BRIDGING THE CONSTRUCTION DIVIDE

Construction remains a cornerstone of global economic growth, supporting infrastructure and urban development.

Increasingly, the sector is evolving through sustainability and technological innovation.

Across Africa, the construction industry continues to grow, driven by rapid urbanisation, population expansion, and demand for new infrastructure.

“In South Africa (SA), we have seen significant road and water infrastructure projects enter the market between 2023 and mid-2025, which are now being constructed,” notes Riaan de Necker, Group Managing Director of the Roads and Earthworks (R&E) division at WBHO Construction (WBHO).

“We have successfully secured a substantial share of these contracts, even though tender activity has slowed across the continent since mid-2025.

“As such, we continue to service our traditional mining clients across Africa, delivering world‑class infrastructure and tailings storage facilities,” he outlines.

WBHO’s footprint spans across Africa, with permanent offices in all major South African metros and extending to Botswana, Ghana, and Mozambique.

The R&E division supports a wide range of traditional and specialist engineering disciplines.

“Our agile teams understand the complexities of working across Africa and are supported by a modern plant fleet and experienced logistics teams, allowing us to deliver consistently high‑quality service,” says de Necker.

Founded in 1970, WBHO has become one of the continent’s leading construction companies, recognised for its scale, expertise, and long-standing industry reputation.

BUILDING THE PORTFOLIO

Since we last spoke to the company in 2024, WBHO’s R&E division has secured numerous large-scale and technically demanding projects.

“These projects have strengthened our order book and created valuable opportunities for our engineers and teams to engage with modern construction techniques and world-class equipment,” de Necker explains.

“Several previously reported projects have now been successfully completed, such as the automated coal handling and loading infrastructure at the Kusile Power Station.”

Recent contract completions also include windfarm construction in the Eastern Cape and the Beposo Tailings Storage Facility at AngloGold Ashanti’s Iduapriem Mine in Ghana.

Projects such as the N2 Wild Coast Highway (Section 20 between the Msikaba and Mtentu Bridges) are progressing well and further expand the company’s growing portfolio.

The shift from mining infrastructure to road and bridge works was a natural transition rather than a planned strategic pivot.

“As a client‑focused construction company, our agility enables us to adapt to changing market conditions and deliver work to our clients’ needs.

“Whilst activity in mining infrastructure declined, we were fortunate to secure significant road and bridge works, allowing us to shift our focus to new opportunities. Mining infrastructure investment and development are cyclical, and we are confident once this market turns it will again be a significant contributor to our order book,” de Necker sets out.

ROAD REHABILITATION

A flagship project for WBHO R&E is the National Route 3 (N3) road upgrade project between Key Ridge and Hammarsdale, a critical economic corridor connecting Durban to Gauteng.

This project is one of 18 of the country’s Strategic Integrated Projects (SIPs) – a coordinated national infrastructure programme aimed at boosting economic growth and improving public services.

The upgrade introduces four new major bridges to accommodate a five-lane divided dual carriageway, designed to improve mobility whilst preserving the surrounding environment.

This groundbreaking project features two incrementally launched method (ILM) bridges, each with a deck width of 23 metres (m) and length of 365 m, to accommodate five traffic lanes in both directions.

The project also features two spine-beam bridges, which use a central, robust longitudinal beam to support the decks, with cantilevered side wings to extend the width.

This impressive design facilitates rapid construction and uninterrupted traffic flow during construction.

Other works include pre-cast traffic barrier installations, gabion protection, and high-quality street lighting.

“The roadway will ultimately be upgraded to a transformative five-lane divided dual carriageway,” de Necker informs.

Historically, this stretch of road has been prone to major accidents, and the upgrade aims to significantly improve safety issues.

“Another one of our projects on the same stretch of highway involves the rehabilitation of the N3 highway between the Vaaldraai Interchange and Malanskraal, one of the busiest roads in SA,” he explains.

Elsewhere, WBHO is also involved in the significant upgrade of National Route 2 (N2) on three road contracts, between Ermelo and eMkhondo, totalling nearly 100 kilometres (km) of highway.

This section forms part of the main route between Richards Bay harbour and Mpumalanga. The current single carriageway is being upgraded to a dual carriageway with two lanes in each direction and is receiving a Continuously Reinforced Concrete Pavement (CRCP) to accommodate the high volume of heavy-axle loads encountered.

Notably, it will be the first significant stretch of CRCP to be constructed in SA since the turn of the century.

WBHO has therefore acquired two complete Wirtgen concrete paving trains, comprising the WPS 62i concrete placer, a SP 94i concrete paver, and the TCM 180i texture and curing machine.

“Our teams are excited to be involved with this technology delivering world-class infrastructure,” de Necker enthuses.

THE WAY OF WATER

In 2024, WBHO was successful in its bid submission for the design and construction of a 100 km water pipeline with associated pump stations and water storage facilities – the Lebalelo Regional Water Project in Limpopo.

“Since being named as the preferred bidder, we have worked closely with the project sponsor and implementor to get the contract to financial close,” de Necker recalls.

In December last year, the sponsor and implementor – together with the institutional and commercial sector financing partners – signed a pledge to commemorate commercial close for Stage 1 of the Olifants Management Model Programme, which aims to cost-effectively deliver raw and potable water to various communities and mining houses in the delivery area.

This triggered the commencement of the first phase of the project last month, with the balance of the work likely to commence in April 2026.

“As such, in order to achieve the tight programme requirements for such a large diameter pipe project, we procured a Tesmec 1875XL EVO – the largest and most powerful chainsaw trencher produced by Tesmec, which has been specifically engineered for large-diameter pipeline projects in the most demanding conditions,” explains de Necker.

This impressive machine is primarily used for excavating hard and abrasive rock where traditional methods often fail.

At present, there are only two other machines of this size and capability in the world, both of which are operating in Saudi Arabia.

LED BY PASSION

Following three consecutive years of growth, de Necker credits WBHO’s ongoing success to its dedicated team of people, who operate in various geographical areas wherever construction opportunities present themselves.

“We operate across multiple disciplines, with each of our divisions being led by management staff that possess detailed market knowledge of the region they are responsible for,” he remarks.

“It’s the quality of our people and the passion they have for what they do that has truly inspired our success to date.”

He emphasises WBHO’s commitment to ongoing training and staff development, allowing WBHO to securely and sustainably deliver the standards of quality, safety, and reliability that its name is now synonymous with.

“We operate a modern fleet of plant and equipment, which further supports our operational excellence,” de Necker states.

WBHO’s leadership in the sector is rooted in the diversity of services offered, quality, sustainability, and strong partnerships. An experienced and loyal management team sets the company apart from its competitors.

SAFETY AS A PRIORITY

As a contractor with an ever-expanding international footprint operating across Africa, WBHO must maintain the very highest health and safety standards.

Safeguarding of its employees and subcontractors is essential for high morale and productivity.

Additionally, a proven safety record is imperative for securing contracts in key markets, particularly in mining and public sector projects.

The company endeavours to maintain its sound reputation for delivering high-quality projects with superior levels of safety management.

Poor safety records can negatively affect reputation, client relationships, and most importantly, the well-being of its employees.

“Safety is always our priority – we strive to ensure all our employees return home safely to their families after each workday and are obligated to meet specific safety targets every year,” says de Necker.

“Across every facet of our business, safety is a daily conversation. It is intertwined into every element of the ‘WBHO Way’ and a safe site is a productive site, with safety forming an integral part of our method of doing business.”

THE NEXT CHAPTER

WBHO remains focused on delivering its current project portfolio whilst staying aligned with its mission to provide clients with long‑lasting, high‑quality projects.

“We do not chase revenue growth – we choose to focus on ensuring we achieve the profitability targets we set ourselves,” says de Necker.

Furthermore, WBHO’s long-term vision is to leave a lasting legacy through the infrastructure it delivers.

“We aim to establish ourselves as the leading construction company wherever we operate, always striving to be a pleasure to do business with, delivering quality solutions in a professional and collaborative manner,” he adds.

Adaptability, strong client relationships, and operational excellence will continue to guide WBHO’s future.

“We stand firmly behind our motto of ‘rely on our ability’, and we trust that mantra to drive us forwards,” de Necker finishes with pride.

WBHO CONSTRUCTION PARTNER

The post WBHO Construction : Bridging the Construction Divide appeared first on Africa Outlook Magazine.

A STORY OF AFRICAN MANUFACTURING

Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.

As it evolves, the nation’s FMCG space is experiencing strong demand, granting burgeoning local brands room to gain ground.

“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the largest FMCG manufacturer in the country.

It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.

“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.

A ZAMBIAN SUCCESS STORY

Built from the ground up, Trade Kings began in 1995 from very humble beginnings.

The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision.

In the last three decades, the company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.

“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.

“That is what Trade Kings has been working to do for 30 years.

“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” Patel divulges.

A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.

This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.

Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.

A UNITING, CENTRAL STRENGTH

Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.

“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.

Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline, and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.

Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.

For instance, BigTree Beverages has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.

Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.

“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.

Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.

“We are building an African manufacturing model designed around African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”

BIGTREE BEVERAGES

BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.

“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.

“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.

“This is where BigTree Beverages has become strong.”

The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.

To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.

The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.

This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.

For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a strong marker of the brand’s product competitiveness and regional relevance.

LOCALLY DRIVEN INDUSTRIALISATION

Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.

“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.

Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.

The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery, beverages, dairy, processed foods, pharmaceuticals, paper, adhesives, textiles, and animal nutrition.

As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.

At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually, substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.

“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”

BUILT ON TRUST

A robust and purpose-built supply chain is fundamental to the success of Trade Kings.

“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.

The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.

For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.

“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale increasingly depends on trade, not isolation,” he informs.

This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.

“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.

Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.

“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”

STRENGTHENED BRANDS

Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.

This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.

It also means ensuring Kingsworth delivers for the group, namely stronger input security, more competitive downstream manufacturing, and a more stable industrial base.

Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.

“We believe Africa cannot continue to only be a consumption market – it must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.

TRADE KINGS GROUP PARTNER

The post Trade Kings Group : A Story of African Manufacturing appeared first on Africa Outlook Magazine.

INTEGRAL TO THE INDUSTRIAL LANDSCAPE

The Namibian mining market is rumbling with excitement as it sits at the intersection of established production – populated by uranium, base metals, diamonds, and gold – and new growth driven by the demands of the energy transition and renewed exploration.

Uranium production in particular remains strong going into 2026 as it lifts activity across the supply chain, especially in areas such as construction, maintenance, logistics, and specialist services.

For industry players such as K Neumayer Civil Contractors (K Neumayer) – a proudly Namibian multidisciplinary contractor – the landscape is particularly fruitful due to the sheer variety on offer, including greenfield builds, brownfield upgrades, expansions, shutdowns, and infrastructure that must be delivered safely and reliably in very demanding operating environments.

“In my view, Namibia remains one of the best places in Southern Africa to be right now. It is stable, investor-friendly, and has excellent infrastructure; as a country, we have the skills to build demanding projects,” begins John Mitchell, Managing Director.

Operating across Namibia, K Neumayer delivers a vast range of earthworks, civil construction, and full structural, mechanical, piping, and platework (SMPP) services for mining and industrial clients.

It additionally offers land surveying, custom fabrication, and plant maintenance, allowing customers to reduce interfaces and simplify project execution.

Furthermore, the company’s presence spans its offices in Rosh Pinah, Swakopmund, and Karibib – all purposefully located in proximity to mining clients.

“We have a fully self-sustaining fabrication and service facility in Rosh Pinah and have just finished a new fabrication facility in Swakopmund. This will enable us to better manage plant fabrication in-house and strengthen our control of the supply chain for mining projects,” Mitchell outlines.

DEEPENING END-TO-END VALUE

With almost three decades of experience, K Neumayer has grown into one of Namibia’s most trusted multidisciplinary contractors, with a proven track record in brownfield and greenfield projects.

The company’s growth is testament to its capabilities and commitment to excellence, with a burgeoning influence that spans the country and beyond.

Indeed, the business has cemented itself as an expert in mine infrastructure, civil and structural steelwork, custom fabrication, land surveying, and plant maintenance.

“One of our differentiators is our ability to self-perform across civil, SMPP, surveying, and related services. This reduces fragmented contractor interfaces and places accountability within a single, controlled delivery structure,” Mitchell attests.

As a result, K Neumayer is afforded greater programme control, reduced coordination risk, improved quality continuity, and clear responsibility from start to completion.

The company is also deeply committed to safety, precision, production, and quality, as it doesn’t just complete projects – it builds enduring partnerships and creates lasting impact.

This is emphasised by the fact most of K Neumayer’s projects are with repeat clients and engineering, procurement, and construction management (EPCM) businesses.

Equally, the company prioritises end-to-end delivery facilitated by its Namibian-based teams, which are equipped with local knowledge of operating conditions, and cutting-edge infrastructure and equipment that complies with regional rules and regulations.

