AS GOOD AS GOLD

Across Namibia, one of the most sparsely populated countries in the world, the vitality of the nation’s mining industry continues to boom as the sector experiences a historic wave of exploration and project development, evidenced by the fact that a record N$1.5 billion of exploration capital was spent in 2025 by members of the Chamber of Mines of Namibia.

B2Gold has meticulously established itself as a greatly respected global gold producer, headquartered in Vancouver, Canada.

Founded in 2007, today the company’s portfolio includes four major active gold mines – the Goose Mine in Northern Canada, the Fekola Mine in Mali, the Masbate Gold Project in the Philippines, and the Otjikoto Mine in Namibia – as well as numerous international development and exploration projects.

Employing a substantial workforce of approximately 6,300 employees worldwide, B2Gold, produces around one million ounces (oz) of gold on a consolidated basis each year.

The business acquired its first African gold development project, the Otjikoto Gold Project (Otjikoto), through a merger with Auryx Gold Corp. in December 2011.

After it received the required mining licence in December 2012, construction of the Otjikoto Mine commenced in April 2013. Within approximately 19 months, the first gold pour occurred in December 2014, ahead of schedule.

In Namibia, Otjikoto is currently the largest underground gold mining operation, following the cessation of open pit mining operations in the beginning of October 2025. Up to the end of 2025, this mine was the largest gold producer in the country since declaring commercial production in 2015.

The mine is located in the north-central part of the nation, approximately 300 kilometres (km) north of the capital, Windhoek.

Processed ore is sourced from the Wolfshag underground mine, supplemented by existing ore stockpiles.

ENGROSSED IN THE INDUSTRY

John Roos is the Managing Director for B2Gold Namibia and has been with the company for 12 years – prior to that he worked for KPMG as a chartered accountant based in Johannesburg, working in the energy and natural resources division with a focus on the mining sector.

“Working at KPMG on major mining clients really sparked my interest in mining. Then, in August of 2014, I received a call from B2Gold, a mining company with operations in Namibia that was in the advanced stages of development, three months out from first gold pour. They asked me to join the Namibian business as a member of the finance team – I joined a month later, and the rest is history,” he recalls fondly.

“If you work at a mining company, you are exposed to many different areas of business – you work with supply chain, banking, insurance, finance, large construction projects, and a range of other functions.

“By contrast, in other sectors one tends to be focussed on one or two disciplines – which is why I chose a career in the mining sector – being able to kick the tyres, crunch the numbers, and make a positive difference to people’s lives is exciting for me.

“B2Gold is an incredible organisation to be part of – both at the corporate office in Vancouver, Canada and in Namibia. This is a very people-focused company, truly living the company values of fairness, respect, transparency, and accountability, understanding that without its people there will be no gold produced,” Roos tells us.

He also had the opportunity to work closely with and learn from Bill Lytle and Mark Dawe, the previous Managing Directors of the Namibian business from whom Roos took over from in 2022.

“With a culture focussed on employee development, I was involved in a number of special projects outside finance from early in my career at B2Gold.”

Those projects included large scale renewable energy initiatives, managing the company’s NamPower grid connection and a number of other exciting social upliftment initiatives, including the Namibian Rhino Gold Bar Conservation Initiative, to mention but a few.

ANTELOPE DEPOSIT

For the next 18 months, B2Gold Namibia’s main focus is the progression of the Antelope Project, a new underground mine that is currently under development.

The development of this underground mine represents a bold new chapter for the Otjikoto Mine, following the closure of open-pit operations in Q4 2025 and transition to becoming an underground mining company.

“Our focus is to stay on track with the development of Antelope, further build out the resource for our existing Wolfshag underground mine, and explore additional opportunities that the current gold environment and record-high prices may create,” Roos sets out.

The Antelope resource was discovered in 2022, and B2Gold Namibia, through support of its majority shareholder, B2Gold Corp., fast-tracked the project through to a preliminary economic assessment, which was released last year.

The company believes the deposit has the seismic potential to change the future of the Otjikoto Mine, representing the next major development of the site.

“We look forward to bringing this exciting project online at the end of 2028, when we expect first ore production to begin. From 2028 through to 2033, Antelope is expected to have a significant impact on our gold production profile, with annual production exceeding 100,000 oz at a low all-in sustaining cost,” he excites.

The Antelope Project’s initial predicted life of mine spanned five years, yielding gold production of approximately 327,000 oz in total, with an average gold recovery of 95 percent.

“However, through additional exploration work, we’ve increased the resource by 67 percent to approximately 650,000 oz, so it’s very exciting for us for the future.”

RESPONSIBILITY IN THE DNA

A resolute dedication to corporate social responsibility (CSR) is deeply ingrained in the DNA of B2Gold Namibia, and the company is proud of its world-class array of initiatives in its CSR portfolio.

Since B2Gold began developing the Otjikoto Mine in 2013, the company has invested consistently in the communities around its operations.

“Investments into our host communities totalled USD$1 million before a single ounce of gold was produced during development of the project”, Roos adds.

At present, cumulative CSR expenditure over the previous 12 years up to the end of 2025 has reached approximately USD$20 million, with investments focused on education, arts and culture, health, the environment, and livelihoods.

Amongst the many impactful projects supported by the company in Namibia, B2Gold has invested in healthcare and water infrastructure, best encapsulated by the clinic built in Otjiwarongo, which was handed over to the Ministry of Health and has supported bulk water infrastructure in the town of Otavi.

“These water projects are transferred to the town council and help communities access clean drinking water at a reduced cost,” Roos explains.

Another important initiative is the company’s agriculture project – B2Gold owns a land package of approximately 18,000 hectares and has developed part of this land into an intensive agriculture hub.

“The project began in 2019 as a pilot and proof of concept, and it has since grown into one of Namibia’s largest white maize production operations. The maize is produced on a commercial basis and sold to local milling companies,” he adds.

Intended to support B2Gold’s long-term post-closure strategy, this agriculture project is expected to become a revenue generator for the company’s foundation, helping to sustain CSR activities after mine closure.

In this way, the project represents sustainability in action and demonstrates exceptional leadership in creating post-mining opportunities.

DIVERSE PROJECT PORTFOLIO

At the same time, cost management remains a key priority.

“We need to make sure that we remain cost-competitive and do not allow our costs to become inflated simply because we are operating in a high gold price environment. Gold prices can very easily return to previous levels, so maintaining cost discipline and thereby future proofing the operation from a cost perspective is essential.”

Elsewhere, on the social side, B2Gold Namibia is also excited about a number of upcoming projects such as finishing the Ombili Primary School this year. Once construction is finalised on the school’s sports facilities, it will hand over the entire project to the Ministry of Education towards the end of 2026.

The Ombili Primary School, which supports around 1,300 learners currently, is nestled in the heart of the Ombili Informal Settlement on the outskirts Otjiwarongo near B2Gold’s Otjikoto Mine and has become a beacon of hope and progress since its establishment in 2019.

B2Gold identified a need in the informal settlement of Ombili, where children were being taught in tents under difficult conditions.

“Serving a diverse learner population with the dedication of its incredible teaching staff, the school has made remarkable strides in both infrastructure and academic achievements.”

The school has become a source of pride for the company, with its learners achieving top positions in regional science fairs and mathematics Olympiads, while the school itself ranks strongly within the region.

In Otavi, the company is looking at several initiatives, including investment in an open-air business park and continued investment in water facilities.

“In the 13 years that B2Gold has been operating in Namibia, we have built an exceptionally strong brand, despite the fact that we had to deal with a period of transition where our workforce was downscaled due to the ending of open pit mining operations.

“We take the lead in investing in communities through our CSR projects, and we invest in initiatives that many mining companies would not dream of taking on,” Roos passions.

“B2Gold is an amazing, forward-looking organisation to be part of and to work for – that is why we receive recognition for the work we do,” he concludes.

B2GOLD NAMIBIA PARTNER

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TURNING INNOVATIVE SOLUTIONS INTO REALITY

The mining industry is currently undergoing a significant transformation driven by technological advancements, sustainability demands, and evolving market dynamics, with increased investment in higher efficiency and modernisation of equipment and services. The contractors that proactively adapt to these changes and prioritise innovation are well-positioned for growth.”

This insight, provided by Albert Comazzi, General Manager of Operations at De Simone Cote d’Ivoire (De Simone CI), highlights the unparalleled shift this crucial sector is currently facing – and, more importantly, the necessity of companies actively ready to face these changes with reliability, confidence, and a passion for innovation.

One such company leading the charge in this new way forward is De Simone CI. As a contract mining solutions provider, including load and haul, drill and blast, crushing and screening, and equipment rental, the company is a stalwart in mining throughout West Africa.

With the ability to offer any client the full project lifecycle for multidisciplinary projects, De Simone CI turns innovative solutions into reality.

“Our main services include earthworks, haulage, and various contract mining services covering drilling, loading, and hauling, in addition to concrete and structural, mechanical, platework, and piping (SMPP) activities. As a growing organisation, we employ a dedicated team of skilled professionals committed to delivering exceptional service,” Comazzi details.

LEADERS IN WEST AFRICA

Comazzi began his career at age 23, supervising construction sites, before quickly being assigned the first mining site construction in Ghana.

“Today, a couple of decades later, I still have the same enthusiastic approach to the mining industry. Fast-moving, high expectations and difficult locations are all challenges that allow us to prove who we are,” he expands.

Bringing his ample expertise and passion to De Simone CI every day, Comazzi has helped transform the company into a future-ready, innovation-centred expert in all things mining. Specifically, De Simone CI is a part of the larger De Simone Group, which boasts over 60 years of experience in civil, mining, residential, and commercial construction throughout West Africa.

What started as a small Ghanaian construction company established by Giovanni De Simone in 1964 has strategically expanded its presence throughout the continent, with operations currently in Côte d’Ivoire, Burkina Faso, Liberia, Nigeria, and more. Additional operations include registered entities in Zambia and Mauritius, alongside Togo and Guinea, which are currently in progress.

The group has built a reputation for delivering high-end construction products for the full construction project lifecycle. It maintains the highest standards of management and workmanship, ensuring projects are staffed with highly experienced and qualified construction professionals.

Equally, it contracts with only pre-qualified and reliable subcontractors that have previous track records in the industry. Such market knowledge means the group’s clients all receive efficient performance, exceeding expectations with every project delivered.

“What sets us apart from the competition is our commitment to safety, quality, and client satisfaction. We leverage our extensive experience in the region and focus on maintaining strong relationships with our clients through transparency and reliable service delivery,” Comazzi prides.

INVESTING IN NEW TECHNOLOGY

As one of West Africa’s leading mining construction companies, De Simone CI strives to maintain and improve its performance by demonstrating outstanding service to its diverse clientele, which includes corporate entities, governments, and private citizens.

“We strive to meet our clients’ needs by emphasising outstanding service and excellent workmanship,” explains Comazzi.

“Our project management teams ensure every project adheres to the highest standards, and we continually seek feedback to refine our processes and services.”

The company provides client infrastructure solutions in the mining, earthworks, and transport industries with paid solutions from an in-country fleet comprising mobile cranes ranging from 75 tonnes (t) to 450 t, and a further diverse range of earthmoving plant equipment, complete with operators and maintenance support.

In recent years, De Simone CI has completed over 10 tailings storage facility (TSF) construction projects across six different clients in Côte d’Ivoire. Its new investments are directed towards building up capacity to undertake contract mining activities alongside construction activities.

“In addition, we have invested in new machinery to enhance our operational efficiencies and expand our capabilities. This investment not only improves productivity but also reinforces our commitment to employing advanced technologies in our operations,” insights Comazzi.

Alongside these projects, of equal importance to the company are its supply chain operations and the relationships it maintains with its partners.

“Our supply chain operations are crucial to our success; we prioritise building strong relationships with partners and suppliers to ensure reliability and quality in our service delivery. This collaborative approach allows us to navigate challenges effectively and maintain operational continuity,” Comazzi affirms.

COMMITTED TO THE FUTURE

Of crucial significance to De Simone CI are the health and safety measures it takes to ensure a safe working environment for all. The company values the lives of all employees and visitors on site and works closely with clients, consultants, and subcontractors to guarantee everyone returns home safely each workday.

Additionally, De Simone CI readily acknowledges the significance of its workers to its continued success.

“We recognise that our employees are our greatest asset. We focus on empowering them through training and development programmes, fostering a culture of recognition where contributions are celebrated. Engaged and motivated staff are essential for achieving our business objectives,” details Comazzi.

In parallel, De Simone CI emphasises its commitment to its neighbouring communities and environments.

“We believe in responsible mining practices that benefit both our clients and the communities in which we operate,” Comazzi highlights.

It is through these commitments and passion for creating a safe, collaborative environment that De Simone CI is able to assert itself as an unparalleled leader within the industry and maintain its reputation for excellent workmanship and on-time delivery dates – elements which are too often overlooked in today’s mining and construction businesses.

As the company continues to look towards the future of the rapidly changing mining industry, it is prioritising the stabilisation of its core mission objectives whilst highlighting the need for innovation and technological progress.

“Looking ahead, our key priorities include expanding our operations and pursuing diversification opportunities within the mining sector. We have specific targets aimed at enhancing our market position and increasing our capacity to take on larger projects,” confidently concludes Comazzi.

DE SIMONE COTE D’IVOIRE PARTNERS

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A LEGACY OF CARE

With the global healthcare sector always having existed at the intersection of immense challenge and extraordinary possibility, demand continues to outpace available resources – and South Africa (SA) is no exception.

