commenting on the findings, Stéphane Detaille, Head of ESG for Confectionery & Snacking Strategic Business Unit at Nestlé, said: “These findings validate our pioneering approach to helping cocoa-farming families in West Africa close the gap to a living income.  

“They show that rewarding effective farm practices, strengthening women’s empowerment, and building household resilience deliver encouraging results and must go hand-in-hand to deliver lasting impact. They also help us identify where to focus next – particularly on income diversification and protection against future shocks – as we further scale the programme to more cocoa-farming families.” 

LOOKING TO THE NEXT PHASE 

Over the coming 12 months, the KIT Institute plans to explore the factors behind yield improvements in greater depth, including the adoption of regenerative agriculture practices, income diversification, and school attendance. 

The evaluation draws on four rounds of household survey data collected between 2022 and 2025. Participating households were compared with similar households in cooperatives receiving alternative sustainability support. The analysis was conducted against a backdrop of climate volatility, disease pressure, rising production costs, and wider changes affecting the cocoa sector. 

As the programme develops, Nestlé is also expanding its collaborative efforts across the industry. This includes its role as a co-founder of the TogetherCocoa Foundation, which seeks to strengthen cooperation across the cocoa sector, help address the living income gap, and improve the long-term resilience of cocoa supply chains. 

The company is increasing its engagement with the foundation as it continues to expand the reach of the Income Accelerator programme. 

The post Nestlé Income Accelerator Programme Found to Boost Cocoa Income by 90 percent appeared first on Africa Outlook Magazine.