PROUDLY NAMIBIAN

K Neumayer has been delivering excellence in the construction and mining industries since 1998 and is proudly Namibian in terms of ownership, leadership, and workforce composition.

“Our roots are not external or temporary – they are embedded in the towns and regions where we operate. That local grounding gives us an operational advantage that cannot be replicated by short-term or externally driven contractors,” Mitchell prides.

However, for K Neumayer, being local does not mean thinking small, but rather nurturing a deep understanding of the surrounding environment.

Indeed, operating successfully across Namibia requires knowledge of regional logistics and supply chain realities, such as navigating local regulatory and compliance frameworks, managing projects in remote environments with limited redundancy, and building long-term relationships with communities and stakeholders.

“Because we are established in regions across Namibia, we operate with contextual awareness – not assumptions. This reduces risk, improves response times, and strengthens execution certainty,” he insights.

Whilst the company possesses a national footprint, its performance standards are benchmarked against leading international mining and industrial practices.

These include structured project controls and reporting systems, strong commercial governance and cost discipline, safety systems aligned with mining best practices, quality assurance and documentation standards suitable for major project environments, and skilled supervision and technical oversight.

“We deliberately measure ourselves against what the industry requires at a global level – not merely what is typically local,” Mitchell states.

Within this context, a long-term commitment to Namibia is central to K Neumayer’s mission.

Anything but transient, the company also places deep investment into skills development and artisan growth, witnessed in its local supplier networks, nationwide equipment and infrastructure, and local community upliftment initiatives.

“Our strategy is not to extract short-term value from projects – it’s to build sustained capability within Namibia’s construction and mining sectors.

“We combine local depth, regional experience, and disciplined execution systems to deliver projects at the standard expected of leading international contractors, whilst remaining deeply rooted in Namibia,” he smiles.

INTEGRATED DELIVERY AT SCALE

Underpinning the company’s enviable capabilities, the Rosh Pinah Paste Plant is a key example of integrated delivery at scale.

Executed in partnership with Viva Engineering, the facility is a major turnkey solution in SMPP scope, achieving a total output of 2,000 tonnes (t) of steelwork and platework, 1,200 t in mechanicals, and 16 kilometres (km) of piping.

As such, the plant expands K Neumayer’s proficiency in detailing, fabrication, corrosion protection, logistics, and site installation.

Elsewhere, the AFS plant in partnership with NAMDEB offers a truly one-stop solution for clients.

The facility’s SMPP scope includes items like bins, chutes, conveyers, and transfer buildings, with K Neumayer covering site installation and commissioning as well as bulk earthworks and civil operations.

“This is a good example of multidisciplinary execution under one contractor structure,” Mitchell acclaims.

Meanwhile, the Twin Hills Gold Project (Twin Hills) – led by Osino Resources – is significant for Namibian contractors because it represents a major development in investor interest.

From K Neumayer’s perspective, Twin Hills expands its capabilities in three ways.

Firstly, the execution of this large-scale project pushes programme discipline, construction methodology, and coordination across multiple adjacent workforces.

Projects such as Twin Hills also call for higher project-control maturity, encouraging stronger reporting cadence, commercial discipline, and integrated planning.

Thirdly, it encourages transferable systems, whereby the learnings developed during the construction phase translate directly into other projects and the broader industrial network.

The key to success in all these projects lies in a strong supplier network – something K Neumayer deeply values.

“The supply chain is not a back-office function in our world – it’s a primary driver of project certainty,” Mitchell affirms.

Indeed, in the mining and industrial space, project programmes often live or die on lead times, availability of spares and consumables, fabrication throughput, transport and delivery, and capability and safety compliance – components that are dependent on strong supplier partnerships.

“That’s why we treat key suppliers and partners as an extension of our delivery capability – aligned on safety, quality, and response time,” he tells us.

LONG-TERM INDUSTRY STRENGTH

Alongside a robust supplier network, K Neumayer firmly believes sustainable growth is built on the strength, capability, and character of its employees.

“Equipment and systems are important, but it’s ultimately our teams on the ground that deliver quality, safety, and performance. For this reason, people development is not incidental to our strategy – it’s central to it,” Mitchell reflects.

Comprising just over 1,000 team members, K Neumayer’s workforce spans artisans, engineers, project and construction managers, quantity surveyors, and associated support staff.

The company prioritises practical and site-based learning, which is integral given mining and civil environments are technically demanding.

Therefore, extensive competence is developed from exposure to these real-world conditions, with K Neumayer’s approach encouraging progressive responsibility and cross-functional exposure to civil, SMPP, surveying, and plant operations.

The company also offers direct mentorship from experienced supervisors and project leaders, who set clear performance benchmarks linked to project outcomes.

“This ensures learning is measurable and aligned with operational excellence,” Mitchell tells us.

K Neumayer also strives to develop technical and leadership capabilities across its staff base, prioritising supervisory and frontline leadership growth, accountability in programme and cost management, and exposure to planning, reporting, and commercial disciplines.

“We aim to create technically strong professionals who understand both execution and responsibility,” he sets out.

All these employee training elements tie into the company’s overarching goal of long-term capability building in Namibia, as it actively supports practical training pathways and collaborates with institutions such as the Namibia Institute of Mining and Technology (NIMT) to strengthen technical skills within the industry.

LEAVING A POSITIVE FOOTPRINT

Corporate social responsibility (CSR) equally stands as a cornerstone of K Neumayer’s success, as it isn’t treated as a marketing exercise but a practical commitment to improving the communities in which it operates.

“As a Namibian company with deep roots in towns such as Rosh Pinah, Swakopmund, and the surrounding regions, we recognise our long-term success is directly linked to the well-being and development of these communities,” Mitchell acknowledges.

As such, K Neumayer has a steadfast approach to CSR, with the strong belief that education is the foundation of sustainable development.

The company actively supports schools in operational areas, provides infrastructure improvements and maintenance support, donates essential materials and equipment, participates in school development initiatives, and encourages learners to pursue technical and vocational careers.

“By contributing to a better learning environment, we aim to create opportunity and aspiration for the next generation,” he emphasises.

K Neumayer equally stands by the fact that healthy communities are productive communities and therefore supports various health-focused initiatives in the region.

This includes assisting local health campaigns and awareness programmes, making contributions to community health-related initiatives where needed, and promoting safety, wellness, and preventative awareness amongst its workforce.

“For us, CSR is about responsible participation in the communities that host our projects. We operate with the understanding that our presence must leave a positive footprint – through education support, skills development, and improved community well-being.

“This is part of our identity as a proudly Namibian company committed to building not only infrastructure, but also stronger communities,” Mitchell highlights.

As K Neumayer continues its work into 2026, the company maintains a strong focus on the future.

Indeed, it is prioritising securing and executing strategically aligned, profitable projects, as well as strengthening project controls and delivery governance to improve upon its ISO 9000 and 45000 standards.

Elsewhere, K Neumayer aims to build upon its in-house training applications that will enable semi-skilled workers to reach the next level of understanding and qualify as artisans.

“Our goal is to not only deliver projects today, but also contribute to building the next generation of Namibian construction and mining professionals,” Mitchell optimistically concludes.

The post K Neumayer Civil Contractors : Integral to the Industrial Landscape appeared first on Africa Outlook Magazine.

CARGO AT THE CORE

Having transformed dramatically in recent years, Southern Africa’s logistics environment has shifted from a state of critical, fragmented infrastructure towards a more integrated, digitalised ecosystem designed to boost regional trade. 

“When I first entered the industry, logistics was largely transactional – moving cargo from A to B – whereas today it is strategic and integrated,” introduces Claire Clark, CCO of Nucleus Mining Logistics (NML). 

A mine is often seen as a single operation, but in reality, it functions like a complex machine made up of many interconnected parts.  

“If one component stops, everything stops – and the supply chain is one of the most critical components,” Clark adds.  

Today, mining companies require partners who understand regulatory frameworks, border dynamics, infrastructure constraints, and risk management across multiple countries.  

“The supply chain has become just as critical as the mine itself; if you cannot move equipment, reagents, or products reliably, production stops,” she outlines.  

The industry has also seen a shift from siloed service providers to full-solution logistics partners, with clients placing greater emphasis on visibility, accountability, and predictably.  

As such, logistics is no longer just support function – it’s a production enabler.  

LOGISTICS LIFECYCLE 

As a specialised mining supply chain group, NML supports complex African trade corridors, linking international suppliers to inland mining operations and onward to global markets.  

NML’s involvement in the supply chain begins at the order placement stage, assisting with supplier expedition, consolidation, and coordination of project cargo and mining reagents across sea, road, air, and multimodal transport.  

Cargo moves through NML’s regional network into the mine’s central warehouse for distribution across site operations, and the cycle continues outbound, turning trucks around with exportable metals such as copper, zinc, cobalt, and tin, to name just a few.  

The group also manages escorts where required, coordinating port offloading and distributing products internationally.  

“In simple terms, we support the entire logistics lifecycle from supplier to mine to the world,” Clark surmises.  

NML employs over 100 people, with teams positioned strategically along the corridors it serves.  

“Our client base includes mining houses, construction and engineering contractors, engineering, procurement, and construction management (EPCM) firms, equipment manufacturers, project developers, industrial suppliers, and international trading companies operating within the resources sector,” she outlines. 

To achieve this, the group operates through a structured regional network comprising several resources which, together, create an integrated corridor solution.  

“We’re not simply moving cargo across borders – we’re building stable supply chains across the region,” Clark prides.  

In addition, NML is a member of the CrossTrades Network, enabling global access to trusted logistics partners in key origin countries and seamless coordination of international supplier movements into African corridors.  

“Our business supports both long-term operational mine supply chains and large-scale project cargo movements, with structured teams across commercial, operational, compliance, and border management functions,” she details. 

TRUSTED ECOSYSTEMS 

With a strong customer-focused model, collaborative and strategic partnerships enable NML to solve the challenges facing today’s supply chain.  

“Africa cannot be serviced through a single company alone – success here is built on trusted ecosystems,” Clark emphasises.  

As such, the group partners with transporters, clearing agents, regulators, local operators, and clients themselves.  

“By integrating these relationships rather than competing against them, we remove friction points in the supply chain,” she insights. 

According to Clark, mining operations are like large machines – highly sophisticated, but dependent on many smaller moving parts working together.  

“Logistics is one of those essential cogs. When it functions correctly, production flows; when it doesn’t, the entire operation feels it. Our role is to ensure this critical hub keeps on turning. 

“Our philosophy is simple: we don’t just manage cargo – we manage it responsibly,” Clark asserts. 

As such, partnerships allow NML to proactively solve problems such as border congestion, permit delays, and infrastructure constraints before they become operational disruptions.  

With a proven track record, quality resources, strategic planning abilities, and 25+ years of experience, the group is able to deliver best-in-class logistics solutions. 

“Our experience allows us to anticipate problems rather than react to them,” Clark says. 

NML builds supply chain strategies around border realities, regulatory compliance, infrastructure limitations, risk exposure, and contingency planning.  

“Instead of promising speed, we promise reliability – which ultimately delivers speed,” she adds. 

In this way, the group has supported large mine construction projects as well as long-term operational supply chains.  

This combination grants NML the ability to design logistics that work both during ramp-up and steady-state production. 

OWNERSHIP MENTALITY 

Standing out from the competition, NML operates with an ownership mentality.  

“Whereas many logistics companies simply execute instructions, we challenge them if they introduce risk,” Clark points out.  

The group also maintains an operational presence in the regions it services, with Africa unable to be manged entirely remotely.  

Thus, its teams are strategically positioned along trade corridors, enabling real-time intervention where required.  

“Clients trust us because we communicate honestly – even when the answer is not convenient,” she reveals. 

As it continues to support supply chains into the Central African Copperbelt – one of the world’s most important critical mineral regions – NML is keen to showcase its work in the area.  

These projects are significant because they directly contribute to the global energy transition; copper and cobalt supply chains must be suitable for electrification and renewable energy development worldwide.  

“Our role is to make these operations predictable in environments that are inherently unpredictable,” Clark outlines.  

PEOPLE BUSINESS 

As it seeks to empower staff and recognise their important contributions, NML understands that logistics is a ‘people business’.  

“We invest strongly in training and upskilling because our industry evolves constantly,” Clark informs. 

As such, NML’s team is encouraged to understand the full supply chain – not just their individual role – when it comes to growing within the business.  

Indeed, many staff have been with the group since its earliest days and grown alongside it.  

A focus on teamwork and a positive working environment means individuals feel trusted to take ownership and make important decisions.  

“At NML, recognition is not only formal; it comes through responsibility, inclusion, and knowing your contribution keeps a mine running, 

“If our people grow, our group grows – simple as that,” Clark asserts. 

Elsewhere, NML participates in corporate social responsibility (CSR) practices, particularly around education, as it recognises long-term economic participation is fundamentally linked to access by quality learning.  