“Every day we are confronted by increasingly complex disease burdens, rapid technological advancements, workforce pressures, financial constraints, and growing public expectations,” introduces Dr Matodzi Mukosi, CEO of Tygerberg Hospital, the largest hospital in the Western Cape.

Yet, despite these realities, SA’s healthcare sector remains a rewarding professional environment due to the impact it has.

“Everything we do is both tangible and profoundly human – every decision, interaction, and innovation has the potential to change the course of someone’s life,” he smiles.

Reflecting on the legacy and true value of Tygerberg Hospital in this challenging landscape, Dr Mukosi emphasises how the hospital is ultimately built on the selfless contributions of its staff and the countless moments where science, humanity, and transformation come together.

“The real value of our institution lives in the nurse who comforts an anxious family, porter who reassures a frightened patient, doctor who stays a little longer after their shift to monitor a critical patient, maintenance technician who restores essential services overnight, student who is learning the true meaning of compassionate care, or specialist sharing decades of knowledge with the next generation.”

Indeed, the true legacy of the hospital relates to the extraordinary achievements made possible by ordinary people choosing to serve something bigger than themselves.

EVOLVING HEALTHCARE ECOSYSTEM

Over the years, SA’s healthcare system has been significantly transformed, with the first democratic South African government initially inheriting a structurally fragmented, inequitable, and primarily hospital-centric system in 1994.

“This system was shaped by the apartheid regime where access to care, funding, and infrastructure were ultimately distributed along racial lines,” outlines Dr Melvin Moodley, COO.

Since then, healthcare reform has focused on integrating previously fragmented services, improving equity, and expanding access to quality healthcare for all – a transformation driven by successive policies and reforms aimed at strengthening governance.

“Whilst we celebrate these successes, we continue to face significant challenges in healthcare. SA continues to operate a dual healthcare system in which public and private healthcare coexist,” states Dr Mukosi.

Private healthcare remains accessible only to those who can afford it, creating a fundamental inequality in access to health services that is driven by financial resources.

Although both sectors draw on similar resources, the private sector serves only a small proportion of the population, whereas the public sector caters for approximately 85 percent, many of whom rely exclusively on state-funded healthcare.

“This inequality runs counter to the principles of fairness and equity, which is why we strongly support the implementation of universal health coverage (UHC), aimed at ensuring equitable access to healthcare irrespective of one’s ability to pay,” laments Dr Mukosi.

The implementation of UHC will require a concerted effort to strengthen the healthcare system across the country.

This has led to growing recognition that strong governance and leadership are fundamental drivers of health system performance. Leaders must excel in strategic planning, financial stewardship, quality improvement, workforce management and development, and the cultivation of partnerships across the continuum of care.

“We need leaders who are not only technically competent, but also demonstrate high levels of emotional intelligence so we can develop sustainable health systems that deliver better outcomes for the people we serve,” Dr Moodley adds.

SERVING COMMUNITIES

As one of SA’s largest academic hospitals, Tygerberg Hospital is one of only two central major healthcare sites in the Western Cape.

“We provide highly specialised tertiary and quaternary services across every major clinical discipline, with more than 65,000 patients admitted annually and more than 400,000 outpatient visits each year,” explains Mr Dirk Heyns, Head of Corporate Services.

Spanning the full life course, from foetal medicine and neonatal intensive care to geriatric care, the hospital offers a comprehensive package of tertiary services. These include advanced trauma care, complex surgery, critical care, infectious disease management, and highly specialised allied health services, including its flagship Cochlear Implant Unit.

As the Western Cape’s population has grown significantly over the past two decades, demand for these highly specialised services has increased accordingly.

“As the only referral centre for many of our patients, Tygerberg Hospital must continue to keep pace with growing demand,” notes Dr Mehreen Hunter, Chief Strategy Officer.

“This requires us to continually review our core service mandate, models of care across the health ecosystem, patient referral networks, technological advancement, workforce management, and collaboration with internal and external partners so we can maximise the impact of the resources available to us,” she explains.

POWERFUL PARTNERSHIPS

As an academic institution, Tygerberg Hospital is closely linked with multiple universities, including Stellenbosch University, the University of the Western Cape, and the Cape Peninsula University of Technology.

Through these academic partnerships, it can deliver world-class teaching, training, and research.

Indeed, Tygerberg Hospital has a reputation for exceptional clinical training and is a sought-after destination for local and international undergraduate and postgraduate students.

“Our relationships with universities have evolved into true partnerships, enabling us to collaborate in fulfilling our mandate of service delivery, teaching, training, and research,” comments Mr Heyns.

Tygerberg Hospital has come to understand that meaningful transformation cannot be achieved in isolation; rather, it is strengthened through enduring partnerships with academic institutions, clinical teams, organised labour, patients, communities, and stakeholders who share responsibility for building a stronger and more responsive health system.

“One of our most critical partnerships is with our Hospital Board, which provides an important link between Tygerberg Hospital and the communities it serves.

“Through its oversight, advocacy, and engagement, the board ensures the perspectives and needs of patients and communities inform decision-making and service improvement initiatives,” notes Mrs Vuyokazi Dubase, Acting Head of Nursing Services.

PART OF A HEALTH ECOSYSTEM

The Western Cape Department of Health and Wellness has distinguished itself over several decades through sustained investment in strengthening health systems.

“One of the most significant shifts I have witnessed over the course of my career has been the move away from hospitals functioning as isolated institutions towards a far more integrated ecosystem approach to healthcare,” says Dr Mukosi.

“Our responsibility for patient care is not limited to what happens within our facility alone. We are health stewards, working to improve healthcare at every stage of the patient journey.”

This approach has been deliberately fostered by the Western Cape Department of Health and Wellness under the leadership of Dr Keith Cloete, Head of Department.

“We are all stewards of healthcare along the care continuum, with a shared responsibility to ensure all people in the province have access to quality healthcare,” explains Dr Hunter.

“Success is therefore no longer measured simply by what happens within our own walls, but by how effectively we strengthen the broader health system and improve the patient journey across multiple levels of care,” she adds.

PEOPLE FIRST

“Although our institution has been responsible for numerous pioneering advances, including several national and international firsts, their true value lies in how we use them to improve access, redesign systems around patient needs, strengthen partnerships, and deliver high-quality care more effectively within resource-constrained environments,” Dr Mukosi reflects.

Over the years, this has reinforced one of the most important lessons in healthcare: that exceptional care is fundamentally about people – not only the patients, but also those who deliver care every day.

“Technical excellence will always remain essential, but patients remember how they were treated just as much as the treatment they received,” Dr Hunter points out.

For this reason, sustainable healthcare depends on creating environments in which staff feel valued, supported, and empowered to deliver their best every day.

“When we invest in our people, we strengthen our ability to care for others; that, ultimately, is the foundation on which resilient and compassionate health systems are built,” Dr Mukosi states.

50 YEARS OF TRANSFORMATION

Having been established in 1976, this year marks the hospital’s 50th anniversary and, like the country itself, the institution has undergone significant transformation over the decades, moving from a hospital shaped by division towards one increasingly defined by inclusion, collaboration, and a shared purpose.

“That journey has not always been straightforward, but it has been essential, and at the heart of this legacy are the countless people who have worked tirelessly and selflessly at this institution for years,” Dr Mukosi acknowledges.

“50 years represents far more than an anniversary. It provides an opportunity to reflect on the millions of lives that have intersected with this institution and the direction we wish to take this hospital going forwards,” he adds.

“Most people remember Tygerberg Hospital as the place where a life was saved, where they held their newborn child for the first time, or where hope was restored during moments of profound uncertainty.”

“We are immensely proud of our clinical and internationally renowned academic achievements, but what makes me most proud is the culture we are building, legacy we are shaping, and incredible people who show up every day with extraordinary commitment,” notes Mrs Dubase.

“Indeed, Tygerberg Hospital’s greatest strength has never been its size, capacity, or media presence, but the people who make the facility a home and a place of hope.”

MAKING THE IMPOSSIBLE POSSIBLE

As an academic hospital, Tygerberg Hospital’s clinicians, researchers, and educators continually challenge existing practices to provide premium services to all patients.

Impactful research is key to this mission, generating evidence that guides clinical decision-making, drives innovation, and facilitates improvements in the way healthcare is delivered.

“Whether through pioneering clinical procedures, advances in medical technology, or new care models, innovation is only valuable if it ultimately improves patient outcomes, increases access to care, and strengthens the health system,” Dr Hunter informs.

Some of Tygerberg Hospital’s most significant innovations have changed the lives of families across SA, making the impossible seem possible.

In 1984, for example, the hospital’s Reproductive Biology Unit was responsible for the breakthrough that led to the birth of the country’s first baby conceived through invitro fertilisation (IVF), opening new possibilities for many couples experiencing infertility.

This was followed by numerous advances in reproductive medicine that helped establish Tygerberg Hospital as a leader in the field.

Then, in 1986, the hospital performed SA’s first multi-channel cochlear implant, establishing a programme that transformed the lives of children and adults living with profound hearing loss.

Tygerberg Hospital’s commitment to innovation continued through the decades, with interventions including the world’s first successful penile transplant in 2014; becoming the first South African government-run hospital to perform robotic surgery using the Da Vinci Surgical System in 2022; successfully performing the country’s first living donor kidney removal using robotic surgery in 2025; and making history by performing SA’s first fully internal limb reconstruction and bone transport procedure in 2025.

“Yet, whilst these milestones are remarkable, they are not how we define success,” Dr Mukosi points out.

“The true measure of innovation is not defined by whether we are the first but by the impact these interventions have on the people we serve – whether patients live longer, recover faster, regain functionality, become parents after years of uncertainty, or return to their families with renewed hope.”

This is the enduring philosophy that continues to shape everything Tygerberg Hospital does.

STRENGTHENED BY HUMILITY

Constructed 50 years ago in what was a very different landscape, it is no surprise Tygerberg Hospital’s existing infrastructure has reached the end of its serviceable lifespan.

Therefore, plans to reimagine the hospital have been developed through the replacement of the current facility with two new hospitals: Tygerberg Central Hospital and Metro-East Regional Hospital.

“This project is about far more than replacing ageing buildings. It is an opportunity to reconsider healthcare delivery and redesign it around modern patient expectations, technological advancement, multidisciplinary collaboration, and future healthcare needs whilst preserving the values that have come to define us over the course of our 50-year journey,” Dr Hunter highlights.

Looking ahead, the hospital’s key priorities for this year are centred around three interconnected areas; people, clients, and the health system.

With regard to its people, the institution intends to continue fostering psychologically safe spaces in which staff feel valued and respected, whilst continuing to invest in leadership, staff well-being, and organisational culture.

Tygerberg Hospital also seeks to improve the patient experience by focusing on the needs of its clients – from entering the facility to receiving excellent care and a safe discharge, it wishes to enhance all aspects of the patient experience.

“We will focus on strengthening the health system, clarifying and bolstering our service platform through closer collaboration across the provincial health ecosystem to ensure patients receive optimal care in the most appropriate setting,” Dr Moodley explains.

An important part of this work is expanding strategic partnerships and twinning initiatives – where institutions or health systems commit to learning from each other over time to strengthen services, leadership, and performance.

Based on Tygerberg Hospital’s belief that no single institution, country, or context has all the answers, it is currently part of multiple twinning programmes at both national and international level.

“Healthcare is strengthened through humility when organisations learn from one another and grow together,” Dr Mukosi reflects.

“All these priorities converge into a single mandate: to use 50 years of learning to create not only a stronger institution but also a sustainably stronger ecosystem for our patients today and for future generations,” he passionately concludes.

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CEMENTING A SUSTAINABLE FUTURE

“Across the Indian Ocean region, population growth, urbanisation, tourism development, and major public infrastructure programmes continue to generate strong demand for construction. Governments are investing in roads, desalination plants, renewable energy infrastructure, and affordable housing, whilst private developers increasingly seek higher-quality, longer-lasting, and more sustainable building solutions.”

This insight into the transformative era that the construction industry is currently experiencing, provided by Urs Straub, Group CEO of Cementis Group (Cementis), highlights the necessity for companies ready to pave the way for this innovation-driven future.

One such business that has already proved itself a stalwart within the industry is Cementis – a leading regional producer and supplier of cement and construction solutions across the Indian Ocean islands, with operations in Mauritius, Réunion, Mayotte, Comoros, and Seychelles.

“This October marks our fifth anniversary. Although the group itself is relatively young, the businesses that form Cementis have been supporting construction and infrastructure development in their respective markets for decades. During the past five years, we have successfully integrated these operations under a single regional vision whilst preserving the strength, heritage, and identity of each local business,” states Straub.

Today, Cementis operates through a portfolio of well-established local brands that have become benchmarks in their particular fields.

This collective of specialist knowledge is advantageous as the construction industry fundamentally redefines itself, with environmental performance, digitalisation, circular economy principles, and customer-centric innovation becoming the new drivers of competitiveness. This evolution is especially meaningful in island territories where Cementis primarily operates.

“Across the regions we work in, environmental challenges are not abstract concepts debated in boardrooms; they are lived realities. As an industrial group, we therefore have a responsibility that extends beyond supplying construction materials. We believe our role is to help shape a construction industry capable of supporting economic development whilst preserving the exceptional natural environment that defines our islands,” he expands.

This philosophy sits at the heart of the company’s strategic roadmap as it works to transform Cementis from a traditional cement supplier into a provider of sustainable construction solutions that combine technical excellence with environmental responsibility.

PASSION WITH PERFORMANCE

Having begun his career at General Motors, where he got his first exposure to how large and complex international organisations operate across multiple markets, Straub quickly found himself across the globe working for notable companies, such as Cemento Polpaico, Holcim, Aljabor Cement, and LafargeHolcim’s Indian Ocean cluster, alongside founding Factum Intelligence.

In 2025, he was appointed CEO of Cementis, overseeing operations across numerous islands.

“Today, our ambition is to become the leading provider of sustainable, performance-driven construction solutions across the Indian Ocean. This transformation is about strengthening our industrial capabilities, accelerating innovation, developing lower-carbon products, empowering our people, and placing customers at the centre of everything we do,” Straub highlights.

Alongside Cementis’ strong brand portfolio, its activities extend beyond cement distribution. It operates cement terminals, blending facilities, bagging plants, three ready-mix concrete operations, one precast manufacturing facility, and advanced R&D laboratories. Every day, the company serves major infrastructure developers, multinational contractors, local construction companies, distributors, and individual builders across the region.

However, what truly defines Cementis is not only what it produces, but its partners and where it is going.

“Our vision is simple: to help build a more prosperous, resilient, and sustainable Indian Ocean for future generations,” asserts Straub.

Several factors distinguish and assist the company in achieving its vision, but its greatest strengths are its multicultural teams and combination of regional integration, local expertise, and long-term vision. Unlike other competitors operating within a single market, Cementis has built a truly regional platform spanning five island economies, enabling the company to optimise logistics, transfer expertise, accelerate innovation, and create synergies that improve operational efficiency and customer service.

A prime differentiator for the business lies in its strategic transformation.

“Historically, the cement industry has competed largely on production capacity and price. Our roadmap deliberately moves beyond this model. We are shifting from products to integrated construction solutions, from volume to value, from commodity markets to technical specifications, and from reacting to market demand to actively shaping it,” he explains.

“Ultimately, we do not simply want to be recognised as the largest cement supplier. We want to become the preferred technical partner for everyone involved in designing and building the infrastructure of tomorrow.”

INNOVATION AT THE CORE

Responsibility is deeply embedded in Cementis because the infrastructure the company helps to build will serve communities for generations.

“Every day, our products contribute to the construction of schools, hospitals, roads, bridges, and homes throughout the Indian Ocean. That gives us a responsibility that extends well beyond manufacturing cement. Our vision is based on a simple conviction: long-term economic performance and environmental responsibility must progress together,” Straub details.

Across its operations, Cementis has already made important decisions that reflect this philosophy, with a prime example being its transition from polypropylene bags to kraft paper bags across Mauritius, Réunion, and Mayotte. In parallel, the company is investing heavily in lower-carbon cements, industrial efficiency, responsible sourcing, and innovation.

Beyond environmental initiatives, Cementis is prioritising employee development, governance, safety, and technical expertise because sustainable companies are built on strong people as much as strong industrial assets.

Additionally, the company is embarking upon a variety of initiatives which illustrate the transformation taking place across the business.

“One of the most strategic initiatives is the development of new grinding and blending facilities in Mayotte. These projects will enable us to manufacture multiple cement grades locally whilst significantly reducing clinker consumption through the incorporation of locally available mineral components. This will represent both an environmental and economic opportunity,” expands Straub.

In Mauritius, Cementis continues to invest in upgraded and highly efficient bagging facilities, digital commerce, artificial intelligence (AI), and value-added construction products that extend its offering beyond traditional cement. Meanwhile, in Réunion, the company is focusing on developing specialised mortars and supporting major infrastructure projects through innovative, low-carbon solutions.

Finally, in Seychelles, it is strengthening logistics infrastructure, modernising industrial facilities, and expanding the distribution network to improve customer service.

“Collectively, these investments are aligned with one strategic objective – transforming Cementis from a cement supplier into a regional construction solutions company,” he notes.

SHAPING THE FUTURE

As Cementis continues to look towards the future, the company recognises that sustainability is no longer a separate corporate social responsibility (CSR) initiative; it has become one of the fundamental drivers of its business strategy.

In 2024, Cementis became one of the first building materials companies in the Indian Ocean to complete a comprehensive carbon assessment covering all of its operations.

“This gave us a detailed understanding of our direct and indirect emissions, energy consumption, and logistics footprint, enabling us to identify where we can achieve the greatest reductions,” Straub recalls.

In Réunion, Cementis is currently the only cement manufacturer offering a locally produced CEM-V cement incorporating slag and pozzolanic materials. The blended cement technology has been successfully used throughout Europe for many years and combines excellent mechanical performance with approximately 30 percent lower carbon emissions compared with traditional cement production.

This is not an experimental product; it is fully CE and Norme Française (NF) certified, carries the PM-ES designation for marine and sulphate-resistant environments, and has already been selected for major construction projects including residential developments for Icade and the future Lycée des Métiers de la Mer in Réunion.

“This demonstrates that environmental performance and technical excellence are not mutually exclusive. On the contrary, they reinforce one another,” he emphasises.

Equally, Cementis’ strategic roadmap is centred around one clear ambition – transforming the company into the leading provider of sustainable construction solutions across the Indian Ocean. Over the coming years, it will invest in market intelligence, commercial excellence, customer experience, and innovation whilst expanding its portfolio of lower-carbon products.

An important milestone will be the deployment of additional blended cement technologies across the company’s territories. At the same time, it will expand local blending capabilities in Mayotte and Comoros, increasing the use of regional mineral resources, strengthening its research laboratories, and accelerating the development of innovative products and services.

“Ultimately, our objective is not simply to reduce carbon emissions. It is to demonstrate that sustainable construction can simultaneously deliver greater technical performance, longer infrastructure life, and stronger economic value for our customers and communities,” proudly concludes Straub.

CEMENTIS GROUP PARTNER

The post Cementis Group : Cementing a Sustainable Future appeared first on Africa Outlook Magazine.

PAN-AFRICAN DREAM

“The industry has matured considerably over the past three years. When we last spoke, the conversation was largely about access and availability – getting quality inputs into farmers’ hands. Today, the conversation has shifted towards sustainability, regulation, and data.”

Since our previous interview in August 2023 with Rushabh Shah, Chief Business Officer at Osho Chemical Industries Ltd. (Osho Chemicals), there has been a clear move towards biological and integrated solutions as farmers, regulators, and consumers all become more conscious of residues and resistance management.

The regulatory environment has tightened too, both at the Kenyan level through the Pest Control Products Board (PCPB) and across the wider East African Community (EAC) and Common Market for Eastern and Southern Africa (COMESA) markets, which is a positive development – it raises the bar on quality and pushes out counterfeit and substandard products, which has long been a challenge for the sector.

At the same time, the macro environment has been demanding; currency volatility, the cost of imported raw materials, climate variability, and shifting tax policy have all tested resilience.

“What we’ve learned is that the companies that invest in local manufacturing, genuine farmer relationships, and their own people are the ones that come through these cycles the strongest. That has very much shaped how we’ve run Osho Chemicals over the last three years,” Shah reflects.

MARKET EXPANSION

Osho Chemicals began as an industrial chemicals trading business in Kenya before identifying the opportunity to transform the agricultural input landscape across East and Southern Africa.

Today, it is the leading manufacturer, marketer, and distributor of crop protection, animal health, public health, and industrial chemical products, as well as farm equipment and allied products and services.

Headquartered in the Kenyan capital, Nairobi, where it operates the largest agrochemical manufacturing facility in East and Central Africa, the company now has a direct presence across a further five markets – Uganda, Tanzania, Rwanda, Zambia, and Malawi – with Ethiopia now coming onstream.

“Expansion into new markets is a core part of our growth strategy, and Ethiopia is where our focus and energy are right now,” outlines Shah.

Ethiopia is a large market with enormous agricultural potential and a farming population that stands to benefit significantly from access to quality crop protection, animal health, and public health solutions.

“We already have feet on the ground in Ethiopia – our team is established and in place – and we are working through the final registration formalities before we can trade at full scale. It’s an exciting position to be in because the hard groundwork of building a local presence and capability is already done,” he tells us.

“That reflects how we approach new markets generally. Rather than simply exporting product, we build a genuine local presence – establishing distribution, putting technical and agronomic support on the ground, and navigating each country’s registration and regulatory requirements properly. That groundwork takes time, but it allows us to serve farmers sustainably and responsibly over the long term.”

The Democratic Republic of the Congo (DRC), meanwhile, remains firmly on Osho Chemicals’ radar as a market of real long-term potential.

It continues to evaluate the DRC, however entering a market well matters far more to the company than entering quickly.

“Our immediate priority is doing right by Ethiopia whilst deepening our leadership across our existing footprint – particularly in animal health and public health, where we intend to be the number one brand of choice for our customers,” Shah affirms.

POINTS OF PRIDE

Alongside expansion into new markets, there is much for the company to be proud of since we last spoke three years ago.

For example, Osho Chemicals has brought 28 new products to market – that pace of innovation is only possible because of its investment in R&D and local manufacturing.

“It reflects a deliberate strategy of staying ahead of farmers’ evolving needs, whether that’s resistance management, the shift towards biologicals and more sustainable solutions, or filling gaps in our animal health and public health portfolios,” states Shah.

Then there’s Osho Chemicals’ independent validation by Ipsos as Kenya’s number one farmer brand, a result that means a great deal as it came from farmers themselves through an independent, credible research process.

The company’s own proprietary sales automation software, Osho Force, has also been developed and rolled out, giving a genuinely deep insight into how its teams are engaging with farmers on the ground – who they’re reaching, how often, and to what effect.

Osho Force has transformed how the company manages and coaches its commercial teams and means decisions are now driven by real data on farmer engagement rather than instinct.

“For a business whose model is built on going to the shamba, being able to measure and improve engagement at scale is a significant step forward,” Shah emphasises.

Osho Chemicals has also stepped up its investment in biological products and integrated solutions in recent years.

This is where the market is heading – driven by resistance management, residue requirements in export crops, and rising consumer and regulatory expectations – and the company intends to lead rather than follow.

“Building this capability locally, and pairing it with the agronomic support farmers need to use these products effectively, is central to how we see the next decade of African agriculture,” he sets out.

SUPPORTING WOMEN

Another recent proud achievement for Osho Chemicals is being recognised as the Best Workplace for Women in Kenya by Great Place to Work Kenya.

This demonstrates the company’s commitment to building an inclusive, supportive, and empowering environment where women can thrive, excel, and lead with confidence.

“We’re genuinely proud of this recognition because it reflects everyday practice rather than any one-off initiative,” highlights Shah.

“Supporting women is part of our culture, and the award is an independent affirmation of years of intentional effort.”

In practical terms, Osho Chemicals upholds fair and transparent recruitment, promotion, and pay practices to ensure equal opportunities for growth and leadership.

Moreover, the company provides flexible working arrangements where possible to support work-life balance, alongside structured career development and continuous learning.

“We’ve also put concrete measures in place, including a dedicated mothers’ room that gives nursing mothers a supportive and dignified environment,” Shah adds.

“For us, inclusion is both a cultural priority and a business imperative; inclusion and equal opportunities build trust, drive innovation, and sustain long-term performance. When women across every department can thrive, excel, and lead with confidence, the whole organisation is stronger for it.”

WORKPLACE VALIDATION

Likewise, being named Africa’s Top Manufacturer by CIO Africa is an achievement Osho Chemicals holds in very high regard.

It’s the result of decades of consistent effort – a validation of the company’s dedication to quality manufacturing, customer trust, and continuous improvement.

“In an increasingly competitive and globalised manufacturing landscape, it positions Osho Chemicals as a benchmark for what African manufacturing can achieve at world-class standards,” acclaims Shah.

Being ranked the No. 2 Best Workplace in Kenya by Great Place to Work is equally meaningful because it comes directly from the voices of Osho Chemicals’ own people through a confidential, data-driven survey.

These awards matter commercially as well as culturally as they give credible, independent validation of the workplace, which reinforces pride and loyalty amongst existing colleagues and helps Osho Chemicals attract skilled professionals who value purpose, growth, and fairness.

“Motivated, satisfied employees are more focused, accountable, and quality-conscious. In a manufacturing environment, that translates directly into improved safety, higher productivity, better quality output, and reduced inefficiency,” Shah insights.

Last year, Osho Chemicals also made its debut at the CIO100 Awards and walked away as the winner of the PlusOne Awards Manufacturing Sector 2025.

The CIO100 is a pan-African platform that recognises digital leadership across banking, telecommunications, healthcare, energy, and every other sector – the titans of African industry.

“What makes this award particularly meaningful is who we were up against. For an agrochemical manufacturer to stand on that stage in its first year and win says something important – that technology leadership in Africa is not the preserve of the sectors people expect it from. It’s validation of the digital transformation work we have been quietly doing for years and the team behind it,” prides Shah.

CLEAR SENSE OF DIRECTION

Vision 2028 gives Osho Chemicals a clear sense of direction, and at the heart of it is an ambition to become a pan-African business – reaching farmers in every corner of the continent, not just the markets served today.

“That is the dream, and everything we are building is pointed towards it,” Shah enthuses.

Technology is central to that vision, with the company placing significant emphasis on artificial intelligence (AI) and precision agriculture, which it believes will define the next era of African farming.

Precision agriculture allows farmers to apply the right input, in the right place, at the right time – improving yields whilst reducing waste, cost, and environmental impact.

Combined with AI, it gives Osho Chemicals the ability to turn data into genuinely actionable agronomic advice at scale.

“Osho Force has already shown us what’s possible when you bring real data to farmer engagement, and that is only the beginning,” notes Shah.

Alongside, the company’s other priorities are portfolio leadership – particularly in animal health, public health, and biologicals, where it intends to be the number one brand of choice – and continued investment in manufacturing capacity and capability to keep raising the standard for what local African manufacturing can deliver.