For this reason, its corporate social investment (CSI) initiatives are coordinated at group level, which has seen NML partner with Masibambane College and Community Centre in Johannesburg and Education Africa – an organisation specialising in early childhood development and marimba music programmes. 

“Research consistently demonstrates that early cognitive stimulation is one of the most effective interventions for improving lifelong learning ability, curiosity, and ultimately employability and entrepreneurship,” she observes.  

“Our approach is therefore not charity-driven, but capability-driven.”  

FUTURE FOCUS 

As it looks to the future, NML’s focus is on controlled growth.  

Over the past three years, the group has experienced significant expansion across its corridors and service offerings, and its objective now is to continue this trajectory in a structured and sustainable way.  

“We aim to strengthen our African corridor presence, expand our infrastructure support capabilities, deepen strategic partnerships with mines and original equipment manufacturers (OEMs), and continue building predictable supply chains in complex jurisdictions,” Clark details.  

The group has also recently undergone a rebranding process, which reflects the maturity of the business and the integrated structure it has built. 

“Our rebrand is not simply visual – it represents clarity of identity, alignment across our regional entities, and our commitment to operating as a unified supply chain partner across Africa,” she excites. 

“Growth for us is measured in reliability, not just volume.”  

One of the most humbling parts of NML’s journey so far is that its growth has been driven by people. 

“Our clients have trusted us, our service providers have supported us, our employees have carried the business forwards, and the countries we operate in have welcomed us. Relationships, partnerships, and service have been fundamental to our success,” Clark acknowledges. 

With Africa increasingly at the centre of global supply chains, particularly with a growing international focus on critical minerals from both Eastern and Western markets, its mining sector is booming. 

“Regardless of where investment originates, these mines need stable supply chains – and that is where experienced regional partners are essential. 

“We don’t believe we operate in Africa – we operate Africa,” Clark confidently concludes.

The post Nucleus Mining Logistics : Cargo at the Core appeared first on Africa Outlook Magazine.

POWDER TO THE PEOPLE

Having undergone rapid evolution in recent years, Angola’s food and beverage industry is shifting towards domestic production and modernisation.

Though still somewhat dependent on imports – especially when it comes to raw materials – the industry has been transformed in many ways, with more players now choosing to produce locally.

There has also been a marked increase in agricultural production, with various new projects and developments underway across the nation.

“The future looks bright for Angola,” opens Vitor Santos, CEO of Promisador Angola, part of the Promasidor Group.

Operating in more than 40 countries in Africa, the Promasidor Group’s products are consumed daily by millions of families.

Angola is proudly amongst the top five geographies the group operates in, one where continued investment into new machinery, products, and processes has become crucial to its development.

Currently, Angola is also the only geography that speaks Portuguese, which differentiates it from other French and English-speaking countries.

GROWING PRODUCT PORTFOLIO

Promasidor Angola’s biggest business is powdered milk, where it has three brands – Loya, Cowbell, and Mixwell.

The company’s goal is to diversify its portfolio and, for several years, new categories have been launched not only in Angola, but across the group.

This includes brands such as Proma Café (instant coffee), Top Tea (tea), Yumvita (cereal), Twisco (powdered chocolate drink), and Amila (powdered juice).

“We’re also present in the home seasoning segment, with our Onga brand offering five flavours of seasoning in powder and solid form,” Santos informs.

Finally, as an alternative to regular milk, the company has now introduced Cowbell Choco (chocolate-flavoured milk) and Loya Café (coffee-flavoured milk).

“Our products can be purchased in all provinces of Angola, which is made possible due to our route-to-market systems, which include several distributors, or direct sales to modern trade stores,” he adds.

In terms of recent developments, Promasidor Angola launched its new dairy creamer brand, Kremela, at the end of January.

“Kremela has been specifically developed to be put in coffee or tea, but can also be used on its own,” Santos insights.

In response to market research prior to the product’s launch, the company came to understand that its clients desired something more than just a creamer.

As such, this new formulation also includes milk and sugar, which has been received positively across the market.

Deeply committed to developing high-quality products, Promasidor Angola’s mission and vision is to manufacture, market, and sell food and beverage products that offer nutrition, convenience, and value to its customers.

“We are very aware that consumer perception and experience are crucial to product development,” Santos adds.

As such, prior to each new product launch, the company conducts extensive market research.

“From experience, something that works well in one country may not work the same way in another,” he points out.

In this way, across the Promasidor Group, market research in each region is responsible for launching products or adopting formulations from other countries to best suit consumer preferences.

Even after a product is launched, the company continues its market research to receive constructive feedback from customers.

SUPPORTING COMMUNITIES, BUILDING FUTURES

Committed to exploring meaningful ways to contribute and collaborate with communities, Promasidor Angola’s primary objective is to foster sustainable development by aligning its corporate social responsibility (CSR) initiatives with the real needs of the local population.

“As a company, we believe we should have a direct role in the way we interact with and embrace society,” Santos reflects.

Based in a province close to the capital, Luanda, Promasidor Angola’s local neighbourhood is made up of honest and hardworking people – many of whom struggle to find employment that can comfortably sustain them.

“We are deeply aware of the socioeconomic climate of our local community, and this is why we interact with local authorities to establish meaningful ways in which we can help,” he assures.

As a result, the company has been able to recruit many of its staff locally, which has both fostered community goodwill and ensured valuable local knowledge.

“Our Twisco brand, for example, is often called upon to sponsor local youth activities. As always, we try to find the best ways of contributing beyond our products,” Santos tells us.

In this way, Promasidor Angola has dedicated teams that visit its stores to make them more appealing.

“These are just some instances which demonstrate how we’ve been contributing to a better society and happier communities,” he adds.

As it anticipates expanding its involvement in the local community, Promasidor Angola continues to collaborate with local authorities to understand how it can provide even more support.

SUPPLY CHAIN LOCALISATION

With 100 percent of its boxes, cartons, and outer packaging now produced locally, Promasidor Angola has been able to reduce its overall reliance on imports by prioritising local procurement.

“Currently, all our laminates, boxes, plastics, metallised or paper packaging, and materials are acquired locally,” Santos confirms.

This has been an area of great focus for the company, which has involved collaboration with several key players.

So far, this has afforded countless benefits, such as lowering storage costs and streamlining stock management.

It has also decreased the company’s overall dependence on imports, which has proven particularly beneficial when it comes to navigating foreign exchange limitations.

The move has also decreased Promasidor Angola’s need for additional personnel in the imports department.

“Local procurement has also benefitted the country massively as it has led to increased job opportunities and GDP,” he insights.

It has also contributed to the establishment of a circular economy by encouraging companies to begin recycling and reducing waste.

VISION FOR SUSTAINABLE GROWTH

As it anticipates the future, Promasidor Angola is aiming to increase its activity in the country, solidifying Angola’s status as a key geography for the group.

To achieve this, the company will continue to diversify its portfolio through ongoing projects that allow it to grow and deliver increasingly high-quality products.

“Our goals are set, and I’m sure we’ll achieve them in partnership with our team and with the efforts of everyone involved,” Santos smiles.

Going forward, Santos is equally keen to emphasise the importance of the people who make Promasidor Angola tick.

“Everything we’ve achieved has been the result of teamwork, and we’ve been betting on our people for a while.

“Our goal is to ascertain the best staff in the market and make them excellent workers – focused, committed, and proud to work for this company,” he passionately concludes.

The post Promasidor Angola : Powder to the People appeared first on Africa Outlook Magazine.

GOLDEN PROGRESS

“We continue to invest heavily in exploration and are positioning ourselves to build our second mine.”

Segun Lawson, CEO of Thor Explorations (Thor) – whom we previously interviewed in April 2025 – is bullish about the West African mining industry.

Indeed, there continues to be strong global demand for critical metals, whilst high gold prices will ensure there is continued interest and investment in the sector, ultimately leading to more exploration.

“We are seeing new large-scale projects being approved and financed, despite geopolitical uncertainty in some of the Sahel and West African countries, where we have witnessed regulatory uncertainty,” Lawson insights.

“Overall, I believe West Africa – which is still relatively underexplored – remains one of the most attractive frontier mining regions globally.”

A West Africa-focused gold producer and exploration company, Thor’s current principal asset is the Segilola Gold Project (Segilola) in Nigeria – the country’s first large-scale gold mine – which is now in its sixth calendar year of production.

Having produced 92,000 ounces (oz) of gold in 2025, the company expects Segilola to produce between 75,000 and 85,000 oz this year and is carrying out exploration programmes to extend the mine life.

Given Thor’s capital expenditure (CapEx) at Segilola has already been completely repaid, any further oz discovery or mine life extension would be extremely value-accretive for the company.

“We’re aiming to delineate sufficient resources to transition to an underground mine. We’ve had some success in drilling mineralisation underneath the pit and are now aiming to drill sufficient tonnage to justify an underground mine investment decision – we hope to achieve this by the end of the year,” Lawson sets out.

“Additionally, we’re exploring regionally within a 50-kilometre radius for potential satellite deposits that can be trucked to the Segilola processing plant.”

At the moment, Thor’s priority is the utilisation of its Segilola cash flow to fund exploration activities across the company’s entire portfolio.

MULTI-ASSET PRODUCER

Always open to exploring new opportunities, provided they fall within its desired remit, Thor’s projects are diversified by jurisdiction and development stage.

In addition to Segilola, the second mine Lawson refers to in his opening statement is the advanced-stage Douta Gold Project (Douta) in Senegal.

The company recently completed the Douta preliminary feasibility study (PFS) in January 2026, which has shown robust project economics, include a 12.6-year mine life with significant potential to grow.

“Since we last spoke, we announced the results of the Douta PFS, as well as an updated mineral resource estimate and a maiden mineral reserve. We also increased our economic interest in the Douta licences from 70 percent to 100 percent,” shares Lawson.

“The PFS confirms a robust, long-life gold project with strong economics, a substantial mineral reserve base, and a clear, accelerated pathway to development – underpinned by significant potential for further resource expansion.”

This positions Thor to advance its next development project, paving the way to become a multi-asset producer operating across two countries, with first production from Douta targeted for early 2028.

Elsewhere, the company is carrying out significant exploration activities in Côte d’Ivoire, where it has assembled a portfolio of early-stage gold exploration licences.

In late 2025, Thor added another prospective early-stage exploration licence, taking its portfolio in the country to four.

Exploration work has continued on the Guitry Gold Project, where the company completed a comprehensive drilling programme.

At the Marahui Gold Project, meanwhile, further geological mapping and geochemical sampling generated a number of prospective drill targets, which commenced late in the year.

“We are now looking to achieve maiden resource levels at both of these properties by the end of FY26,” Lawson confirms.

Whilst gold remains Thor’s priority, the company still believes its lithium portfolio is prospective and can deliver significant value, particularly given the recent lithium price recovery.

“We’re continuing lithium exploration and looking to advance drilling programmes across our 600 square kilometres of prospective tenures in Nigeria this year,” Lawson informs.

COMMUNITY ENGAGEMENT

Thor’s strategy is to operate, develop, and explore mineral properties in accordance with international best practices, with a strong emphasis on health and safety, environmental stewardship, regulatory compliance, and responsible community engagement.

Over the last 12 months, Thor’s community engagement and social investment have remained focused on delivering commitments under community development agreements (CDAs), alongside broader corporate social responsibility (CSR) and livelihood restoration programmes.

In total, 30 community projects and programmes were delivered or initiated during 2025. Key initiatives completed during Q4 included:

• Distribution of food palliatives (oil and rice) to elderly residents in the three host communities near Segilola.
• The sixth Segilola Gold Project Scholarship (SGPS) programme, supporting children from vulnerable households to remain in school.
• The fifth Segilola Women’s Initiative Programme (SWIP).

• Provision of minibuses to a host community as part of the Youth Empowerment Programme.

“Additional initiatives included a medical outreach programme for residents of the three host communities and the introduction of ‘Seguncare’, which provides medication support for residents with long-term health conditions,” highlights Lawson.

In December, Segilola Resources Operating Limited (SROL), together with SINIC – a key contract partner at Segilola – also hosted a Christmas event for children from the three host communities.

Local employment and procurement also remained a key component of the company’s contribution to economic development in 2025.

Total employment associated with Segilola reached 2,026 personnel in 2025, of which 99 percent are Nigerian nationals.

Moreover, 86 percent of the total procurement budget for Segilola was spent within Nigeria during 2025, supporting local businesses and supply chains.

ESIA APPROVAL

In Senegal, environmental, biodiversity and social baseline studies were undertaken last year to support the Douta PFS.

An Environmental and Social Impact Assessment (ESIA) was submitted to Senegalese government authorities in March and subsequently updated in August following comments from the Inter-Ministerial Review Committee.

Additional community consultations undertaken in September and October were incorporated into the final ESIA submission in November.

The ESIA received approval in January 2026, covering Phase 1 (Oxide Ore Phase) oxide ore processing and associated infrastructure.

Phase 2 (Primary Ore Phase) development, which includes refractory ore processing and modifications to the water storage dam and tailings management facility, will be addressed through a future amendment to the EIA.