Underpinning everything is Osho Chemicals’ commitment to its people and the farmers it serves.

“Scale means nothing if we lose the closeness to the farmer that got us here. Vision 2028 is ambitious, but it’s built on the same foundations that have carried us for over three decades: quality, trust, and going to the shamba,” closes Shah.

The post Osho Chemical Industries Ltd. : Pan-African Dream appeared first on Africa Outlook Magazine.

DRIVING INNOVATION FOR AUTOMOTIVE EXCELLENCE

HESTO Harnesses (HESTO) is one of the Southern Hemisphere’s leading manufacturers of automotive electrical distribution systems, supplying Toyota, Ford, and Isuzu whilst employing over 7,000 people in KwaZulu-Natal, South Africa (SA).

Supplying world-class wiring harnesses and combination meters to some of the most respected automotive brands, the company’s operations make it one of the largest employers in the region, utilising advanced production technologies and skilled teams to produce complex systems that meet global automotive quality standards.

Established more than 35 years ago, HESTO was incepted as a strategic collaboration between three prominent manufacturing companies – Hella, Smiths, and Toyota – to bolster the burgeoning automotive industry in SA.

Approximately 20 years ago, it entered into a technical licensing agreement and a joint venture with Yazaki Corporation (Yazaki) – the world’s largest electrical distribution systems manufacturer.

As a result, the company is 74.9 percent owned by Metair and 25.1 percent by Yazaki, effectively combining global expertise, engineering capability, and industry-leading innovation, thereby enabling the implementation of international best practices whilst delivering solutions tailored to the South African market.

“That evolution from a regional supplier into a major manufacturing partner is the thread running through HESTO’s story: a company rooted in KwaZulu-Natal, strengthened by global collaboration, and now preparing for a more complex, electrified, and sustainability-driven automotive future. One thing has remained constant: our commitment to quality, innovation, and people,” introduces Alex Holmes, Managing Director.

“These three pillars continue to shape how we grow and position HESTO for the future.

Being based in KwaDukuza has significantly influenced our business. Whilst operating in a semi-rural environment presents challenges, it has also become one of our greatest strengths,” he adds.

This unique blend of local engagement and global collaboration positions the company to overcome challenges and prosper in a competitive landscape.

“What truly sets HESTO apart is our people. As wiring harness manufacturing is people-intensive, our workforce is at the heart of our business; over the years, we’ve built a reputation for developing local talent, creating meaningful employment opportunities, and equipping our people with the skills they need to succeed. The commitment, adaptability, and resilience of our employees are what enable us to consistently deliver the quality our customers expect,” continues Holmes.

“Of course, operating outside a major metropolitan area also requires us to think differently. We invest significantly in skills development, employee well-being, and the infrastructure that supports our workforce because we recognise that building a sustainable business goes hand in hand with building a strong community. Ultimately, our location isn’t something we’ve had to overcome; it’s become one of the reasons we’ve been able to build such a resilient and people-focused organisation.”

PAVING THE WAY FOR FUTURE SUCCESS

In recent years, HESTO has experienced significant growth, expanding its customer base to include the Ford Ranger programme alongside its long-standing partnership with Toyota.

This expansion led to the establishment of a new 30,000-square-metre (sqm) manufacturing facility and the creation of around 5,000 jobs in a relatively short period, enhancing the company’s capabilities and broadening its experience, positioning it as a trusted partner to global automotive manufacturers.

“We are now focused on solidifying the foundations we’ve created, and we want to maintain the quality and reliability our customers have come to expect,” Holmes determines.

“We are also planning an exciting and significant investment in our solar energy project, utilising approximately 60,000 sqm of roof space across our facilities to harness renewable energy to support our operations.”

Beyond reducing HESTO’s environmental footprint, the solar project is an investment in long-term business resilience, helping the company manage future energy demands whilst advancing its broader environmental, social, and governance commitments (ESG).

“We continue to invest in the systems, infrastructure, and capabilities that will support our future growth. Whether it’s developing our people, strengthening our manufacturing operations, or improving sustainability, every investment we make is guided by one simple principle: creating a business that is stronger tomorrow than it is today.”

For HESTO, sustained growth involves more than just expanding production; it means developing an organisation that supports long-term success. As the company evolves, it is investing in systems and processes to remain agile, resilient, and future-ready.

Following the successful expansion of HESTO’s Ford programme, one of the company’s key priorities is securing future business by continually demonstrating its engineering capability, manufacturing excellence, and ability to meet the increasingly complex requirements of global automotive customers.

“Vehicle programmes are evolving at a rapid pace, with hundreds of engineering changes introduced throughout a product’s lifecycle, and our ability to respond quickly and accurately is critical to maintaining our competitiveness,” he points out.

To support this, HESTO is investing in areas such as product lifecycle management, engineering systems, and enterprise resource planning (ERP), enabling greater visibility, consistency, and collaboration across the business.

“Whilst some investments may not always be visible to our customers, they strengthen the foundations of our organisation and allow us to deliver with greater precision, reliability, and efficiency.

“Our goal is not simply to grow; it’s to build a business that can sustain that growth for decades to come. By strengthening our internal capabilities today, we’re ensuring HESTO remains a trusted partner to our customers and a resilient business for our shareholders, employees, and the communities we serve,” Holmes ardently expresses.

BUILDING A RESILIENT SUPPLY CHAIN

HESTO’s supply chain is vital to its success, accounting for around 50 percent of sales costs. As such, a strong supplier network enables the company to consistently deliver quality and reliability to its customers.

Utilising three main sourcing channels, the first of which is through Yazaki’s Global Purchasing Organisation in Singapore, allows HESTO to leverage established supplier relationships and the purchasing power of a leading automotive component manufacturer.

The second supports the company’s Ford programmes, which involve close collaboration with suppliers in North and Central America and other global markets to meet Ford’s engineering, quality standards, and performance requirements.

The third focuses on local procurement by partnering with South African suppliers such as Unitrade and HellermannTyton. This collaboration not only meets local content requirements but also strengthens the country’s automotive manufacturing value chain and improves supply chain responsiveness.

“Across all three sourcing channels, quality is a non-negotiable expectation – it’s the foundation of every supplier relationship we establish. From there, our focus shifts to continuous improvement.

“We work collaboratively with suppliers to identify opportunities for product enhancements, innovation, and improved manufacturing performance, ensuring we continue to meet the evolving expectations of our customers and the global automotive industry,” asserts Holmes.

Certain criteria affect the decisions made regarding the sourcing of raw materials and components.

“In the automotive industry, sourcing decisions have typically centred on three key criteria: quality, cost, and delivery (QCD). Those principles remain the foundation of every sourcing decision we make. However, today’s environment requires us to look beyond traditional measures,” he outlines.

Increasingly, resilience has become a critical factor in supplier selection. The disruption experienced across global supply chains over recent years has demonstrated that quality products delivered at the right price are only valuable if suppliers have the resilience to continue operating in an increasingly unpredictable world.

“When we assess potential suppliers, we look not only at their quality performance and competitiveness, but also the long-term sustainability of their business. Financial stability is an important consideration, as we’ve seen the impact supplier failures can have on the continuity of supply across the automotive industry,” warns Holmes.

“Therefore, we prefer suppliers with flexible manufacturing footprints across multiple locations, which enables us to adapt to geopolitical events or logistics challenges as they arise, ensuring greater continuity for our customers.”

Thus, whilst QCD remains an essential expectation, resilience has become a key differentiator. Additionally, HESTO encourages its supply partners to innovate and continuously improve, fostering supplier relationships that evolve together in response to changing market conditions.

“The strongest supplier relationships are those that continually evolve together,” Holmes says.

EMPOWERING EXCELLENCE WITH INTEGRATED INNOVATION

ERP software has significantly improved efficiency in HESTO’s supply chain management. Once fully implemented, the system will enhance planning, inventory management, traceability, and supply chain visibility, leading to better decision-making and operational efficiency.

Indeed, access to accurate, real-time information will also strengthen collaboration between functions, improve responsiveness, and support more effective planning in manufacturing and supply chain operations.

“Our ERP transformation remains one of HESTO’s key strategic initiatives. Whilst the programme is still being implemented, it represents far more than a software upgrade; it’s an investment in building a more integrated, agile, and data-driven organisation that is better equipped to support our future growth,” assures Holmes.

Ultimately, the ERP transformation is about creating a stronger operational foundation. By improving the way information flows across the organisation, HESTO is positioning itself to make faster, better-informed decisions whilst continuing to deliver the levels of quality, reliability, and service its customers expect.

“Whilst innovation is essential for our long-term growth, it does not mean replacing people with machines. Manufacturing wiring harnesses is a skilled, labour-intensive process that values precision and craftsmanship. For us, innovation involves supporting the workforce, refining processes, and preparing for the future,” Holmes resolutely proclaims.

Although HESTO continues to invest in specialised manufacturing technologies across its production facilities, one of the company’s greatest areas of focus is developing the skills of its workforce.

“The faster we can equip employees with the knowledge and confidence to perform at the highest standard, the faster we can respond to our customers’ needs without compromising quality. That’s why we’ve invested significantly in training, capability development, and the systems that support continuous learning.”

Innovation also means anticipating where the automotive industry is heading. As vehicle technologies evolve, so too must the products HESTO manufactures.

“We’re closely monitoring the industry’s transition from traditional copper wiring to aluminium conductors, as well as the growing demand for high-voltage electrical distribution systems required for hybrid and electric vehicles (EVs). These developments present exciting opportunities, and we’re ensuring our technologies, manufacturing capabilities, and people are ready to support the next generation of mobility.

“Ultimately, innovation isn’t a destination; it’s a mindset. It’s about continuously challenging ourselves to improve, adapt, and evolve so we remain a trusted partner to our customers today and well into the future,” states Holmes.

TRANSFORMING HESTO’S HERITAGE INTO A LEGACY

Operational excellence and sustainable growth are key priorities for HESTO, but the company’s main focus for the coming year is on its people and the culture shaping its future.

“Launched in 2026, OUR HESTO is our cultural transformation initiative that builds on our heritage whilst preparing for our next stage of growth,” impassions Holmes.

“We describe our journey as evolving from old HESTO to new HESTO and, ultimately, ‘OUR HESTO’ – building on our strengths whilst fostering a culture that positions us as a people-first, values-led organisation that is investing in its future.”

To support this vision, HESTO is rolling out seven core values, including trustworthiness, commitment, teamwork, and staff well-being, which the company wants reflected in how it leads and serves customers.

“Our culture is our long-term competitive advantage. Whilst technologies and markets change, an organisation united by shared values and purpose will flourish. If we can unlock the minds and hearts of our employees by year-end, we will have built a strong foundation for our future success.

“Despite our achievements, we cannot afford to stand still – that is not an option. The automotive industry is undergoing one of the most significant transformations in its history, and our ability to remain competitive will depend on how effectively we continue to evolve,” Holmes highlights.

HESTO has seen a global shift toward hybrid and EVs and, in SA, the market is becoming increasingly competitive with the growth of vehicle imports from countries like China and India, which creates both challenges and opportunities.

As such, this reinforces the need for HESTO to stay agile, innovative, and focused on continuous improvement.

“Professionalising our organisation remains an important priority. As we grow, we must continue strengthening our systems, developing our people, and improving the way we operate, whilst never losing sight of the experience, commitment, and ingenuity that have been the foundation of HESTO’s success for many years.

“Remaining competitive means continually improving our quality, efficiency, and cost competitiveness so we continue to deliver value to customers such as Toyota, Ford, and Isuzu. Ultimately, our goal is not simply to respond to change, but to anticipate it and position HESTO to thrive in an increasingly dynamic global automotive industry.

“The future will belong to organisations that can combine world-class systems with the passion, dedication, and ingenuity of their people, and that’s exactly the organisation we’re building,” Holmes concludes emphatically.

The post HESTO Harnesses : Driving Innovation for Automotive Excellence appeared first on Africa Outlook Magazine.

AN OPEN-CAST COLOSSUS

The vast open-cast mining landscape in Africa has witnessed myriad changes over the past three decades, transitioning from manual, labour-intensive, and shallow excavation to large-scale automated operations, driving many industry players to rapidly evolve or fall short of innovation.

Spearheading forward-looking technological change across the sector is TAU Mining – a leading African mining contractor and service provider delivering end-to-end mining solutions across the continent.

The business combines contract mining, mining engineering, equipment rental, mine planning, project development, and operational management under one integrated platform.

With more than three decades of industry experience, TAU Mining supports clients across a diverse range of commodities, including coal, chrome, manganese, iron ore, platinum group metals (PGMs), and critical minerals.

Furthermore, its team operates across multiple African jurisdictions, providing scalable solutions throughout the mine lifecycle – from feasibility and development through to production and rehabilitation.

“What distinguishes TAU Mining is our ability to combine technical expertise, operational execution, and entrepreneurial agility,” opens Mikhail Makhnach, CEO.

“We are not simply contractors; we are long-term mining partners focused on creating sustainable value for our clients, employees, shareholders, and host communities.”

The company’s journey over the last 30 years reflects the evolution of the broader African mining industry, having grown from a focused mining services business into a diversified mining group capable of delivering large-scale projects and specialised solutions across multiple commodities and jurisdictions.

“Our success has never been driven by pursuing growth at any cost. Instead, it has been built on a simple principle: consistently delivering on our commitments. In mining, trust is earned through performance, and reputations are built over decades, not months,” he insights.

The foundations of TAU Mining’s success are built on its dedication to safety, technical excellence, reliability, and strong client relationships, whilst its reputation is upheld by continuously investing in its people, equipment, and systems, as well as adapting to changing market dynamics, commodity cycles, and technological innovation.

“This ability to evolve without compromising our core values has allowed us to remain competitive and continue expanding our footprint across Africa,” adds Makhnach.

A MINING MODEL FOR TOMORROW

In such a dynamic and evolving sector, TAU Mining’s solutions not only distinguish the company but also help its clients overcome long-standing industry obstacles with integrated solutions rather than isolated services.

“The open-cast mining sector is becoming increasingly complex, with clients demanding greater efficiency, accountability, and cost certainty. Our turnkey model addresses these challenges by providing a single point of responsibility from project conception through to mining execution,” attests Makhnach.

Rather than managing multiple contracts, interfaces, and risk points, TAU Mining’s clients benefit from a fully integrated solution encompassing planning, engineering, mining operations, equipment management, environmental compliance, and project delivery.

This integrated approach improves productivity, accelerates decision-making, reduces project risk, and aligns all stakeholders around a common objective: maximum value creation.

“In an industry where margins and timelines are under constant pressure, that level of integration provides a significant competitive advantage,” Makhnach imparts.

By managing planning, engineering, mining operations, equipment management, environmental compliance, and project execution within one organisation, TAU Mining reduces interface risks, improves efficiency, and delivers greater cost certainty.

“Our clients benefit from a single accountable partner focused on productivity, safety, and operational performance throughout the life of the project,” he surmises.

Building on this deep-rooted business approach, TAU Mining is transitioning into owner mining, which is proving to be one of the most strategic developments in the company’s history.

Whilst contract mining remains a core part of the business, owner mining enables it to participate directly in the long-term value generated by mining assets. This creates opportunities for stronger returns, deeper operational involvement, and enhanced strategic influence over project outcomes.

“Importantly, owner mining allows us to leverage the experience we have accumulated over decades as contractors. We understand what drives productivity, cost control, asset utilisation, and operational efficiency because we have delivered these outcomes for clients throughout Africa,” explains Makhnach.

By aligning its deep industry knowledge and operational expertise with ownership interests, TAU Mining is building a business model that supports sustainable growth, increased resilience, and long-term value creation.

FORGING THE MINING FUTURE

Makhnach strongly believes that South Africa (SA) remains one of the most compelling mining destinations in the world.

Despite challenges such as energy supply constraints, logistics bottlenecks, and regulatory complexity, the country possesses exceptional mineral wealth, world-class technical talent, and a highly developed mining ecosystem.

The result is an exciting operational environment characterised by industry transformation, technological innovation, and a forward-looking focus.

This is evidenced by the increasing number of mining companies that are embracing automation, artificial intelligence (AI), real-time data analytics, and sustainable operating models.

At the same time, global demand for the critical minerals required for electrification and the energy transition continues to attract investment into Africa and drive the landscape forward.

“For businesses that can innovate, maintain operational discipline, and partner effectively with stakeholders, the opportunities are significant.

“The future belongs to mining companies that can combine productivity, sustainability, and technological advancement, and we see ourselves playing an active role in that future,” Makhnach notes.

Being successful in the industry therefore calls for resilience, innovation, and proactive foresight.

“Staying ahead in mining requires more than following trends – it requires anticipating them,” he adds.

Thus, TAU Mining continuously monitors technological developments, engages with industry leaders, collaborates with clients, and invests in the capabilities of its people. Whether it’s automation, digital mining platforms, sustainability initiatives, AI, or new extraction techniques, the company actively evaluates how emerging innovations can improve the way it operates.

“The mining industry is entering a period of profound transformation. Companies that embrace innovation whilst maintaining operational discipline will define the future of the sector.

“At TAU Mining, our goal is to remain at the forefront of that transformation and help shape the future of mining in Africa,” Makhnach sets out.

OVERCOMING COMPLEX ENVIRONMENTS

Since its inception over 30 years ago, TAU Mining has delivered a wealth of different projects.

However, its varied portfolio is not defined by any single operation, but rather the company’s ability to consistently execute difficult assignments safely, efficiently, and responsibly.

TAU Mining takes pride in projects where its technical expertise has directly improved production performance, reduced operational costs, and enhanced environmental outcomes.

This is particularly the case in challenging and complex environments where the expertise of its equipment, strategy, and staff is put to the test.

One of the company’s most noteworthy projects was with Anglo American, partnering with its Kumba Iron Ore subsidiary to load and haul iron ore at the Sishen mine in the Northern Cape province – one of the largest open-pit mines in the world and a key pillar of global iron ore production.

The company was responsible for crucial loading and hauling services, contributing to the successful operation of the Sishen mine for more than a decade.

TAU Mining has also successfully executed a greenfield project for South32, where it has become a key player in the day-to-day running of the open-cast pit. It has developed the mine from a greenfield to a steady-state project, delivering more than 1.5 million bank cubic metres on a monthly basis.

COMMUNITY AND ENVIRONMENTAL RESPONSIBILITY

The company’s varied project portfolio also highlights its commitment to the local community, as it focuses on sourcing employees from the local area and upskilling members of the community through company-led initiatives.

“Mining can only be successful when it creates value for all stakeholders. Community engagement and environmental responsibility are therefore fundamental to how we operate.

“We work proactively with host communities, traditional authorities, landowners, regulators, and local businesses from the earliest stages of project development. Our objective is to ensure transparent communication, responsible land use, and meaningful socioeconomic benefits,” outlines Makhnach.

On top of this, environmental stewardship is deeply embedded throughout TAU Mining’s planning and operations through rehabilitation programmes, biodiversity protection, water management, and ongoing environmental monitoring.

“We believe responsible mining is not only the right thing to do, but also essential for securing the long-term sustainability of our industry and maintaining our social licence to operate,” he voices.

A PEOPLE BUSINESS

The growth of the African mining industry is built on the strength and tenacity of its stakeholders, whether it’s employees, customers, or suppliers.

Makhnach is particularly passionate about the growth and development of the company’s staff, who are at the heart of its success.

“Mining is ultimately a people business. Equipment, technology, and systems are important, but it is our people who create value and drive performance,” he acknowledges.

With such a deep-rooted ethos, TAU Mining invests heavily in training, leadership development, mentorship, and technical skills enhancement, recognising the company’s future is determined by the quality of its workforce.

“Creating opportunities for growth is beneficial for employees, and strengthens the entire business,” Makhnach emphasises.

With a strong track record of longevity in tenure of service, TAU Mining invests in myriad training initiatives to bolster the development of its employees.

These include HR development programmes, such as study finance assistance, leadership, and management development initiatives, as well as technical and core production skills training and development, ensuring employees are equipped with the necessary skills to grow and succeed in their careers.

Equally important to the company is fostering a culture of accountability, innovation, inclusion, and continuous improvement. TAU Mining believes its staff should take ownership, challenge conventional thinking, and contribute to shaping the future of the organisation.

In parallel, the strength of its operations depends on a complex and highly coordinated network of supply chain partners, making dependable relationships essential for long-term success.

The company works closely with original equipment manufacturers (OEMs), logistics providers, contractors, and equipment suppliers to ensure continuity of supply and operational reliability.

“We view suppliers not as vendors but as strategic partners who contribute directly to project performance,” reflects Makhnach.

“Long-term relationships create mutual trust, improve planning capability, reduce operational risk, and enable faster responses to changing project requirements.”

TRIFECTA FOR SUCCESS

As it continues on an upward trajectory, TAU Mining is entering an exciting phase of growth centred around three strategic priorities: expanding its contracting business and mining portfolio, strengthening its presence across Africa, and accelerating the adoption of modern mining technologies.

This trifecta opens the door to significant opportunities that continue to emerge from the global demand for critical minerals, infrastructure growth, and efficient mining solutions across the continent.

Alongside its continued growth as a mining contractor, the company is focused on sustainable and disciplined expansion, evolving into a diversified mining group with increasing participation in owner mining opportunities across Africa.

TAU Mining will additionally continue investing in safety, people, technology, and operational excellence whilst ensuring responsible mining remains at the centre of every decision it makes.

“Our vision is to build a company that combines operational excellence, responsible resource development, and long-term value creation, whilst contributing meaningfully to Africa’s economic growth and mining future,” Makhnach concludes.

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HARNESSING THE POWER TO TRANSFORM

When managed responsibly, mining has the power to advance economies, develop infrastructure, create skilled employment, and generate opportunities that extend far beyond the life of a mine.

Within this context, Africa has reached a turning point. The continent is no longer simply a destination for mining investment; it is becoming a source of expertise, innovation, and industrial capability.

African companies are increasingly demonstrating that they can deliver projects to the highest international standards whilst creating lasting value for their countries.

As such, a combination of exceptional mineral resources, rising investment, and a growing commitment from governments to develop local industries is creating tremendous opportunities for companies that are prepared to invest in the region.

As one of the most dynamic and promising mining geographies in the world today, beyond its unique geology, what makes West Africa exciting is its ongoing transformation.

Mining companies are no longer only looking for contractors capable of moving material – they are looking for long-term partners who can improve productivity, manage risk, develop local capabilities, and contribute to sustainable development.

“One of the strongest trends we are seeing is the increasing focus on local content. Governments and mining companies expect contractors to create lasting value through local employment, skills development, and stronger local supply chains,” opens Ghassen Knani, CEO of Mining Contracting and Infrastructure (MCI).

“We fully support this evolution because it aligns with our own vision of building sustainable businesses within the countries where we operate,” he introduces.

Elsewhere, another important trend sweeping the industry is digital transformation. Artificial intelligence (AI), data analytics, predictive maintenance, and fleet management technologies are changing the way mines operate and how contractors deliver value.

Companies that embrace innovation whilst maintaining operational discipline will have a clear competitive advantage.

“I believe West Africa will continue to attract major mining investment for many years to come.

“Success, however, will increasingly depend on companies that combine international standards with genuine local commitment and the ability to build trusted long-term partnerships,” Knani lays out.

MORE THAN A CONTRACTOR

MCI is more than a mining contractor – it is an integrated mining and infrastructure partner dedicated to delivering safe, efficient, and sustainable solutions across Africa.

Since its establishment, the company has been driven by a clear ambition – to combine international standards with the agility, responsiveness, and entrepreneurial mindset required to operate successfully in some of Africa’s most demanding mining environments.

Today, MCI has established operations and local entities across several West African countries.

Building on this strong regional presence, the company is pursuing its ambition to become the trusted mining services partner of choice across Africa, supporting its international clients and partners as they expand their operations throughout the continent.

“Our capabilities span the entire mining project lifecycle, including contract mining, mine development, overburden removal, ore mining, haulage, civil works, tailings storage facility construction, mining infrastructure, and project support services,” Knani enthuses.

“At present, our clients include international mining companies, project developers, and engineering, procurement, and construction management (EPCM) contractors involved in some of the region’s most significant mining projects.

“We have earned their trust by consistently delivering safe, reliable, and cost-effective solutions tailored to the specific challenges of each operation,” he tells us.

NAVIGATING THE INDUSTRY

Mining is a demanding industry where there is very little room for error. In such an environment, clients are not simply looking for contractors – they are looking for trusted partners who can help them to deliver safer, more efficient, and more profitable operations.

That is the philosophy on which MCI has been built.

“We do not measure our success by the number of tonnes moved or the size of our fleet; we measure it by the value we create for our clients.

“That means challenging assumptions when necessary, proposing alternative solutions, optimising mine plans, improving productivity, and helping our clients reduce both operational risks and overall project costs,” Knani explains.

The company’s multidisciplinary background is another key differentiator, with its experience extending beyond mining into engineering, infrastructure, project development, and business strategy, approaching every project with a broader perspective.

“We do not look at mining in isolation – we consider the entire value chain and how every decision impacts safety, productivity, cost efficiency, and long-term sustainability.”

MCI establishes long-term local operations, recruits local talent, and develops local supply chains. This enables the company to respond faster, optimise mobilisation, strengthen national content, and build stronger relationships with clients, communities, and stakeholders.

“In addition, we have deliberately maintained an entrepreneurial culture. Our organisation remains agile, decisions are made quickly, and our teams are empowered to solve problems directly in the field – in our industry, responsiveness is often as valuable as technical capability,” he expands.

DIVERSE SOLUTIONS

What best represents MCI is the diversity of operations it supports across West Africa.

Each project has its own technical challenges, operating environment, and objectives, but they all reflect the same commitment to safety, operational excellence, and long-term partnership.

“One of our flagship operations is the Boto Gold Project in Senegal, which combines mining operations with large-scale earthworks and the construction of critical mining infrastructure, including the tailings storage facility,” Knani prides.

“It further demonstrates our ability to deliver integrated solutions whilst managing complex interfaces between mining activities, civil engineering, and infrastructure development.”

Another important milestone for MCI has been its long-term involvement at the Tri-K Gold Mine in Guinea. Over the years, the company has supported the project through different phases of its development, continuously adapting operations to meet evolving production requirements.

“We are also proud to support operations at the Mako Gold Mine in Senegal. Although different in scope, this project demonstrates our capability to provide specialised mining services with the same commitment to reliability, responsiveness, and operational excellence that defines every MCI project,” he excites.

Ultimately, each project is unique, but they all share one common foundation: trust. The company sees every contract not as an end in itself, but as the beginning of a long-term partnership built on performance, transparency, and shared success.

DEDICATION TO THE MISSION

Undoubtedly, one of MCI’s greatest strengths is its regional presence.

“We are not an international contractor which enters a country only after securing a contract.

“Instead, we develop long-term local operations in every nation where we work, which enables us to combine deep local knowledge with international standards whilst optimising mobilisation, procurement, recruitment, and project execution,” Knani divulges.