“Baseline studies indicate generally favourable environmental conditions and manageable biodiversity sensitivities, with mitigation measures incorporated into project design,” Lawson closes.

“No physical resettlement is anticipated; however, potential economic impacts will be managed through a Resettlement Action Plan and ongoing community engagement programmes.”

Reaching a final investment decision and commencing construction of Douta is one of three priorities for Thor in 2026.

The company is also focused on extending the mine life and achieving an underground mine investment decision at Segilola, as well as advancing its exploration portfolio in Côte d’Ivoire with its extensive drilling campaigns.

The post Thor Explorations : Golden Progress appeared first on Africa Outlook Magazine.

NOURISHING A NATION

Bokomo Namibia (Bokomo) is a prominent food and beverage manufacturing and distribution company based in Windhoek, Namibia’s bustling capital.

Established in 1998, Bokomo is now an equal joint venture (JV) between Frans Indongo Group and PepsiCo. With a workforce of 624 employees, it is pivotal in supplying staple foods and fast-moving consumer goods (FMCG) to the Namibian market.

Operating primarily from its Brakwater and Walvis Bay industrial sites, Bokomo’s main facilities include grain storage, wheat and maize mills, sugar and rice packing plants, and warehousing and distribution infrastructure.

“Our Walvis Bay site offers additional storage and logistics capabilities, enabling more efficient import and distribution of both raw materials and finished goods. We also have a diverse portfolio of staple foods, essential items, beverages, and groceries,” introduces Hubertus Hamm, CEO.

Popular flour and cereal products under the Bokomo brand include Champion maize meal, Bokomo wheat flour, Weet-Bix, and Corn Flakes, alongside Marathon Sugar, Spekko Rice, Nice Rice, Pasta Grande, and White Star instant maize porridge.

In addition, Bokomo provides fruit juices under the Fruitree and Liqui-Fruit brands, Lipton Ice Tea, Moirs baking products, Safari dried fruit and nuts, as well as snacks such as Simba, Lay’s, Doritos, NikNaks, Cheetos, and Fritos, serving a wide range of customers, including the retail sector – supermarkets, wholesalers, informal traders, industrial clients, bakeries, and food producers, and everyday consumers across Namibia.

Playing a vital role in Namibia’s food manufacturing sector, Bokomo distributes products nationwide, contributing to food security, creating numerous jobs, and supporting local supply chains – blending local ownership with global expertise.

EVOLVING INTO A PRODUCTION POWERHOUSE

From its humble beginnings as an egg farm, Bokomo has since grown into a major national food supplier.

Initially focusing on egg production, the company transitioned to grain milling – specifically wheat and maize – in the early 2000s and began distributing products through Pioneer Foods.

In 2007, local ownership was strengthened when Frans Indongo Group acquired a 50 percent stake. By 2008, the company expanded into broader FMCG distribution, investing in new milling plants and warehousing and distribution capacity throughout the 2010s.

Bokomo acquired Marathon Sugar’s sugar packing and distribution business in 2020, solidifying its position as a leading national food manufacturer and distributor.

The JV allows Bokomo to benefit from global expertise and best practices whilst still preserving its strong local heritage.

“Through PepsiCo, the company gains access to advanced technology, international standards, and large-scale operational knowledge,” Hamm highlights.

“At the same time, Frans Indongo Group ensures we remain aligned with local market conditions, culture, and consumer needs. Consequently, the JV’s structure is particularly effective because it provides flexibility.”

Moreover, Bokomo can draw on its shareholders’ expertise, skills, and economies of scale when it is advantageous to do so. However, it also retains the independence to make local decisions when more beneficial or cost-effective.

As a result, the company is more agile and responsive to market changes compared to fully centralised multinational operations. It can avoid unnecessary bureaucracy and compliance burdens when they do not add value, whilst still maintaining high standards where required.

This balance enables Bokomo to operate efficiently, competitively, and sustainably in the Namibian market.

STRATEGISING THE SNACK SECTOR

Bokomo maintains approximately 70 percent market share in Namibia’s snack food market, employing various strategies to sustain its competitive edge.

“There are several factors behind our dominance in the industry, including a strong position in the snack market largely driven by our association with powerful, globally recognised brands,” Hamm points out.

The company’s strong portfolio has high consumer recognition and trust, benefitting from global marketing and brand equity through PepsiCo.

“Consumers associate us with product consistency, superior quality, our use of international production standards and quality control systems, consistent taste, packaging, and product reliability,” he informs.

“Brand loyalty and repeat purchases are built through continuous innovation and the regular introduction of new flavours and limited editions, which keep products exciting and relevant, maintain consumer interest, and prevent market stagnation – particularly amongst younger consumers.”

With a strong distribution network across Namibia, Bokomo can ensure its products are widely available in supermarkets, wholesalers, and informal retail outlets, with high stock availability ensuring customers can always find the product, reinforcing its market share.

“Our strategies to maintain a competitive edge include leveraging global and local strengths whilst providing access to PepsiCo’s innovation pipeline, supply chain expertise, and marketing capabilities, combined with local market knowledge for better execution,” emphasises Hamm.

Having portfolio synergy and distribution efficiency is a key internal advantage that enhances Bokomo’s ability to offer a diverse product range.

Snacks and cereals are part of Bokomo’s broader product mix as they are lightweight, high-value staple foods. This is in contrast to flour, maize meal, and sugar, which are heavy and have a lower unit value.

These factors create an optimal distribution mix – trucks can carry both bulk staples and high-margin snacks and cereals, improving cost efficiency per delivery and maximising the profitability of the logistics network.

“Economies of scale result from large volumes, enabling lower production and procurement costs, as well as competitive pricing without sacrificing margins.”

Market responsiveness and agility mean Bokomo can quickly introduce new products, adapt to consumer trends, and be less rigid than fully centralised multinationals.

Moreover, strong retail relationships, reliable service, and consistent supply build trust with retailers and preferred shelf space and visibility.

“We uphold high product quality through continuous innovation, excellent distribution, and a strategic product mix, enhancing logistics efficiency.

“Our competitive edge lies in integrating global brand strength with local operational efficiency, especially through smart distribution and portfolio management,” states Hamm.

ADAPTING TO CHANGING DYNAMICS

Bokomo has closely monitored recent trends in the Namibian food and beverage industry and is actively adapting to these changes.

The growth of value and private-label store brands, for example, has become noticeable as consumers become more price-sensitive.

Despite this, strong brand loyalty persists amongst Namibian consumers who remain highly loyal to established brands.

“Switching to new brands takes time and trust. Market share shifts occur gradually over the years rather than rapidly,” cautions Hamm.

Furthermore, retailers wield significant power over shelf space, promoting house brands, and shaping purchasing decisions.

“We are adapting in this context by leveraging strong brands and continuing to invest in well-known own brands and ones supported by PepsiCo, as well as focusing on quality, consistency, and brand trust to retain loyal consumers.

“A long-term market approach that recognises success in Namibia requires patience and sustained investment, building brands over the long-term rather than chasing short-term gains,” he strategises.

Strengthening trade relationships involves working closely with retailers to secure shelf space, run promotions and in-store activations, and ensure strong product visibility. Essentially, these partnerships are crucial given retailers’ market power.

“We adapt to price sensitivity by offering competitive rates across key products, ensuring value without compromising quality, maintaining high service levels, focusing on consistent availability and distribution excellence, and ensuring products are always in stock, reinforcing both brand loyalty and retailer trust,” Hamm assures.

Namibia’s food industry is seeing a shift towards value and retailer influence, but brand loyalty remains strong.

As such, Bokomo responds by investing in trusted brands, taking a long-term market view, building strong relationships with retailers, and maintaining availability, value, and service levels.

Ultimately, this approach helps the company stay competitive in a market where trust and consistency matter more than short-term trends.

CUSTOMER-CENTRIC INNOVATION AND INVESTMENTS

Bokomo continues to make strategic investments to expand capacity, improve efficiency, and strengthen its brands, including a 2025 wheat mill upgrade and modernised equipment to enhance production quality.

In 2024, meanwhile, a local rice packaging plant was set up in just over 100 days to boost local production and reduce reliance on imports.

Continuous automation and capacity investments include ongoing improvements to production processes to increase output and operational performance.

Additionally, a new warehouse investment will commence in May 2026, expanding storage capacity by 20 percent and supporting growing product volumes and distribution capabilities.

“Brand and on-shelf investments mean continuous upgrades to packaging and in-store execution to maintain consumer appeal and visibility,” Hamm explains.

Bokomo takes a customer-centric approach to product innovation by actively integrating consumer feedback into development, ensuring every change or new offering creates real value.

The products are constantly re-engineered and improved to enhance quality, taste, and affordability. Cost efficiency plays a crucial role in innovation, ensuring products remain accessible whilst still providing value.

“In a market without formal consumer research platforms or comprehensive market-share data, we have developed our own models, which track price sensitivity and elasticity, shopper behaviour, channel performance across different retail environments, and extensive research.

“Both qualitative and quantitative research are used to guide decisions on product improvements, development, and innovation initiatives. Research ensures these changes are aligned with real consumer needs and preferences, reducing the risk of failed launches,” clarifies Hamm.

A strategic approach to innovation is never conducted in isolation; it is evidence-based and informed by consumer insights, with a focus on balancing consumer value, operational feasibility, and cost-effectiveness.

“We approach product innovation through a combination of consumer-centric design, rigorous research, and cost-conscious engineering,” asserts Hamm.

By building its own market intelligence systems, the company ensures every new product or improvement is grounded in real market dynamics.

This also involves promoting sustainability without compromising on quality or affordability, combining consumer-driven packaging choices with innovative energy and water solutions.

CHAMPIONING LOCAL DEVELOPMENT

Bokomo contributes to the local economy, and it supports the broader Namibian economy in several ways beyond revenue generation.

As a major wheat and maize miller, the company sources significant portions of its product from local harvests, directly supporting farmers and the agricultural sector.

“Company leadership actively participates in relevant industry forums, helping shape policies and promote sector growth,” determines Hamm.

“We follow a clear philosophy: ‘what we do well, we do ourselves; what our partners can do better, we do with them’. This approach fosters growth and collaboration with small and local enterprises.”

Through initiatives under its Champion maize meal brand, Bokomo invests in soccer academies and leagues, providing both funding and economic activity whilst supporting youth development and community engagement.

“By supporting local agriculture, fostering partnerships, participating in industry development, and investing in community programmes, we play a broader role in Namibia’s economic and social development beyond its core business operations,” concludes Hamm optimistically.

Whilst Bokomo is committed to social responsibility, it is also keenly aware of the need to adapt and grow in today’s evolving market, which equally reflects its dedication to Namibian communities.

In the coming year, Bokomo is concentrating on strategic growth, efficiency, and thoughtful innovation. The company plans to expand its capacity by investing in production and warehouse capabilities to meet increasing demand.

To reduce costs and enhance productivity, the company will utilise technology to streamline its operations.

Additionally, it is exploring new product categories that complement its existing portfolio, avoiding unnecessary complexity whilst maintaining a focus on core strengths.

This approach reinforces Bokomo’s competitive edge and ensures that the needs of Namibian consumers are effectively met.

BOKOMO NAMIBIA PARTNER

The post Bokomo Namibia : Nourishing a Nation appeared first on Africa Outlook Magazine.

NATURAL, LOCAL, AND INCLUSIVE

Right now, Africa’s beer industry is dynamic and exhilarating thanks to a youthful population, skyrocketing urbanisation, and the expansion of formal retail and hospitality channels – even in the face of macroeconomic and inflationary pressures.

In Mozambique specifically, the beer landscape still has significant headroom for growth, both in terms of per-capita consumption and in the formalisation of the category itself.

Cervejas de Moçambique (CDM), who we last spoke to in February 2023, has been the leading brewer in the country for decades and is part of the AB InBev family, which gives the brand both a strong local heritage and access to global capabilities.

“We operate multiple breweries across Mozambique, including our large, modern site in Marracuene near Maputo, as well as facilities in other key provinces to ensure we are close to consumers and retailers nationwide,” introduces CEO, Galo Rivera.

“Our portfolio spans iconic Mozambican brands such as 2M, Laurentina, Manica, and the cassava‑based Impala, alongside international brands including Castle Lite, Corona, Budweiser, Stella Artois, and others, allowing us to serve different consumer tastes and occasions,” he sets out.

CDM employs a substantial workforce directly and supports thousands more jobs indirectly through its network of farmers, suppliers, distributors, and retailers.

In essence, the company has become a truly national business – ingrained in the fabric of Mozambique’s economy and communities and focused on delivering high‑quality, affordable, and responsible beer to customers every day.

SHIFTING LANDSCAPE

Rivera has identified three distinct and important trends that are currently evolving across the African beverage sector.

Firstly, he points to a steady shift from informal, often unsafe illicit alcohol to formal, regulated beer, which brings better health outcomes and more predictable tax revenues.

“There is also a growing preference for brands that feel local and authentic, like our core Mozambican portfolio, combined with interest in premium experiences as incomes rise.

“Finally, brewers are increasingly expected to contribute to environmental, social, and governance (ESG) priorities – from smart drinking and road safety to water, agriculture, and packaging sustainability,” Rivera observes.

In light of these shifts, CDM’s strategy is to be at the forefront of these trends, partnering with the government and communities to ensure growth in beer translates into inclusive, long‑term value for Mozambique.

At present, the company sees its primary competition not as other formal brewers, but as illicit and informally produced alcohol that does not meet safety standards or contribute to taxes and often harms communities.

“What defines CDM is our combination of deep local roots and world‑class brewing standards. 2M, for example, is more than a beer – it is a symbol of national pride, a brand that Mozambicans identify with at home and abroad,” highlights Rivera.

This summer, the company is also proud to showcase 2M as one of the sponsors of the FIFA World Cup, a valuable global platform which will help to elevate brand awareness across the globe.

MORE THAN A PRODUCT

Over the past 16 years, Rivera’s career has been dedicated to the beer industry and, in that time, he has come to see beer as much more than a product.

Rather, he views it as an ecosystem that creates jobs, builds local supply chains, and connects people.

“I was drawn to this industry because it is natural, local, and inclusive, bringing together agriculture, manufacturing, logistics, hospitality, and consumers in a very tangible way,” he tells us.

“As I grew in leadership roles, I saw how a well-run beer business can support government revenues through formal taxation, help shift consumption away from high‑risk, informally produced alcohol, and promote moderation and responsible enjoyment.”

This combination of economic impact, social responsibility, and the opportunity to build something enduring for Mozambique is what keeps Rivera deeply engaged in the beverage and brewing industries today.

“What excites me about beer is that it sits at the intersection of social life, economic development, and public health,” he adds.

Beer is, by design, a drink of moderation and, when consumed responsibly, can be a powerful tool to shift people away from high‑alcohol, informally produced beverages that pose real risks to communities.

STRENGTH AND RESILIENCE

Since we last caught up with CDM, its focus has been on disciplined growth, operational excellence, and deeper local integration.

In 2024, the company’s profits almost tripled year‑on‑year, reflecting both strong top-line momentum and improved efficiency, and this trajectory continued in 2025 despite a challenging macroeconomic environment.

“The ramp‑up of our Marracuene brewery has been a cornerstone of our recent success, enabling us to increase capacity, improve quality, and support the reliable supply of cold beer across the country,” Rivera details.

“At the same time, we have expanded our work with local suppliers and farmers, particularly around cassava for Impala, helping to create more stable demand and income in rural areas.”

Meanwhile, CDM has stepped up its investments in responsible drinking and community initiatives, including clean water access near its breweries and campaigns against underage and harmful drinking.

“Overall, the last three years have been about building a stronger, more resilient CDM that can support Mozambique’s development over the long-term,” he prides.

THE NEXT STEPS TO SUCCESS

Looking ahead, CDM’s priority is to remain at the heart of Mozambique’s growth story.

That means three things – first, continuing to drive sustainable, profitable growth in beer by expanding its reach, strengthening core brands like 2M and Laurentina, and offering more choice across price points and occasions, including moderation‑focused innovations.

“We are also looking to accelerate the formalisation of the alcohol market by making legal, quality beer more accessible and by working with authorities to combat illicit and unsafe products,” Rivera discloses.

“Thirdly, regarding deepening our local impact, we are prioritising more local sourcing, industrialisation around packaging, as well as new partnerships on water, agriculture, and smart drinking.”

Rivera passionately believes beer is exciting because it is deeply local – brewed with local ingredients, reflecting local tastes, and present at key moments of celebration.

“Being able to shape that ecosystem in a way that promotes moderation, safety, and shared prosperity is what makes this industry uniquely motivating for me.

“Our ambition is clear – we want CDM to be recognised not only as the leading brewer, but as a long‑term partner in Mozambique’s socioeconomic development, creating value for consumers, customers, employees, farmers, and the country as a whole,” he finishes with pride.

The post Cervejas de Moçambique : Natural, Local, and Inclusive appeared first on Africa Outlook Magazine.

A SUSTAINABLE PROTAGONIST IN MOBILITY SOLUTIONS

Proudly celebrating 25 years in the country, Marcopolo S.A. is a bus body manufacturer serving both the South African market and the broader sub-Saharan Africa region.

Offering a diverse portfolio designed to meet varying transportation needs, the company combines human values, passion, and product excellence to truly set it apart from the rest. Marcopolo – the wider, international organisation – boasts 76 years of experience and is a world reference in manufacturing bus bodies and developing electromobility solutions in line with the most modern concepts of sustainability.

“What sets us apart is, above all, our people. Our founder used to say, “The most important thing is people”, and that remains part of our culture today,” introduces Renan Pesente, General Manager.

“We’re passionate about what we do, embrace challenges, and always willing to go the extra mile. On top of that, Marcopolo brings together over seven decades of tradition, globally recognised design, and strong engineering capability.”

In South Africa (SA), the company employs approximately 300 people – the majority of whom are from the surrounding communities.

Marcopolo S.A.’s urban mobility range includes the Torino, Torino Low Entry, and Gran Viale models. For semi-luxury long-distance travel, it offers the Andare FL and Audace 1050, whilst in the luxury long-distance segment, the company’s portfolio includes the Paradiso G8 1350 and DD 1800.

In addition to its vehicle offering, the company has a strong after-sales support network, with depots in Johannesburg, Cape Town, and Durban. These facilities support warranty work and refurbishment projects, ranging from minor repairs to full restorations.

With Marcopolo S.A.’s recent achievement of 25 years in the country, its capabilities and continued growth are more evident than ever.

“Our 25th anniversary in SA is a very important milestone and a strong reflection of Marcopolo’s long-term commitment to the region. It shows our ability to build a sustainable business, stay close to customers, and grow together with the market,” Pesente prides.

“SA is a strategic base for us. By operating locally, we are better positioned to understand customer needs, respond to market challenges, and support partners across the region. At the same time, our Germiston factory contributes to local job creation and supplier development.”

This achievement represents not only the company’s history in the country but also its capability, resilience, and confidence in future growth.

LONG-TERM COMMITMENT

A stalwart of the manufacturing industry, Pesente built his career with a strong focus on executive leadership, supported by a technical and business foundation.

“I graduated in mechanical engineering, which gave me the technical knowledge and analytical mindset to understand complex industrial environments. Later, I completed an MBA as well as an executive and international management course abroad, helping me broaden my strategic and global business perspective,” he insights.

Having begun his career in multinational companies, initially specialising in lean manufacturing, Pesente developed deep expertise in operational efficiency, continuous improvement, and performance management. Over time, his responsibilities expanded from technical and operational roles into broader leadership positions, where he transitioned into executive management and quickly found himself leading entire business operations.

“What attracted me to manufacturing was the combination of technical complexity, operational discipline, and business impact. It’s an industry where strategy and execution must work together every day, and I find that extremely motivating,” Pesente expands.

The manufacturing industry is one of the most dynamic and challenging sectors to work in. It is influenced by a wide range of factors, from local economic conditions and political developments to global supply chain distributions, raw material costs, exchange rate fluctuations, and changing customer demand.

What makes it especially exciting is that the environment is constantly evolving.

“You are always learning and adapting, whether that means responding to shifts in the market, managing operational risks, improving productivity, or identifying new growth opportunities. In manufacturing, no two days are the same,” he notes.

LEADING ROLE IN MOBILITY SOLUTIONS

Marcopolo S.A. has experienced exponential growth over the course of the past three years, alongside cementing its status as a leader within the sector. To achieve these monumental accomplishments on a daily basis, the company ensures its success is built on three primary pillars.

The first is its people, as the company places great importance on transparency, teamwork, and shared responsibility. It fosters a culture where everyone understands that one person’s challenge is a challenge for the whole team.

“We also believe strongly in empowering people, giving them responsibility, and creating opportunities for growth within the company,” details Pesente.

Marcopolo S.A.’s second pillar is its products; it works to understand customers’ needs, identify necessary improvements, and develop new solutions that add operational value. Staying close to the market and listening to clients is essential to maintaining its leadership position.

The company’s final pillar comprises its processes, as it constantly looks for better, more efficient ways of doing things. Continuous improvement is part of the company’s daily mindset, helping it strengthen quality, productivity, and competitiveness.

“I believe the combination of these three elements has enabled us to grow strongly in recent years and consolidate our position as a sector leader,” Pesente asserts.

Marcopolo S.A.’s success can be directly seen in its recent endeavours. Specifically, over the past few years, the company has made significant investments in its product portfolio, facilities, and manufacturing capabilities, reinforcing its leadership position.

In 2024, it officially launched the right-hand drive (RHD) version of the Paradiso G8 1350, alongside the facelifted Gran Viale. The following year, the company introduced the new Torino Low Entry, began production of the Torino on an Isuzu chassis – marking its first bus body built on an Isuzu platform – and launched the Audace 1050, supported by a national roadshow to present this new semi-luxury long-distance solution to the market.

“This year, we just released the new four-axle Paradiso G8 1800 DD – the first double-decker, four-axle, Euro 6, RHD coach of its kind in SA,” Pesente reveals.

“Additionally, we continue investing in our current facilities and new machinery to strengthen production efficiency, quality, and our ability to support future growth.”

DRIVING TOWARDS THE FUTURE

Marcopolo S.A. has worked diligently to play a leading role in sustainable mobility solutions. For the company, sustainability is not limited to a single technology or approach; rather, there are multiple paths towards more sustainable transport, with its strategy reflecting that broader vision.

“We developed our fully electric mobility solution several years ago and recently launched a 28-metre bi-articulated electric bus – one of the largest vehicles of its kind – in partnership with Volvo. This is a clear example of our commitment to innovating and reducing environmental impact in public transport,” acclaims Pesente.

At the same time, the company understands that different markets require different solutions, hence its investment in alternative technologies beyond electrification.

For example, Marcopolo S.A. recently released the first hybrid minibus powered by ethanol. It is also working in partnership with original equipment manufacturers (OEMs) and affiliates that are developing sustainable alternatives, as well as the company’s natural gas articulated vehicle.

“When we speak about being a sustainable protagonist in mobility, we mean leading the transition through innovation, strategic partnerships, and a portfolio of solutions that can respond to the realities of different markets whilst contributing to a lower-carbon future,” explains Pesente.

As Marcopolo S.A. continues to look ahead to its future in SA, the company’s main priority is to keep offering customers the best products and services. As a market leader, it is always working on new projects and solutions to meet changing customer needs.

“Already, we have launched the new Paradiso G8 1800 DD RHD coach, which is an important milestone. At the same time, our engineering team is developing new projects, and business expansion remains a part of our strategic discussions with the board. Whilst some of these initiatives are still confidential, we are actively planning important steps for the future,” Pesente concludes.

The post Marcopolo S.A. : A Sustainable Protagonist in Mobility Solutions appeared first on Africa Outlook Magazine.

UNBUCKLING THE WEST AFRICAN GOLD BELT

An industry leader in African gold recovery, GoldPlat’s tried and tested strategy is focused on utilising its robust cash flow – generated from flagship gold recovery operations in South Africa (SA) and Ghana – to self-fund the sustainable growth and expansion of its niche gold recovery business model.  

The company leverages an experienced board of directors and management team with a proven track record of creating shareholder value through the development of African resource assets into production. 

The flagship item in its portfolio is a leading, profitable, and mature gold recovery business based in SA, with a burgeoning and strong blue-chip client base. 

This segment of GoldPlat processes by-products of the mining cycle including mill liners and wood chips to produce bullion.  

GHANAIAN OPERATIONS 

Elsewhere, GoldPlat’s junior gold recovery operation in Ghana benefits from its prime location in the West African gold belt.  

As a result, the plant provides access to raw materials from mines in Mali, Guinea, Burkina Faso, Côte d’Ivoire, Senegal, the Democratic Republic of the Congo (DRC), and Mauritania, as well as across Ghana itself. 

Like GoldPlat’s South African gold recovery arm, its Ghanaian operation has attained contracts with some of West Africa’s major mine operators including AngloGold Ashanti, Golden Stars Mining Company, Newmont, Perseus Mining, and Gold Fields. 

Working with such world-class names in the industry represents a major achievement for GoldPlat and remains a great source of pride for the company. 

In Ghana, GoldPlat’s strategy is to increase by-product contracts through other major mining companies in the West African region, whilst also continuing to invest in its operations to simultaneously increase processing capability. 

WORKFORCE AND COMMUNITY 

Maintaining good health, safety, social, and environmental standards is very important to GoldPlat, and to this end, it is committed to assisting its workforce and the local community in numerous ways. 

The company is currently focused on establishing environmentally conscious mining cultures within each country of operation.   