This also allows the company to support its clients in achieving their national content objectives in a practical and sustainable way.

“People are at the heart of our business – in every country where we operate, MCI mobilises hundreds of employees and works alongside an extensive ecosystem of local suppliers, subcontractors, and business partners.”

MCI firmly believes developing local talent and strengthening local businesses are essential to building a sustainable mining industry across Africa.

Despite outstanding growth, the mission remains unchanged – to create lasting value for clients by improving operational performance whilst contributing to the socioeconomic development of the countries where MCI operates.

“Global standards, local execution, and long-term partnerships are what we are ultimately striving for,” he passions.

STRATEGY FOR GROWTH

The mining industry is evolving rapidly, and MCI’s priorities must evolve with it.

Furthermore, the company’s objective for the coming years is not simply to grow, but to build a stronger, more resilient, and more capable business.

“Our first priority is to continue strengthening our position across West Africa whilst supporting the expansion of our existing clients and building new long-term partnerships,” Knani reveals.

“We believe sustainable growth comes from delivering consistent performance and earning our clients’ trust, project after project.”

Another priority is to further strengthen its financial foundations. Mining projects require significant investment capacity, strong financial discipline, and trusted banking and financial partners.

MCI will continue reinforcing its financial structure whilst expanding relationships with financial institutions, equipment manufacturers, leasing partners, and strategic investors to support larger and increasingly complex mining projects.

“At the same time, we are investing in strengthening our procurement capabilities, purchasing power, and supply chain performance.

“Our ability to secure strategic equipment, optimise procurement, and mobilise resources quickly has become a key competitive advantage for both MCI and our clients,” he adds.

PREPARED FOR THE FUTURE

Digital transformation will also play an increasingly important role in MCI’s future strategy, encompassing significant opportunities to leverage data analytics, AI, fleet management systems, predictive maintenance, and digital reporting tools to improve operational performance, optimise decision-making, and create additional value for clients.

By progressively expanding its expertise into underground mining, as many African mining operations evolve from open-pit to underground extraction, MCI wants to develop the technical capabilities, specialised teams, and strategic partnerships required to support clients throughout the entire lifecycle of their assets.

In conclusion, Knani sees mining as much more than an industry focused on extracting resources.

“Above all, I would like companies to remember that our industry is ultimately about people.

“Mines may eventually close and equipment will eventually be replaced, but the knowledge we transfer, leaders we develop, and partnerships we build can continue creating value for generations,” he muses.

“The future of mining in Africa will not only be measured by the resources we extract, but by the value we leave behind,” he concludes with optimism.

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LEADING THE FLOW

Like many parts of South Africa (SA), KwaZulu-Natal province faces pressing water security challenges, ranging from climate change and recurring drought cycles to urbanisation and ageing infrastructure –variables that have converged to place immense pressure on water systems.

As an entity that provides bulk water to municipalities, industries, and communities across the region, uMngeni-uThukela Water is no stranger to such difficulties.

With challenges further compounded by a lack of technical skills at municipal levels to both operate and maintain water infrastructure, alongside KwaZulu-Natal’s rapidly growing population, the province is uniquely positioned to demonstrate how integrated planning, sustainable investment, and strong partnerships can ensure a water-secure future.

“The mammoth task of delivering water to all our stakeholders, whether in urban or rural areas, has served as a call to action,” opens Sandile Mkhize, CEO.

Indeed, all spheres of government must work towards the common vision of achieving the UN’s Sustainable Development Goal (SDG) 6 – to ensure availability and sustainable management of water and sanitation for all.

In her recent address at the 2026 Water Institute of Southern Africa (WISA) conference, SA’s Minister of Water and Sanitation, the Honourable Pemmy Majodina, exhorted all water sector players to intensify their efforts and tackle water backlogs with a simple yet powerful reminder.

She outlined how securing the nation’s water future will require more than additional infrastructure, but new governance models, financing mechanisms, technologies, and a renewed commitment to collective action.

Majodina added how water is a catalyst for socioeconomic development and must be prioritised, emphasising that infrastructure on its own cannot guarantee water security.

“This statement resonates strongly with our mission at uMngeni-uThukela Water. Every drop we treat and deliver to our customers is part of a broader social contract to advance equity, dignity, and development in line with the vision of universal access,” he impassions.

PROGRESS IN THE FACE OF ADVERSITY

For KwaZulu-Natal, the past year has demonstrated that whilst the road is challenging, progress is possible.

Although communities continue to face intermittent supply constraints, with some municipalities struggling to cope with maintenance backlogs, through coordinated action, partnerships, and investment in infrastructure, the situation is improving.

Strategic augmentation projects, upgrades to treatment works, and the extension of key pipelines have collectively enabled tens of thousands of households to enjoy improved and more reliable water compared to previous years.

“Our efforts are underpinned by a philosophy of sustainability. Water infrastructure is capital-intensive, but also foundational to economic growth, food security, and public health,” Mkhize confirms.

To finance and implement the scale of projects required, partnerships remain essential for uMngeni-uThukela Water, including collaborations with contracted water services authorities, engagements with industrial clients who depend on reliable supply, and ongoing alignment with the Department of Water and Sanitation as one of its shareholders.

“Moreover, partnerships are also forged with a view to extend into new and previously underserved areas,” he insights.

The company’s efforts have culminated in the signing of a partnership deal with the uThukela District Municipality to resuscitate water infrastructure in that area.

“Again, these initiatives of going above and beyond in our role as a bulk water service provider resonate with the call made by Minister Majodina in her maiden budget speech where she called upon all water sector actors to address water scarcity with urgency and innovation.

“This is an injunction that continues to guide our approach to water stewardship. Our goal is to be efficient in our operations, transparent in our governance, and bold in our vision,” Mkhize reflects.

MAKING MEANINGFUL STRIDES

uMngeni-uThukela Water is acutely aware that its responsibility extends beyond pipes and reservoirs and encompasses building a culture of water conservation, promoting community awareness, and preparing for the impacts of climate change.

Recent flooding in KwaZulu-Natal province serves as a stark reminder that resilience must be built into every aspect of water planning.

“Accordingly, our strategic initiatives now prioritise not only the expansion of access but also the protection of ecosystems, diversification of water sources, and strengthening of disaster preparedness,” Mkhize tells us.

These activities demonstrate how, with the support of its Board of Directors, executives, and dedicated staff, uMngeni-uThukela Water continues to make meaningful strides.

From large-scale capital projects to operational efficiencies and skills development, the company has worked tirelessly to fulfil its mandate.

“Importantly, this work is not confined to engineering and technical solutions. It also embraces governance, stakeholder engagement, and social responsibility,” he highlights.

According to statistics from SA’s 2025 General Household Survey (GHS), some ground has been covered in terms of pushing back the water deficit in KwaZulu-Natal.

For example, access to water in KwaZulu-Natal has reportedly increased to 81.2 percent over the past two decades.

Similarly, when it came to sanitation provision, GHS noted that the proportion of households with improved sanitation had increased by 30.6 percentage in KwaZulu-Natal over the same period.

LONG-TERM VIEW

In order for the province to make good on its SDG goals, municipalities in KwaZulu-Natal require an estimated ZAR3.98 billion to alleviate the backlog in infrastructure investment.

“Combined with high non-revenue water losses – averaging 52.6 percent in some instances – these factors build a case for urgent interventions to tackle the infrastructure challenge,” Mkhize reveals.

uMngeni-uThukela Water’s infrastructure strategy directly targets these deficits by prioritising backlog reduction, loss mitigation, and the rehabilitation of ageing systems to safeguard sustainable water provision for the province.

“Our goal is to extend the benefits of reliable water provision beyond our current bulk water infrastructure footprint – including those municipalities that currently do not fall within our areas of supply.

“We do this in the knowledge that many communities in KwaZulu-Natal still remain outside the reach of uMngeni-uThukela Water’s supply system and are not yet served by alternative water schemes,” he outlines.

These areas often face severe service backlogs and limited access to safe and sustainable water sources.

To address this, the company’s long-term infrastructure development plans specifically prioritise underserved communities and ensure current and future projects remain inclusive, equitable, and aligned with provincial and national development goals to improve quality of life for all.

THE ROAD AHEAD

Guided by its mission statement to improve quality of life and enhance sustainable development in KwaZulu-Natal, uMngeni-uThukela Water made significant progress in capital infrastructure implementation during the 2024/25 financial year.

Spend performance for the year exceeded ZAR3 billion – of which approximately ZAR3 million was spent on infrastructure work and ZAR1 million on rural development.

“Notably, more than 85 percent of planned milestone targets were met,” Mkhize asserts.

Indeed, targeted and progress-driven key bulk infrastructure development continues to drive uMngeni-uThukela Water’s implementation of large-scale bulk water infrastructure projects across KwaZulu-Natal.

These projects are aimed at expanding access, reducing backlogs, and improving system reliability for municipalities, industries, and communities.

Looking ahead, the company is confident it will deliver its mandate of bulk water and wastewater management services with diligence, integrity, and ethical responsibility.

“We will continue to work collaboratively with municipalities to ensure we augment their water service delivery efforts for the benefit of all the people of KwaZulu-Natal,” Mkhize passionately concludes.

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50 YEARS OF CLEAN WATER

Despite experiencing a significant upward trajectory at the time, the South African mining industry in the 1970s was running into serious sewage capacity constraints.

The existing infrastructure left challenges unresolved, leading the Council for Scientific and Industrial Research (CSIR) and other consulting engineers to create a solution for such conditions.

It is within this context that Tecroveer was founded; on 1st March 1976, the company was born from a real problem rather than a business idea.

Indeed, the Tecroveer name itself is a portmanteau of technology, rotor, and Pasveer – after a Pasveer oxidation ditch.

“Engineering is literally in the name, and that has never stopped being true of how we operate,” begins Izak Cronje, Group CEO.

“We have been anchored in Glenharvie, Gauteng since the late 1980s, which means five decades of serving the same community. That matters more than it sounds; you cannot walk away from work you have to drive past,” he emphasises.

Celebrating its 50th anniversary this year, Tecroveer views this milestone as a marker not of longevity, but of maintaining a clear purpose whilst everything else has changed – the technology, regulations, clients, and South Africa (SA) itself.

“Our purpose is ‘We Clean Water’. The picture behind that is simple and has not moved: our children playing in pristine rivers and oceans and drinking safe water straight from the tap,” shares Cronje.

Half a century after Tecroveer was founded to revolutionise water and wastewater treatment solutions, the company has opened its Hammanskraal water treatment plant – built to answer another emergency.

“50 years on, we’re doing the same thing – showing up when water fails and fixing it. That is what the milestone means to us.

“Looking forward, our goal for 2035 is to be a globally recognised, purpose-driven water technology company. 50 years is the platform, not the achievement,” Cronje sets out.

SOLUTION-DRIVEN GROWTH

Since its inception, Tecroveer has expanded significantly not from strategised planning, but from creating tailored solutions for clients who had no off-the-shelf answer.

This unique growth began in 1976 when the province’s mines required greater sewage capacity, for which the company built a wastewater foundation.

Moreover, local municipalities with failing works needed a business that would not just design a fix but stand behind it, resulting in a turnkey service delivery system and, later, resuscitation as an operational discipline.

From here, industry demands for better wastewater treatment facilities paved the way for Tecroveer’s industrial treatment capability, with its plant gaining a solid reputation for long-term dependability after several years – attracting clients and resulting in the creation of the company’s Operation and Maintenance (O&M) division.

Elsewhere, clients that needed compliance but had no capital budget sparked the launch of Tecroveer’s Financed Solutions model, whilst the Hammanskraal emergency demanded drinking water in months rather than years, forcing the company to productise five decades of learning to create a plant quickly and efficiently.

“The pattern is as such: listen to the client’s actual constraint, engineer for it and, when the same problem walks in the door three times, turn the answer into a product. That is how a wastewater specialist became a full-spectrum provider,” explains Cronje.

A PROJECT OF NATIONAL SIGNIFICANCE

In 2023, Hammanskraal, a town north of Pretoria, experienced a significant cholera outbreak that transformed the area’s long-standing water quality problem into a national emergency overnight.

“The facility’s requirement changed shape completely; the country needed safe drinking water at Hammanskraal in months, not years,” Cronje tells us.

Under Pro-Plan Consulting Engineers (Pro-Plan) and Magalies Water, Tecroveer was contracted as the full turnkey partner – including design, supply, installation, and commissioning works – for a new modular drinking water plant.

The answer was the Calabash modular water treatment system installed at Hammanskraal, comprising four modular units delivering up to 50 megalitres (ML) per day of safe drinking water.

On the conviction that the company would rise to the challenge, Tecroveer tendered the project without an off-the-shelf solution.

“Pro-Plan and Magalies Water had seen our track record – the acid mine drainage work and the industrial plants – and there was enough trust there to appoint us on that basis. What we delivered was not a package plant at all; it was a modular water treatment plant that had never existed before and developed in record time inside the project,” he outlines.

At this scale and efficiency, Hammanskraal’s modular concept was a world first and is one of the largest modular water treatment facilities of its kind in Africa.

On 18th July this year, SA President, Cyril Ramaphosa, officially opened the facility and chose it as the platform to launch the government’s National Water Access Acceleration Programme.

“The President could have spent Mandela Day anywhere in the country doing anything, but he opened the plant because of what it represents: an emergency answered with working infrastructure,” Cronje gleams.

The four Calabash modules now feed 50 ML of treated water per day into the City of Tshwane’s network, serving an estimated 47,550 households and around 180,000 people in Hammanskraal and the surrounding communities.