Elsewhere, GoldPlat continues to improve the skills of its workforce. In this regard, all employees can voluntarily join an Adult Basic Educational Training programme which is outsourced to an educational facility and is funded by the company itself. 

In selected cases, it also assists in the tertiary education of employee’s children whereby the full financial burden of schooling is removed from the parent. 

Additionally, GoldPlat maintains a comprehensive array of donations to various causes that it believes in and continues to fund a number of local individuals and organisations in need. 

METHOD IN THE MINING 

Having built its enviable reputation over a 30-year period, GoldPlat’s recovery technology provides an effective economic method for mines to dispose of waste materials whilst at the same time adhering to a mine’s environmental obligations. 

The company operates from a 22-hectare freehold site based in Benoni in Gauteng, near the centre of the East Rand Goldfield.  

After conducting testing and an assay to establish moisture content, recoverability, and size, GoldPlat purchases the materials from the mine operator when they become available, which helps the company’s management schedule production in an efficient manner and makes it more difficult for potential competitors to enter the market. 

GoldPlat’s extraction operations and multiple process lines enable it to keep materials separate, which provides a high degree of flexibility when proposing a solution for a particular type of material. The processes which are employed include roasting in a rotary kiln, crushing, milling, thickening, flotation, gravity concentrators, leaching, elution, and smelting of bullion. 

Production is scheduled to make the most efficient use of the materials, taking into account the ore grade and anticipated recovery factors, before they are blended and transported to GoldPlat’s various plants, ensuring production levels are reasonably consistent from month to month.  

In some cases, similar material can be treated in separate plants, but the wide variety of materials stockpiled means that GoldPlat can benefit from blending different materials for more effective processing. 

Precious metals are usually recovered from materials within a single process. In some cases, there may be a second process which takes place many months afterwards, for instance, where the residue from processing very high-grade material is left to oxidise in a stock dam in order to enhance the overall recovery rate.  

STRATEGY FOR SUCCESS 

GoldPlat’s primary strategy is to build upon the successes of the profitable gold recovery operations in SA and Ghana – where the company sees the strongest potential for continued revenue growth and stable margins. 

As such, GoldPlat will continue to optimise its South African gold recovery and build its Ghanaian site to replicate the successful and more mature operation in the former. 

Moving forward, the company will also continue to direct its focus on crystallising value from its current gold mining and entire exploration portfolio. 

Finally, as a result of higher gold prices, increased volumes, and operational agility and improvements, the GoldPlat board expects the group’s results for the financial year to materially exceed prevailing market expectations. 

The post GoldPlat : Unbuckling the West African Gold Belt appeared first on Africa Outlook Magazine.

THE IMPORTANCE OF INDIGENOUS MINING

The gold mining industry in West Africa remains one of the most dynamic and strategically important mining regions globally.

It continues to benefit from a combination of highly prospective geology, long history of gold production, and increasing global demand for the resource as a safe-haven asset.

Countries like Ghana, in particular, have demonstrated regulatory maturity and a strong commitment to maintaining a stable and competitive mining environment – components critical for long-term investment.

Especially encouraging is the shift towards more responsible and sustainable mining practices demonstrated by a growing emphasis on environmental stewardship, community engagement, and transparency.

This is reshaping how mining companies operate and are perceived, which is a positive development for both investors and host communities.

The industry is simultaneously becoming more sophisticated, with business leaders leveraging modern technology, improving operational efficiencies, and placing greater focus on value optimisation rather than just volume production, helping to unlock previously challenged assets and extend the life of mature mines.

“Importantly, we are also witnessing the rise of capable indigenous mining companies that are playing a more prominent role in the sector.

“This is a significant milestone for the region, as it ensures that greater value is retained locally, builds technical capacity, and fosters long-term economic resilience,” opens Patrick Appiah Mensah, Managing Director of Heath Goldfields Ltd (Heath Goldfields).

The burgeoning Ghanaian-owned gold mining company is focused on the revitalisation and development of the Bogoso-Prestea Mine (Bogoso-Prestea) – one of the country’s oldest and most strategically located gold assets located in the Western Region of the country.

“Overall, I would describe West Africa as a region of strong fundamentals, evolving standards, and growing local participation. For those who are disciplined, responsible, and committed to long-term value creation, it remains one of the most compelling gold mining frontiers in the world,” he adds.

STEWARDS OF A NATIONAL ASSET

Located in the Western Region of Ghana, Bogoso-Prestea is one of the most established gold mining belts in the region, with over a century of production history and a substantial, compliant resource base.

Central to the mine’s redevelopment, Heath Goldfields’ core business revolves around responsible gold production, supported by both open-pit and underground mining operations, as well as established processing infrastructure.

Beyond production, the company’s work extends to mine rehabilitation, asset turnaround, and sustainable mine development – key to its operating philosophy.

With a nationwide presence, Heath Goldfields’ head office is situated in Accra, supported by an operational base at Bogoso-Prestea.

“Whilst we are currently a single-asset operator, our strategy is to build a scalable, indigenous mining platform capable of delivering long-term value across the region,” Patrick shares.

From a workforce perspective, the company has already created over 1,400 direct and indirect jobs following the restart of Bogoso-Prestea’s operations, with a strong emphasis on local employment and skills development.

This reflects Heath Goldfields’ belief that sustainable mining must be anchored in community participation and local capacity-building.

Also noteworthy is the company’s broad stakeholder base, comprising government, regulators, local communities, contractors, and international partners, all tied together by a collaborative approach. This ensures its operations are aligned with regulatory requirements whilst also delivering tangible socioeconomic benefits.

“At its core, Heath Goldfields is built on a simple but important principle: to develop a modern, responsible, and community-aligned gold mining business that meets international standards whilst remaining proudly Ghanaian.

“We see ourselves not just as operators of a mine, but as stewards of a national asset, committed to restoring Bogoso-Prestea into a sustainable and competitive operation for the long term,” Patrick prides.

BOGOSO-PRESTEA

As one of Ghana’s most historic gold-producing assets, Bogoso-Prestea plays an important role in reinforcing the country’s reputation as a responsible and credible mining jurisdiction.

The mine is also a demonstration of Heath Goldfields’ commitment to stewardship.

“We are not approaching Bogoso-Prestea as a short-term opportunity, but as a strategic national asset that must be responsibly rebuilt, managed, and sustained for future generations,” Patrick states.

With this in mind, the company’s approach is anchored in strict regulatory compliance, international best practices, and a strong commitment to its environmental, social, and governance (ESG) framework.

Heath Goldfields is also investing in modern mining equipment, strengthening safety systems, and implementing structured mine planning to ensure efficient and responsible operations.

Bogoso-Prestea’s revival represents both a technical and social transformation, signified by the company’s focus on community engagement and local participation as a fundamental pillar to sustainable mining.

“By prioritising transparency, stakeholder collaboration, and long-term value creation, we are not only revitalising a historic asset but also demonstrating that indigenous operators can meet and exceed global industry standards,” he notes.

Beyond this, the company’s structured community engagements and agreements – such as employment frameworks and stakeholder consultations – mean its operations contribute meaningfully to local socioeconomic development.

UNLOCKING LOCK-TERM VALUE

As a wholly Ghanaian-owned company, Heath Goldfields is fundamentally aligned with the interests of the country and its people.

The company unlocks value on multiple levels; for instance, through responsible and sustained gold production, it contributes directly to national revenue, foreign exchange earnings, and economic stability.

Additionally, Heath Goldfields prioritises local employment, creating jobs, building technical capacity, and supporting the growth of Ghanaian contractors and suppliers.

“Importantly, as an indigenous operator, a greater share of the value generated is retained within the country, helping to strengthen local enterprise and reinvest in national development.

“Our objective is not just to operate a mine, but to build a sustainable, locally anchored mining business that delivers long-term value for Ghana whilst setting a strong example for indigenous participation in the sector,” Patrick states.

Contributing to this central mission is the company’s marriage of modern mining standards and deep local roots.

“Heath Goldfields represents a shift towards locally rooted, professionally managed mining companies that combine international standards with a deep understanding of the local operating environment.

“We believe this model is critical not only for improving operational outcomes, but also for ensuring a greater share of value is retained within the country,” he urges.

On one hand, the company operates in line with international best practices, from safety systems and environmental management to disciplined mine planning and governance.

On the other, Heath Goldfields holds a deep understanding of the social, cultural, and economic context in which it operates.

The amalgamation of these two forces allows the business to engage more meaningfully with its host communities, respond effectively to local challenges, and build trust that is often difficult to achieve through purely external operators.

It also enables the company to prioritise local content, employment, and partnerships, ensuring that a greater share of value is retained within the country.

“What differentiates us is the ability to deliver globally aligned, technically sound operations whilst remaining locally grounded, responsive, and accountable. In our view, that is what sustainable mining in Africa should look like going forwards,” he reflects.

COMMITTED TO SUSTAINABLE DEVELOPMENT

ESG is not just a standalone function for Heath Goldfields, but a deeply embedded framework that drives how the business designs, operates, and grows.

From an environmental perspective, the company’s focus is on responsible resource management, rehabilitation, and strict adherence to regulatory standards.

“As we restart operations, we are implementing modern systems to manage water, tailings, and land use in a way that minimises our impact and protects the surrounding ecosystem,” Patrick expands.

On the social front, Heath Goldfields places strong emphasis on structured community engagement, transparency, and shared value creation. This includes conducting ongoing dialogue with traditional authorities, targeted investments through its community development programmes, and a clear commitment to local employment and enterprise growth.

Governance is equally critical to the company, as it operates with clear accountability, compliance, and disciplined oversight, ensuring that its activities meet both national regulations and international best practices.

“By integrating these principles into our day-to-day operations, we are able to build trust with our stakeholders, support responsible growth, and position Heath Goldfields as a credible, long-term operator that is committed not just to production, but also to sustainable development,” Patrick details.

A STRONG INDIGENOUS MINING PLATFORM

In the coming year, Heath Goldfields’ primary focus is on stabilising and ramping up operations at Bogoso-Prestea in a disciplined and sustainable manner.

As such, the company is concentrating its efforts on protecting and securing critical mine assets whilst advancing structured planning to unlock both near-term production and long-term value from the resource base.

An equally important priority is the implementation of Heath Goldfields’ community development and local content programmes, which ensure the benefits of the mine are felt meaningfully across host communities from the outset.

“We will continue to build a strong indigenous mining platform, positioning Heath Goldfields for future growth opportunities within Ghana and, over time, the broader West African region.

“Overall, our approach is deliberate: to establish a solid, credible operating base in the near term, whilst laying the groundwork for sustainable growth and long-term value creation,” Patrick concludes.

HEATH GOLDFIELDS LTD PARTNER

The post Heath Goldfields Ltd : The Importance of Indigenous Mining appeared first on Africa Outlook Magazine.

AT THE COAL FACE OF CHANGE

Richly endowed with a plethora of precious mineral commodities, the mining industry in South Africa (SA) continues to positively influence the national economy.  

This is particularly true when it comes to creating employment and supporting regional development. 

However, with recent commodity volatility, the sector is not without its challenges. 

“Speaking from a contract mining perspective, the sector has become a lot more complex to navigate of late,” adds Matthew Abraham, Managing Director of JCI Mining (JCI).  

At the same time, cost pressures persist, whilst expectations around sustainability and responsible mining have increased significantly.  

“This has become a very real part of our industry, particularly over the last 10 to 20 years,” he outlines.  

As such, due to the sustained pressures and costs that come with making such a transition, success in today’s mining landscape comes down to efficiency, adaptability, and discipline.  

Indeed, companies that can adapt quickly, manage costs, and maintain strong safety standards will be those that succeed going forwards.  

JCI has therefore built a resilient business that can perform consistently in changing conditions.  

“It’s a very fluid industry, and our focus on creating long-term value has set us apart – not just for our clients and employees, but also the communities we operate in,” Abraham points out.  

TWO DECADES OF SUCCESS 

Established in 2007, JCI is approaching 20 years in the industry. With a wide client base – from junior mining houses to larger corporations – the company’s focus is on thermal coal and hard coking coal.  

“Our main footprint is predominantly in Mpumalanga, as well as operations in Limpopo, supported by just under 1,500 staff including subcontractors,” Abraham insights.  

One of JCI’s biggest operations is currently a hard coking coal project in Limpopo, which commenced in June 2025.  

Strategically, the company is also looking to diversify into other areas, drawing on its leadership team’s experience across multiple commodities.  

“So far, we’ve mainly expanded within coal, but as SA is blessed with rich resources – from gold to platinum, manganese, and iron ore – diversification is a key objective for us going forwards,” he reveals.  

Although its current focus is on building its capabilities beyond coal within SA, JCI is also keen to consider cross-border opportunities in the long term.  

Driven by a combination of strong company culture, experienced teams, and disciplined execution, JCI stands out.  

The company also places great emphasis on accountability and collaboration with both its internal and external stakeholders, placing safety at the centre as a non-negotiable foundation.  

“We do the basics consistently well – planning, communication, maintenance, and operational control. When those elements are aligned, the results follow,” Abraham affirms.  

Having also recently developed fit-for-purpose operating models for various clients, JCI is recognised for its understanding of unique project complexities. 

“Not every project requires the same set-up. The flexibility awarded by our fit-for-purpose operating models allows us to remain agile whilst maintaining strong governance,” he tells us. 

Ultimately, people are JCI’s greatest assets, with various training and development programmes in place.  

“We’ve focused heavily on developing from within and creating clear pathways for growth, which has helped us build a strong team and retain talent.”

CROSS-COMPANY CONNECTIVITY 

Committed to remaining ahead of the curve when it comes to new and emerging technologies, JCI recently made the decision to implement Sage X3, a comprehensive enterprise resource planning (ERP) software solution.   

“Our older systems were functional, but we weren’t keeping up with the times,” Abraham admits. 

Implementing the Sage X3 ERP system has been a transformational step for JCI, fundamentally changing how the company manages operations, data, and decision-making. 

Previously, a lot of its processes – procurement, financial tracking, and inventory – were Microsoft Excel-driven and therefore quite fragmented, which meant limited visibility and more reactive decision-making.  

With Sage X3 in place, the company now operates on a single source of truth, with data that is more accurate and accessible across the business.  

“Operationally, we’ve gained much better control over stock and cost-tracking, which allows us to respond faster and make more informed decisions in real-time,” he shares.  

Elsewhere, JCI has implemented Pragma’s On Key enterprise asset management (EAM) system, which aligns maintenance planning with financial and supply chain data, enabling a more seamless flow of information and supporting predictive maintenance. 

“The transition had its challenges, but we’re now really seeing the benefits. It’s also positioned us well for future growth – it’s scalable, supports analytics, and enables artificial intelligence (AI) integration,” Abraham reflects. 

In terms of the company’s broader digital transformation, it has also rolled out Microsoft 365 Copilot, enabling staff to automate and streamline processes and interact with data generated from Sage X3 more effectively.  

One of the biggest benefits afforded has been how JCI now captures, processes, and uses information, reducing the need for manual intervention and making data more accessible and actionable.  

“Our operations run 24/7, so having real-time insight is critical. Previously, we might only see reports the next day – now, we can act immediately,” he adds.  

Microsoft 365 Copilot also automates routine tasks like reporting and document generations, freeing up JCI’s teams to focus on analysis and decision-making.  

Abraham is keen to point out, however, that the use of Microsoft 365 Copilot is not just about automation, but cross-company connectivity.  

“It’s building a connected, data-driven organisation that supports efficiency and cost control,” he emphasises.

TALENT FROM WITHIN 

Set apart by its people-focused culture, JCI is proud of its ability to combine agility with discipline.  

“As a privately owned company, we have a relatively lean structure which allows us to respond quickly to clients’ needs and changing market conditions,” Abraham sets out.  

At the same time, it maintains strong governance and operational controls, with a consistent focus on safety.  

“There’s a strong reputational element in this industry, and the culture we’ve built here at JCI has enabled us to form long-term partnerships based on trust and reliability,” he smiles.  

In this way, the company’s relationships with both local suppliers and surrounding communities are deeply important.  

“Local suppliers support both our operations and regional economic growth,” Abraham highlights.  

JCI prioritises working with local businesses where possible and also maintains a focus on job creation and skills development.  

In many cases, the company has trained staff from the local area who have had no prior mining experience.  

“It’s all about contributing to sustainable economic activity beyond the mine itself,” he adds. 

Indeed, investing in its workforce is a central focus for JCI, with structured training, mentorship, and development programmes in place where employees can progress if they meet certain milestones.  

“Building talent from within has been very successful for us – we’ve seen people grow from equipment operators to management roles,” Abraham fondly remembers. 

MORE THAN A TICK BOX 

As it anticipates the future, JCI’s milestone hard coking coal project in Limpopo remains a key focus.  

“It could become one of the largest projects of its kind in SA, with both local and export potential,” Abraham remarks. 

This project not only demonstrates JCI’s ability to mobilise efficiently and meet key targets with the first coal produced on time, but it’s also scalable and has strong growth potential, which makes it particularly exciting.  

Elsewhere, the company is continuing to explore opportunities in other commodities whilst maintaining existing operations.  

Projects aside, what really matters to JCI going forwards is investing in the communities around it – something Abraham feels very strongly about.  

“We make a deliberate effort to contribute to these communities. Beyond just the economic side, we focus on youth development – from education to bursaries and supporting at-risk children,” he prides. 

JCI is also heavily involved in supporting youth sports, which it sees as a strong unifying force amongst communities.  

“In short, our approach to community is practical. We want to make a real, tangible difference – not just tick a box,” Abraham boldly concludes. 

The post JCI Mining : At the Coal Face of Change appeared first on Africa Outlook Magazine.

POWERING PROGRESS THROUGH ENERGY PARTNERSHIPS

Mozambique has significant power generation potential with a diverse range of sources at its disposal, including hydroelectricity, natural gas, solar, and wind.

This repertoire elevates the country to a significant and influential role in Southern Africa’s energy sector, highlighting its strategic importance and capacity to shape the region’s energy supply.

Mozambique ranks first in the Southern African Power Pool (SAPP), boasting an estimated capacity of approximately 20,000 megawatts. The government, meanwhile, has a plan to achieve universal electrification by 2030.

Notably, MOTRACO stands out in this sector. Established in 1998, the organisation operates as a joint venture (JV), equally owned by Electricidade de Moçambique (EDM), Eskom Holdings SOC Ltd (Eskom) from South Africa, and Eswatini Electricity Company (EEC).

The JV was motivated by the need to improve the region’s electricity transmission infrastructure and strengthen energy integration amongst the countries involved.

Remarkably, the first of its kind in Southern Africa, MOTRACO is also a public-private partnership (PPP) that brings together government and private-sector resources to drive regional development.

“Over the past 25 years, we have been recognised as a success story in the energy sector,” proudly introduces Adérito Sousa, General Manager.

MOTRACO has managed to supply large quantities of electricity from Eskom to the Mozal aluminium smelter in Maputo continuously for 25 years, whilst also transporting it to EDM and EEC.

Furthermore, the organisation is tasked with managing and ensuring the ongoing operation of high-speed digital telecommunications (telecoms) infrastructure across borders.

“Since operations began, we have achieved our objectives – providing high-quality power and playing a strategic role in the region’s electricity transmission,” he continues.

EMPOWERING CONNECTIONS

Beyond its primary role of transporting and supplying electricity, MOTRACO has installed fibre-optic substation infrastructure alongside its power lines to bolster its activity.

The two strategically located substations, each operating at 400 kilovolts (kV), are connected by a network of 132 kV and 400 kV transmission lines, ensuring efficient energy transfer across the region.

The operation and maintenance of this network is overseen by MOTRACO, therefore guaranteeing dependable performance.

“With reliability at the forefront, our role is essentially to ensuring our three customers receive the highest quality service from us and our lines are always available, well-maintained, and fully functional.

“This integration allows us to serve some telecoms customers, thus extending our business scope beyond electricity supply,” Sousa emphasises.

Moreover, MOTRACO recently reached a significant milestone last year – its 25th anniversary.

“Continuous operation and success over the years stand as testament to the vision that originally brought the organisation to life, involving collaboration between countries, governments, and national utilities,” he prides.

Despite doubts about their capability to collaborate, each party ultimately succeeded in achieving their goals.

“The support from international banks and financiers has been instrumental, as evidenced by the reliability of key clients like Mozal, EDM, and EEC, who have honoured their commitments to us.”

This mutual trust has allowed MOTRACO to fulfil its obligations to its own financiers and investors, demonstrating that the initial vision and objectives have been successfully met.

“Each of our three partners holds an equal share, which ensures a good balance of power and consensus,” Sousa explains.

“Despite being neighbours from different countries, facing different challenges with varying levels of development – like South Africa’s Eskom and the smaller utilities of EDM and EEC – the companies manage to collaborate effectively.”

NAVIGATING COMPLEXITIES

Currently, MOTRACO faces various operational challenges in the Southern African energy and utility sector, both specific to its regional scope and more general.

The organisation operates in three countries, requiring it to navigate three distinct legal systems and jurisdictions, which adds complexity to the technical management and maintenance of its infrastructure.

“Although there are some similarities between the nations, the regional nature of the company means that any technical issues need a coordinated approach. This ensures that the entire system functions smoothly as a single entity, rather than operating on a country-by-country basis,” Sousa details.

Furthermore, MOTRACO faces added operational challenges due to varying levels of technical capability across the network, which can hinder its ability to respond effectively to major issues.

“We must create tailored systems and strategies to address resource disparities,” he urges.

In addition to these specific operational hurdles, MOTRACO faces broader challenges common across Southern Africa, most notably, vandalism.

“Situations arise where infrastructure, such as tower structures, is vandalised or stolen, compromising system performance. To combat this, we collaborate with local authorities and engage communities living near its infrastructure,” Sousa tells us.

“By establishing corporate social responsibility (CSR) programmes to uplift local economic conditions, we seek to foster better relationships and mitigate perceptions of threat.”

This approach underscores the importance of community involvement in protecting infrastructure.

ACCESS FOR ALL

There is significant room for improvement in Southern Africa’s access to electricity, particularly in Mozambique.

Currently, approximately 65 percent of the population has access to electricity, which is primarily concentrated to urban areas, whilst power supply in the country’s rural communities remains disproportionately low.

“The Government of Mozambique has prioritised electrification as a key objective, aiming to enhance access for its citizens. To achieve this, it has been actively encouraging both public and private investors to undertake projects within the electricity sector. A variety of incentives are in place to attract such investments.

“As part of this ecosystem, there is great potential for further opportunities and the need for companies to adapt their operations and strategies to align with market demands and circumstances. Our focus remains on identifying and capitalising on these opportunities for growth and development in the energy sector,” Sousa concludes optimistically.

In the context of a rapidly evolving energy landscape, characterised by fluctuations in demand, regulatory changes, and the need for sustainable practices, Sousa acknowledges that whilst challenges persist, MOTRACO remains committed to innovation and adaptability.

Through strategic initiatives and collaboration, the organisation aims to not only assist the national utilities of Mozambique and Eswatini to meet their growing electrification needs but also lead the way towards a more integrated energy future in the region.

With a strong foundation built over 25 years, MOTRACO will continue to serve its clients with the same high-quality that has defined the organisation since its inception, powering progress and fostering development for decades to come.

MOTRACO PARTNER

The post MOTRACO : Powering Progress Through Energy Partnerships appeared first on Africa Outlook Magazine.

SPOTLIGHT ON NIGERIAN GAS

Nigeria’s gas industry is at a pivotal moment. With over 200 trillion cubic feet of proven reserves, the opportunity is significant – spanning domestic power generation, industrialisation, and export markets.

The key constraint is no longer resource availability, but execution. Infrastructure gaps – particularly in pipelines, processing, and distribution – continue to limit supply and market access. In addition, pricing misalignments and limited access to long-term financing have slowed investment.

Encouragingly, progress is being made; policy focus has strengthened and investment momentum is improving.

However, closing the gap between potential and actual utilisation will require sustained execution, stronger commercial frameworks, and a more consistent investment-friendly environment.

Over the next decade, gas will play a central role in Africa’s energy mix – as a transition fuel, industrial feedstock, and driver of economic resilience.

Across the continent, new supply hubs will emerge, particularly in East and Southern Africa, supported by growing regional integration.

In Nigeria, there is expected to be increased domestic utilisation underpinned by the power sector, expansion of liquefied natural gas (LNG) capacity, and stronger participation of Indigenous companies across the value chain.

Q&A WITH AKACHUKWU NWOKEDI, PRESIDENT, NIGERIAN GAS ASSOCIATION

Akachukwu Nwokedi, President of the Nigerian Gas Association, outlines how gas has been successfully repositioned at the centre of Nigeria’s energy and economic agenda. As General Counsel and Secretary of Nigeria LNG and Regional Coordinator for Africa at the International Gas Union, Nwokedi also discusses advancing collaboration across the continent.

Firstly, can you introduce us to the Nigerian Gas Association with an overview of your mission, vision, and members?

Akachukwu Nwokedi, President (AN): The Nigerian Gas Association (NGA) is the apex, non-partisan umbrella body representing stakeholders across Nigeria’s entire gas value chain.

Established in 1999, the association serves as the collective voice of the industry, bringing together international and Indigenous operators, regulators, investors, service providers, and major gas users across power, industrial, and commercial sectors.

Our mission is to promote the sustainable development and optimal utilisation of Nigeria’s gas resources through policy advocacy, investment facilitation, capacity building, and the promotion of global best practices.

Our vision, simply put, is to position gas as the backbone of Nigeria’s economic transformation and a key enabler of Africa’s energy future.

What distinguishes the NGA is the breadth and diversity of its membership, which enables us to provide a unifying platform for collaboration, innovation, and industry-wide alignment.