The project’s significance has also been recognised internationally. At this year’s International Federation of Municipal Engineering (IFME) World Congress in Helsinki, Finland, Tecroveer’s Calabash solution at Hammanskraal won the IFME Construction Project Gold Award.

“That is a South African emergency response judged against the best municipal engineering in the world and taking gold. It reflects the teamwork between Pro-Plan, Magalies Water, and Tecroveer as much as any single company,” he prides.

FULL TURNKEY CONTRACTOR

The secret behind Hammanskraal’s success was its modularity, enabling the company to beat the clock.

“On a conventional build, you construct a bespoke plant on-site, stage by stage, and the programme is the sum of those stages. Here, the integrated treatment modules were manufactured whilst civil works proceeded in parallel, which compresses a schedule in a way sequential construction simply cannot match,” illustrates Cronje.

Just six months after the emergency work began – with staff working round the clock – the first 12.5-ML module delivered clean water into the reservoir whilst the civil works for the remaining modules were still being built around it.

The plant was subsequently improved during delivery rather than after a defect period thanks to a standardised design across all four units and the company’s total ownership of the project, from ideation to commissioning.

Through that optimisation, each module now delivers 16.5 ML per day against the 12.5 ML per day contracted, totalling 66 ML per day operational across the plant, against the 50 ML per day contracted.

As the designer, fabricator, installer, and commissioning team were all from one company, there was a single line of accountability, turning an emergency timeline into working infrastructure.

“When something needed to change, the decision took days, not months,” he recalls.

Hammanskraal also created a documented, repeatable model for any municipality or utility facing a similar constraint.

“The standardised, optimised unit design means the next municipality does not start from a blank sheet. The model is on the shelf, documented, and with known performance – and now with a presidential opening and an international gold award behind it, no one has to take our word for what it can do,” Cronje affirms.

DRIVING THE CIRCULAR ECONOMY

The Hammanskraal facility also demonstrates Tecroveer’s ability to turn waste streams into vital resources, primarily because the plant treats its own residuals.

Indeed, an on-site dewatering plant – added as a separate phase of the contract – significantly reduces the sludge volume, and the dewatered sludge goes to a composting contractor rather than to landfill.

“There is also deliberately no composting on site, as the Hammanskraal community lives on one side of the works and a wildlife estate sits across the river, so the material leaves the site only to become compost,” notes Cronje.

Broaden this ethos to the wider organisation, and sludge management and resource recovery is a core service line for Tecroveer – recovering water, nutrients, and energy from streams that would otherwise be a disposal cost.

The company’s Cape Town Biogas facility is a clear example of this, where the city’s organic waste is turned into renewable energy, simultaneously reducing emissions and operating costs. Similarly, PepsiCo’s Simba plant in Isando is designed to process around 50 tonnes of organic solid waste a day into biogas and electricity in support of a zero-organic-waste-to-landfill strategy.

The Hammanskraal plant itself is low energy by design as its Calabash systems are engineered to reduce energy use and total lifecycle cost.

“Measured against the existing conventional works treating the same raw water on the same site, the Calabash system uses roughly a third of the energy per ML,” Cronje expands.

It is equally durable by design. Being built using standardised units with interchangeable parts means the plant stays maintainable for decades, whilst Tecroveer remains available to operate and support it – a distinguishing factor that decides whether the infrastructure survives.

“We design in Africa, for Africa – for an indefinite design life, not a finite one. We operate plants still producing cleanly after 20 years without major refurbishment,” he points out.

STEWARDSHIP AS A PURPOSE

Tecroveer has a clear commitment to the UN’s Sustainable Development Goals (SDGs), adhering to SDG 6 – clean water and sanitation, SDG 7 through its waste-to-energy services, SDG 9 through resilient infrastructure, and SDG 12 via responsible production.

“Stewardship is the purpose, not a policy document,” declares Cronje.

“We hold ourselves to whether a project leaves a river cleaner, an ecosystem healthier, and a community better served – if it does not, we have not done the job, regardless of what the contract says.”

Indeed, the local community are not just an audience to this model but a key part of it, as each Tecroveer project creates economic participation and builds local service delivery capacity, creating a measurable social impact that sits alongside the environmental result.

“There is a human side that engineers tend to leave out. We do not just build plants; we rebuild confidence in clean water. Restoring dignity, health, and trust in the tap is the real output at somewhere like Hammanskraal,” he closes.

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SOUTH AFRICAN LIQUEFIED PETROLEUM GAS SPOTLIGHT

The liquefied petroleum gas (LPG) industry in South Africa (SA) is at a pivotal stage as the country seeks to improve energy security, expand energy access, and support lower-carbon energy solutions. LPG is increasingly recognised as a practical energy source that complements electricity whilst contributing to economic growth and environmental objectives.

Significant opportunities include growing demand driven by electricity supply challenges, which encourage households and businesses to diversify their energy sources. Government and private-sector efforts to reduce carbon emissions and support a just energy transition also favour greater LPG adoption.

In addition, continued investment in import and storage infrastructure is strengthening the security of supply, whilst the sector also presents substantial opportunities for skills development, entrepreneurship, local economic growth, and small to medium-sized enterprises (SMEs).

Despite this positive outlook, several challenges continue to limit growth. The ongoing illegal market, which includes non-compliant installations and unsafe practices, undermines consumer confidence and creates unfair competition. As such, there is a growing need for regulatory processes to keep pace with industry developments whilst maintaining high safety standards.

Affordability, accessibility, and usage patterns also remain major obstacles, with the upfront cost of appliances and cylinders constraining wider adoption. Elsewhere, the expansion of localised last-mile distribution infrastructure is essential to improve access, particularly in rural and peri-urban communities.

Overall, the future of the LPG industry in SA remains highly positive. The opportunities presented by energy diversification, clean cooking, lower-carbon energy solutions, infrastructure expansion, autogas development, and local economic growth are substantial.

With continued investment, stronger collaboration, and targeted support, LPG can play a transformative role in SA’s energy future by advancing clean cooking, improving energy resilience, and supporting sustainable economic development.

Q&A WITH GADIBOLAE DIHLABI, MANAGING DIRECTOR, LIQUEFIED PETROLEUM GAS ASSOCIATION OF SOUTH AFRICA

The Liquefied Petroleum Gas Association of South Africa (LPGSA) has played a vital role in the development and advancement of the LPG industry for nearly four decades. Gadibolae Dihlabi, Managing Director, delves deeper into how the association promotes responsible use of LPG, drives compliance with critical public safety legislation, and acts as the unified voice of the sector

Firstly, could you introduce us to the Liquefied Petroleum Gas Association of South Africa and outline its founding vision?

Gadibolae Dihlabi, Managing Director (GD): Established in 1987 as the Liquefied Petroleum Gas Safety Association of Southern Africa (LPGSASA), the Liquefied Petroleum Gas Association of South Africa (LPGSA) was founded with a clear mandate: to promote the sustainable growth of the LPG industry through adherence to the highest standards of safety, compliance, and ethical business practices.

At a time when the LPG sector was still developing, LPGSA served as the industry’s leading custodian of safety and technical excellence. The association worked closely with industry stakeholders, regulators, and practitioners to establish and maintain best-practice standards, ensuring LPG could be adopted as a safe, reliable, and efficient energy source across Southern Africa.

Through its unwavering focus on safety, education, compliance, and technical guidance, the organisation helped build confidence in LPG as an energy solution for households, businesses, and industrial users.

These foundational principles remain central to the organisation’s mission today. However, as SA’s energy landscape evolved and the role of LPG expanded, the association recognised the need to broaden its focus and respond to emerging industry opportunities and challenges.

In 2020, it underwent a strategic rebranding, becoming LPGSA. This reflected not only a name change but also a significant evolution in the association’s mandate and vision. Whilst safety and compliance continue to form the cornerstone of its activities, LPGSA expanded its role to address a wider range of industry priorities, positioning itself as the unified voice of the LPG sector in SA.

Today, LPGSA’s mandate extends beyond technical standards and regulatory compliance. The association actively engages in industry advocacy, representing the interests of its members and promoting policies that support the growth and sustainability of the LPG sector. Through constructive engagement with government, regulators, policymakers, and industry partners, LPGSA works to create an enabling environment that encourages investment, innovation, and expanded access to cleaner energy solutions.

Stakeholder engagement has become another critical component of the association’s work. LPGSA collaborates with government departments, energy institutions, training bodies, consumer groups, and international organisations to advance the role of LPG in SA’s energy mix. These partnerships are essential in supporting the country’s energy security objectives, reducing reliance on traditional fuels, and promoting cleaner, more efficient cooking and heating solutions.

Recognising the significant potential of LPG as a transition fuel, LPGSA has also intensified its efforts to stimulate market growth and consumer adoption. The association actively promotes LPG as an affordable, accessible, and cleaner household energy source, particularly for communities seeking alternatives to biomass, coal, and increasingly constrained electricity supplies.

Through targeted awareness campaigns, public education initiatives, and demonstration projects, LPGSA continues to showcase the economic, environmental, and health benefits of LPG.

Central to this mission is the association’s commitment to safety awareness, education, and skills development. LPGSA develops and delivers leading training programmes for installers, practitioners, and industry professionals whilst also educating consumers on the safe handling and use of LPG. By fostering a culture of safety and accountability, the association ensures industry growth is underpinned by competence, compliance, and public confidence.

As SA pursues a more diverse and resilient energy future, LPGSA remains committed to its founding vision of promoting the responsible growth of the LPG industry. By balancing safety, advocacy, market development, stakeholder engagement, and education, the association continues to champion LPG as a critical contributor to the country’s clean energy transition, economic development, and energy security objectives.

In your opinion, how has the association remained a cornerstone of the industry’s development as it has evolved over the last 40 years?

GD: Over the past four decades, SA’s LPG industry has undergone a remarkable transformation. What was once a relatively niche energy source, primarily serving limited domestic and industrial applications, has evolved into a strategically important sector that contributes to energy security, economic development, and the country’s transition towards cleaner energy solutions.

Throughout this evolution, LPGSA has remained at the forefront of industry development, adapting its role to meet changing market needs whilst maintaining an unwavering commitment to safety, compliance, and industry excellence.

In its early years, the association operated largely as a technical and operational safety-focused organisation, undertaking responsibilities that included government-mandated verification and permitting of LPG equipment, appliances, and cylinders. LPGSA played a critical role in establishing safety systems and compliance frameworks that enabled the industry to develop responsibly and gain public confidence.

During this period, the association became the custodian of industry best practices, ensuring that LPG installations, cylinders, and equipment met the rigorous standards required to protect consumers and businesses alike.

As the industry expanded, so too did LPGSA’s role. Recognising the growing need for skilled professionals, the association invested significantly in training and skills development. It developed comprehensive training programmes that support the certification and competency of LPG practitioners across residential, commercial, industrial, and autogas applications. Today, these programmes continue to contribute to a highly skilled workforce underpinning the safe and sustainable growth of the sector.

LPGSA has also become an influential voice in shaping the regulatory and standards landscape of the industry. The association actively participates in the development and review of national standards, regulations, and technical specifications, working closely with government departments, regulatory authorities, and standards-setting bodies. This collaboration ensures SA’s LPG regulatory framework remains aligned with international best practices whilst addressing local market conditions and safety requirements.

Beyond safety and compliance, LPGSA has increasingly focused on driving industry growth and supporting national development priorities. The association plays a key role in supporting government initiatives aimed at expanding the use of LPG, including the implementation of strategic programmes such as the Liquefied Petroleum Gas Rollout Strategy and SA’s Closing the Clean Cooking Gap roadmap. These initiatives seek to improve access to cleaner, more reliable energy, particularly for households and communities that continue to rely on traditional fuels such as wood, coal, and paraffin.

The association’s contribution extends to broader environmental and social objectives. By promoting LPG as a cleaner-burning fuel, LPGSA supports efforts to improve air quality, reduce harmful emissions, and address pollution-related health concerns. The organisation actively advocates for LPG’s role as a practical and immediately deployable solution in SA’s energy transition, offering significant benefits for both urban and rural communities.

Importantly, LPGSA recognises that industry growth must deliver tangible socioeconomic benefits. The association is actively involved in initiatives that support small business development, entrepreneurship, and job creation across the LPG value chain. Through training, mentorship, enterprise development programmes, and stakeholder partnerships, LPGSA contributes to building a more inclusive industry that creates opportunities for emerging businesses and skilled professionals.

As SA continues to navigate complex energy challenges, LPGSA remains a trusted industry leader and strategic partner in the country’s development journey. From its origins as a safety-focused technical body to its current role as a multifaceted industry association, LPGSA has consistently evolved alongside the sector it serves. Its continued leadership in safety, skills development, advocacy, standards development, environmental stewardship, and socioeconomic transformation ensures that it remains a cornerstone of the LPG industry’s growth and success, both now and into the future.

Can you outline how the association promotes the safe, sustainable, and responsible use of LPG across the South African industry landscape?

GD: Promoting the safe, sustainable, and responsible use of LPG is at the core of LPGSA’s mandate. As the representative body of SA’s LPG industry, the association employs a multifaceted approach that combines consumer education, industry training, stakeholder engagement, and regulatory support to strengthen safety and compliance across the entire LPG value chain.

One of LPGSA’s key initiatives is its consumer-focused awareness programmes, such as the “LPG is Safe” campaign. Through public education, community outreach, digital platforms, and safety awareness, the campaign equips consumers with the knowledge required to use LPG safely in their homes and businesses. These initiatives help build public confidence in LPG whilst promoting the correct handling, storage, and use of LPG cylinders and appliances.