Nigeria has declared a ‘Decade of Gas’ – how is this translating into real opportunities?

AN: The ‘Decade of Gas’ has successfully repositioned gas at the centre of Nigeria’s energy and economic agenda.

We are now seeing tangible progress, including expansion of pipeline infrastructure, increased domestic utilisation, and stronger alignment across policy institutions.

There is also growing momentum in gas-to-power, gas-based industries, and autogas development, which is creating new opportunities across transportation, manufacturing, and small-scale enterprises.

However, the real test lies in translating policy into bankable projects. This requires clarity on pricing, credible risk allocation frameworks, and regulatory consistency that supports long-term investment decisions.

How does the NGA promote and protect the interests of the Nigerian gas industry?

AN: The NGA serves as a bridge between government, industry, and investors. We actively engage in policy advocacy to ensure regulatory frameworks are transparent, stable, and investment-friendly.

We also provide a neutral platform for stakeholder engagement, helping to address industry challenges such as pricing, infrastructure constraints, and regulatory alignment.

In addition, we drive capacity development, knowledge sharing, and the adoption of global best practices.

Ultimately, our role is to create an enabling environment where the gas industry can thrive – delivering value to investors whilst supporting national development and energy security.

As Regional Coordinator for Africa at the International Gas Union, how can African countries collaborate more effectively on gas infrastructure and policy?

AN: Advancing collaboration across the continent hinges on three priorities: alignment, integration, and shared execution.

First, African countries must strengthen policy and regulatory alignment. Harmonising frameworks – particularly around tariffs, fiscal terms, and gas utilisation – will reduce uncertainty and support cross-border investment.

Second, regional infrastructure integration is essential. Given the uneven distribution of gas resources, collaboration on cross-border pipelines, LNG hubs, and shared processing facilities will unlock economies of scale and improve energy access.

Third, collaboration must be institutionalised through structured partnerships involving governments, multilateral, international, and regional bodies, and the private sector. This includes joint project development, coordinated financing, and risk-sharing mechanisms.

Knowledge sharing and capacity building are equally important, with more mature markets supporting emerging ones.

Ultimately, a coordinated regional approach will de-risk projects, attract investment, and unlock Africa’s full gas potential.

What risks does Africa face if it fails to coordinate its energy strategy?

AN: Failure to coordinate energy strategies presents significant risks. For example, there is the risk of fragmented and inefficient investments.

Without alignment, countries may duplicate infrastructure or pursue isolated projects that are not commercially viable, leading to stranded assets and wasted capital.

In addition, limited access to finance becomes a major challenge. Investors are far more attracted to large, integrated markets with clear and consistent policies. A lack of coordination increases perceived risk, raises the cost of capital, and slows down project development.

Furthermore, Africa could face persistent energy poverty. Disconnected national strategies make it harder to optimise resource distribution, meaning gas-rich assets remain underutilised whilst energy-deficient regions continue to struggle with access.

Finally, Africa could miss a critical window to monetise its gas resources within the global energy transition.

In summary, fragmented markets deter investment, increase project costs, and limit economies of scale.

More importantly, they risk prolonging energy poverty and slowing industrialisation across the continent. A coordinated approach, by contrast, enables scale, efficiency, and shared prosperity.

What needs to change to attract more global investment into Africa’s gas sector?

AN: Investors are fundamentally seeking clarity, consistency, and commercial viability. Attracting global investment into Africa’s gas sector requires a strong foundation built on confidence, competitiveness, and clarity.

Central to this is policy stability and regulatory consistency. Investors need predictable fiscal regimes, transparent licensing processes, and assurance that contracts will be honoured over time. Uncertainty in these areas increases risk and discourages long-term capital.

Equally important is ensuring the commercial viability of projects. This involves adopting market-reflective pricing, especially as markets mature, strengthening payment security mechanisms, and establishing credible offtake arrangements, particularly in domestic gas-to-power markets where payment risks have historically been a concern.

Accelerating infrastructure development is also critical as many gas resources remain stranded due to inadequate pipelines, processing facilities, and distribution networks. Bankable, integrated infrastructure projects – often delivered through public-private partnerships – can unlock supply and demand at scale.

Regional market integration further enhances investment appeal by creating larger, interconnected markets with improved economies of scale. In addition, access to financing and effective risk mitigation tools, supported by development finance institutions, will help mobilise private capital.

Finally, strong governance, transparency, and a clear energy transition narrative – positioning gas as a practical transition fuel – are essential to building investor confidence and aligning with global sustainability expectations.

Africa must provide stable and transparent regulatory regimes, bankable fiscal terms, and credible project pipelines. Addressing above-ground risks – such as security, contract sanctity, and ease of doing business – is equally critical.

In addition, partnerships with development finance institutions can play a catalytic role in mobilising private capital through risk mitigation and blended financing structures.

How can regulatory frameworks across African countries be improved or harmonised?

AN: Regulatory harmonisation across Africa should centre on aligning core principles – streamlining licensing processes, fiscal regimes, environmental standards, and cross-border gas trade protocols – to create a more predictable and investor-friendly operating environment.

Achieving this requires deliberate coordination, stronger institutions, and a shared vision for market integration. Greater alignment of policies and legal frameworks – particularly around transparent licensing, standardised fiscal terms, and clear third-party access rules – will reduce uncertainty and support cross-border project development.

Regional bodies such as the Economic Community of West African States (ECOWAS) and the African Union have a critical role in advancing this agenda through model regulations, common codes, and dispute resolution mechanisms that countries can adopt flexibly.

Equally important is the harmonisation of technical, safety, and environmental standards to streamline operations across jurisdictions, alongside strengthening regulatory institutions through capacity building, digitalisation, and knowledge sharing.

Improved transparency, standardised cross-border agreements, and sustained stakeholder engagement will further enhance investor confidence.

Ultimately, harmonisation is about coherence – not necessarily uniformity – creating a stable and efficient framework that supports large-scale gas development and investment across the continent.

What are the NGA’s key priorities to continue promoting and protecting the interests of the gas industry in Nigeria?

AN: Our priorities remain clear:

• Deepening policy advocacy to ensure full and effective implementation of the png Industry Act.
• Promoting investments across the gas value chain, particularly in midstream infrastructure.
• Strengthening industry standards and operational excellence.
• Supporting capacity development and local content growth.
• Enhancing regional collaboration to position Africa competitively in global gas markets.

Finally, what message would you give to investors, policymakers, and young professionals?

AN: To investors: Africa’s gas story is compelling, and the fundamentals are strong. The opportunity is significant for those willing to take a long-term view.

To policymakers: consistency and execution will determine success. The policies are largely in place – what is needed now is disciplined implementation.

To young professionals: the gas sector offers immense opportunities to shape the future of energy in Africa. This is a defining moment, and your skills, innovation, and leadership will be critical.

The post Nigerian Gas Association : Spotlight appeared first on Africa Outlook Magazine.

DRIVING BOTSWANA’S DIGITAL ECONOMY

“Telecommunications (telecoms) is not just about connectivity; it is about enabling businesses to grow, governments to deliver services efficiently, and communities to participate in the digital economy.”

As stated by Refilwe Malope, Head of Enterprise Products at Botswana Telecommunications Corporation (BTC), the telecoms industry plays a crucial role in every sector of the global economy, and its significance
is not to be understated.

Paving the way in this far-reaching industry is BTC – a converged telecoms operator listed on the Botswana Stock Exchange (BSE). The organisation provides nationwide connectivity infrastructure, fibre networks, mobile broadband, cloud and enterprise ICT services, and digital platforms, serving a wide range of customers, including residential users, small and medium-sized enterprises (SMEs), large enterprises, government institutions, and other licensed operators.

“Our purpose is to deliver superior customer experiences and drive Botswana’s digital economy, and our vision is to be a leader in digital and communication services,” details Malope.

“We are focused on delivering customer-centric digital solutions whilst driving national digital transformation and economic growth.”

As a well-established professional within this sector, Malope’s career has been largely shaped by a passion for digital transformation, strategy, and building solutions that create real economic impact. He has worked across banking, logistics, and telecoms, with a strong focus on strategy, product development, and innovation.

Malope quickly realised that his interests lie in telecoms, as it sits at the intersection of digital transformation and economic development.

“My current role allows me to combine strategic leadership, product innovation, and market development to create solutions that empower businesses and public institutions across Botswana. What excites me most about the industry is its ability to transform lives with technology, whether through connectivity, cloud solutions, enterprise platforms, or digital financial services,” he insights.

PASSION FOR DIGITAL TRANSFORMATION

The telecoms industry is currently going through one of the most significant transformations in its history. Traditional voice and data services are no longer the primary drivers of growth. The sector is now evolving into a digital ecosystem that includes cloud services, financial technology (FinTech), cybersecurity, Internet of Things (IoT), and enterprise digital solutions.

“This makes it an incredibly exciting space to be in,” enthuses Malope.

“We are seeing increasing demand for high-speed connectivity, digital platforms, and integrated solutions that enable businesses to operate more efficiently and compete globally. At the same time, the rise of over-the-top (OTT) players, satellite providers, and digital challengers is forcing telecoms operators to innovate faster and rethink business models.”

BTC views this transformation as a key opportunity, as its focus now is on developing digital ecosystems, improving customer experience, and generating new revenue streams through innovation and partnerships – making the industry highly dynamic and forward-looking.

The company is differentiating itself through its strong infrastructure foundation, customer-centric strategy, and commitment to building a digital ecosystem that goes beyond traditional telecoms.

“BTC is not just a connectivity provider; it is a digital enabler,” Malope states.

Having invested heavily in fibre, long-term evolution (LTE), cloud infrastructure, cybersecurity, and digital financial services to ensure customers receive reliable, high-quality, and future-ready solutions, the company is continuing to evolve in pace with the industry. The focus on customer experience, innovation, and strategic partnerships also allows BTC to remain competitive in a market that OTT players and new digital entrants increasingly shape.

Additionally, the company’s national footprint, strong stakeholder relationships, and dedication to digital inclusion position it as a trusted partner in Botswana’s digital transformation journey.

FOUR STRATEGIC PILLARS OF CONNECTION

BTC prides itself on its purpose of building digitally connected communities and driving value creation by empowering customers, transforming operations, and strengthening market leadership – all of which lie at the heart of the company’s strategy and daily operations.

Its four strategic pillars – ICT leadership, digital transformation, new growth areas, and a customer-driven culture – guide how value is created for customers and stakeholders.

ICT leadership focuses on strengthening infrastructure and connectivity, digital transformation ensures efficient and customer-centric operations, new growth areas drive innovation and diversification, and a customer-driven culture guarantees that every solution is designed with the end user in mind.

“This approach allows us to empower businesses, support government digitalisation, and ensure that communities across Botswana have access to reliable connectivity and digital services, ultimately contributing to economic growth and social development,” expands Malope.

Of equal importance to BTC are the corporate social responsibility (CSR) initiatives it participates in throughout the surrounding communities.

The BTC Corporate Social Investment portfolio plays a key role in supporting community development and social impact activities across Botswana. It focuses on education, youth development, digital inclusion, and community upliftment. Initiatives such as the BTC Francistown Marathon, Girls in ICT programmes, and local education projects demonstrate the company’s commitment to empowering communities and supporting national development.

“Through these programmes, we align our corporate social investment efforts with sustainability goals, ensuring that the company’s growth contributes positively to society,” Malope prides.

ENABLING A DIGITAL FUTURE

BTC recognises that the most valuable asset it possesses is its dedicated and talented employees.

“We understand that our people are at the centre of the business’s success; therefore, BTC focuses on building a future-fit workforce through skills development, leadership training, and a strong performance culture,” details Malope.

Employee engagement, continuous learning platforms, and a supportive work environment empower staff to innovate and contribute to the company’s transformation journey. The focus on customer-centricity, collaboration, and accountability helps employees align with BTC’s strategic objectives and deliver value to customers.

“This approach creates a motivated and high-performing workforce that drives innovation and operational excellence,” Malope explains.

Ultimately, BTC plays an unparalleled role in enabling Botswana’s digital economy and supporting national development. As it looks ahead towards a better-connected future, the company’s key priorities include strengthening network infrastructure, expanding fibre and mobile broadband coverage, growing enterprise and digital services, and unlocking new growth areas such as cloud, FinTech, and cybersecurity.

The company will continue focusing on customer experience, technological advancements, and partnerships to drive sustainable growth and enhance shareholder value. There is also a strong emphasis on digital inclusion, ensuring that communities across Botswana benefit from connectivity and cutting-edge solutions.

BTC is well-positioned to lead the country’s digital transformation and capture new opportunities in the evolving telecoms landscape.

“The company is not just a telecoms provider; it is a strategic partner in government digitalisation, enterprise growth, and community empowerment.

“Through investments in infrastructure, digital platforms, and innovation, we have positioned ourselves as a key driver of economic growth and digital transformation in Botswana,” concludes Malope.

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