Recognising the important role entrepreneurs, retailers, and operators play in the industry value chain, LPGSA also delivers targeted programmes such as the “Make LPG Safe for Your Community” workshops. These engagements provide practical guidance on safety, compliance, business operations, and community awareness, helping operators and small businesses become advocates for safe LPG practices within their local communities.

LPGSA further supports the broader regulatory environment by providing capacity-building programmes for regulators, inspectors, and law-enforcement agencies. Through technical training, industry guidance, and collaboration with government stakeholders, the association assists authorities in understanding LPG regulations, identifying non-compliant activities, and strengthening enforcement efforts that protect consumers and promote fair industry practices.

A critical pillar of LPGSA’s work is industry training and skills development. The association supports the development of competent LPG practitioners through training programmes covering areas such as LPG safety and handling, residential, commercial, and industrial installations, autogas conversions, cylinder refilling operations, tanker maintenance practices, and regulatory compliance. These programmes help ensure that industry personnel possess the knowledge and skills required to operate safely and professionally.

Ultimately, LPGSA believes that sustainable industry growth can only be achieved through a strong culture of safety, compliance, and competency. By educating consumers, empowering entrepreneurs, supporting regulators, and developing industry skills, the association continues to advance the responsible use of LPG whilst contributing to SA’s energy security, economic development, and clean energy transition objectives.

Can you talk us through your member base and how you promote their group interests to both government and industry stakeholders?

GD: LPGSA’s membership represents the full LPG value chain, encompassing importers, wholesalers, distributors, cylinder and equipment suppliers, installers, retailers, and technical service providers. Whilst members operate across different segments of the industry, they share a common objective: growing the safe, sustainable, and compliant use of LPG in SA.

This alignment enables LPGSA to effectively represent the collective interests of its members on matters such as regulatory developments, national standards, industry transformation, market growth, and safety compliance. As the recognised representative body for the LPG industry, LPGSA works closely with government departments, regulators, standards authorities, and industry stakeholders to ensure that the sector’s views and priorities are appropriately considered in policy and regulatory discussions.

The authority facilitates industry forums and committees established under mandates delegated by the Department of Employment and Labour. These platforms bring together industry stakeholders to discuss key issues affecting the sector, including safety, compliance, technical standards, and regulatory implementation. Through these engagements, the industry develops coordinated positions and recommendations that support both regulatory objectives and industry growth.

In addition, LPGSA maintains several member-focused committees that address matters relevant to specific segments of the LPG value chain. Where targeted advocacy or representation is required, these committees formulate collective positions that inform the authority’s engagement with government, regulatory bodies, and other stakeholders. This structured approach ensures member concerns are accurately represented whilst advancing the broader interests of a safe, compliant, and growing LPG industry.

Can you tell us more about the Occupational Health and Safety Act and the importance of this legislation in the LPG industry?

GD: The Occupational Health and Safety (OHS) Act is the cornerstone of workplace and public safety legislation in SA. It provides the legal framework for the safe handling, storage, transportation, installation, and use of LPG. The industry is regulated under the OHS Act through the Pressure Equipment Regulations (PER), which establish the requirements for compliance, competency, and safety throughout the LPG value chain.

Under these regulations, LPGSA has been mandated by the Department of Employment and Labour to administer several critical industry safety programmes, including:

• LPG Cylinder Verification Scheme
• Safe Appliance Verification Scheme
• The registration, training, and skills development of LPG installers through the South African Qualification and Certification Committee (SAQCC) Gas.

These programmes play a vital role in ensuring that LPG equipment, installations, and practitioners meet the required safety standards and regulatory requirements.

Beyond the regulations themselves, the LPG industry is governed by a comprehensive set of national standards, including the South African National Standards (SANS) that prescribes safe practices for LPG storage, distribution, installations, appliances, and cylinder management. Together, the OHS Act, PER, and the applicable SANS standards form the foundation upon which the LPG industry in SA operates.

The importance of this legislative framework cannot be overstated. It protects consumers, workers, and communities by ensuring that LPG is handled safely and responsibly. Compliance with these requirements helps prevent accidents, injuries, property damage, and fatalities whilst also promoting professionalism and accountability across the industry.

Ultimately, safety is not merely a regulatory obligation – it is fundamental to the sustainability and growth of the LPG sector. A strong compliance culture protects lives, builds public confidence in LPG as a clean energy source, and supports the industry’s long-term development. Conversely, ignorance of or failure to comply with the act and its regulations can have serious consequences, including safety incidents, legal penalties, and loss of life.

How do you ensure your members operate in an industry that is capable of meeting the requirements of the OHS Act?

GD: Compliance with the OHS Act and associated regulations is a fundamental requirement for membership of LPGSA. All members are expected to comply with applicable legislation, regulations, and industry standards governing the LPG sector. In addition, members are bound by the LPGSA Code of Conduct, which requires them to uphold the highest standards of safety, professionalism, ethical conduct, and regulatory compliance.

Whilst LPGSA is not a regulatory enforcement authority and is therefore limited in its ability to police members directly, the organisation plays a critical role in promoting a culture of compliance and continuous improvement throughout the industry. Membership carries an expectation that companies will act responsibly and consistently with the values and objectives of the association, which are centred on safety, compliance, and public protection.

LPGSA further supports industry compliance through its administration and oversight of key industry mandates, including the Safe Appliance Verification Scheme, LPG Cylinder Verification Scheme, and authorised installers training. These initiatives help ensure that LPG appliances and cylinders supplied to the market in SA meet the required safety, quality, and compliance standards. Through these programmes, LPGSA works to minimise the circulation of unsafe or non-compliant products and to protect consumers and industry stakeholders alike.

Where instances of misconduct, non-compliance, or behaviour that undermines industry safety are identified, LPGSA takes such matters seriously. Membership does not provide immunity from accountability, and the association reserves the right to take appropriate action in accordance with its governance processes and membership requirements. This approach is essential to maintaining the integrity, credibility, and reputation of both the association and the broader LPG industry.

In addition, LPGSA invests significantly in industry education and capacity building. The association offers a range of safety, technical, and compliance training programmes that are accessible to all industry participants. These programmes are designed to strengthen understanding of legislative requirements, applicable standards, and best practices across the LPG value chain. To encourage greater participation and support ongoing professional development, LPGSA members benefit from preferential rates on training and related compliance initiatives.

Through these measures, LPGSA actively promotes a safe, compliant, and professional LPG industry capable of meeting the requirements of the OHS Act and contributing to the protection of workers, consumers, and the public.

How do you envisage the LPG industry in SA developing by the end of the decade?

GD: The LPG industry in SA is poised for significant growth by 2030, driven by increasing demand, the need for a diversified energy mix, and growing recognition of LPG as a clean, reliable, and affordable energy solution. As the country continues to address energy security challenges and pursue a just energy transition, LPG is well-positioned to play a larger role in residential, commercial, industrial, and transport energy applications.

We expect to see increased adoption of LPG in household cooking and heating, particularly in communities where access to reliable electricity remains a challenge. At the same time, commercial and industrial users are likely to expand their use of LPG as an efficient alternative energy source that supports productivity whilst reducing emissions compared to more carbon-intensive fuels.

Government initiatives aimed at promoting cleaner energy solutions and reducing reliance on traditional solid fuels could further accelerate LPG uptake, especially in underserved and rural communities. Programmes focused on clean cooking and energy access have already demonstrated the positive social, environmental, and health benefits that LPG can deliver.

A key growth opportunity lies in the development of the autogas market. Internationally, LPG is widely used as a vehicle fuel, offering lower emissions, reduced fuel costs, and improved air quality compared to conventional petrol and diesel. SA has the potential to develop a vibrant autogas sector, particularly within commercial fleets, public transport, logistics operations, and high-mileage vehicles.

As fuel costs continue to place pressure on businesses and consumers, autogas presents a practical and cost-effective alternative that can contribute to both economic and environmental objectives. The expansion of autogas infrastructure and vehicle conversion programmes could become an important driver of LPG demand over the coming years.

To support this growth, continued investment in LPG infrastructure will be essential. This includes import and storage facilities, cylinder distribution networks, bulk installations, autogas refuelling infrastructure, and skills development across the value chain. Expanding infrastructure will improve security of supply, enhance market accessibility, and enable wider adoption of LPG throughout the country.

However, sustainable growth will depend on maintaining the highest standards of safety and compliance. As the market expands, the industry must continue to prioritise consumer education, installer competency, enforcement of regulations, and adherence to national standards to ensure that growth is achieved responsibly.

By 2030, we envisage a larger, more mature LPG industry that makes a meaningful contribution to SA’s energy landscape. Through expanding clean cooking initiatives, supporting industrial growth, improving energy access, and advancing the development of autogas, LPG can play a significant role in the country’s energy transition whilst delivering economic, environmental, and social benefits.

With continued collaboration between industry, government, and other stakeholders, LPG has the potential to become a mainstream energy solution for millions of South Africans.

Lastly, what are LPGSA’s key priorities in order to ensure the sustainable growth of the industry through safety compliance and business practices?

GD: LPGSA’s priorities are centred on creating an industry that is safe, compliant, inclusive, and capable of supporting SA’s long-term energy and economic development goals. The association believes sustainable industry growth can only be achieved through a combination of strong safety standards, regulatory compliance, consumer education, infrastructure investment, and skills development.

A key priority is the expansion of clean cooking programmes that improve access to safe and cleaner energy solutions for households and schools. Through the Healthy Flames Healthy Minds programme, LPGSA is working with schools, government, and industry partners to promote the adoption of LPG for school nutrition programmes and household cooking applications. These programmes not only improve health and environmental outcomes but also demonstrate the practical benefits of LPG in improving quality of life and energy access.

Another strategic focus is supporting the growth of last-mile LPG distribution networks. LPGSA is committed to facilitating skills development and enterprise support for local distributors and small businesses that play a critical role in delivering LPG to communities. By strengthening compliant local distribution networks, the industry can expand access to clean cooking whilst creating employment opportunities and supporting the growth of SMEs.

Safety compliance also remains a cornerstone of LPGSA’s mandate. The association continues to work closely with regulators, fire departments, municipalities, and law-enforcement agencies to identify and address illegal and non-compliant activities within the market. Tackling unsafe installations, non-compliant appliances, unauthorised cylinder filling, and other illegal practices is essential to protecting consumers, maintaining industry credibility, and ensuring a level playing field for compliant operators.

LPGSA is also prioritising stronger collaboration with regulators, customs authorities, and enforcement agencies to prevent the importation and sale of non-compliant LPG equipment and appliances. Ensuring that cylinders, appliances, and related equipment meet SA’s regulatory and safety requirements is critical to reducing risk and maintaining public confidence in LPG as a safe energy source.

Looking ahead, LPGSA sees significant potential in the development of autogas as part of SA’s future energy and mobility landscape. The association is actively advocating for the adoption of LPG as a cleaner alternative transport fuel, particularly for commercial fleets, public transport, and high-mileage vehicles. Autogas offers the potential to reduce vehicle emissions, improve urban air quality, lower operating costs, and support SA’s broader environmental objectives.

Ultimately, LPGSA’s vision is to build a thriving LPG industry that contributes meaningfully to energy security, clean cooking, economic development, and environmental sustainability. By advancing safety compliance, supporting industry transformation, expanding market access, and promoting innovative applications such as autogas, the association is committed to ensuring the sector’s sustainable growth for years to come.

LIQUEFIED PETROLEUM GAS ASSOCIATION OF SOUTH AFRICA PARTNER

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A DIFFERENT PERSPECTIVE ON AFRICAN MINING

Mining may begin with geology, but for Nina Chihambakwe-McKenzie, its real value lies in what it can leave behind.

As General Manager, Central and West Africa at Capital Limited (Capital), Nina works across some of Africa’s most dynamic and fast-evolving mining jurisdictions.

Based in Libreville, the capital of Gabon, her role spans government engagement, strategic partnerships, and business development, alongside supporting drilling operations across the region.

Raised between Zimbabwean and Dutch cultures, Nina studied Economics at the University of Chicago before beginning her career in international finance.

Drawn by the opportunity to combine commercial strategy with tangible economic impact, she made the move into mining – an industry where business, government, and community development intersect every day.

Today, Nina’s work regularly takes her from remote exploration camps to ministerial offices, meeting with governments, investors, mining companies, universities, and local businesses.

This breadth of experience has shaped her belief that mining’s greatest opportunity lies not only in developing world-class projects, but in helping build stronger local businesses, skills, and institutions that continue creating value long after a mine has closed.

We sit down with Nina to dig deeper into Central and West Africa’s evolving mining landscape and the instrumental role Capital plays within it.

Q&A WITH NINA CHIHAMBAKWE-MCKENZIE, GENERAL MANAGER, CENTRAL AND WEST AFRICA, CAPITAL LIMITED

Over the course of your career, how would you say Africa’s drilling and mining landscape has evolved, particularly in Gabon and West Africa?

Nina Chihambakwe-McKenzie, General Manager, Central and West Africa (NCM): People often assume mining is about rocks. The longer I’ve worked in the industry, the more I’ve realised it’s really about people.

Yes, geology, equipment, and production matter, but what I’ve come to enjoy most are the conversations that happen around a project: about how a mine can create opportunities for local businesses, develop local skills, attract investment, and leave something behind long after the drilling has finished or the mine has reached end of life.

That’s become a much bigger part of my job over the last few years.

One of the things I enjoy most about my role is that no two weeks look the same. A few days ago, I was standing beside one of our drill rigs at a remote site. Not long before that I was in Moanda, Gabon, at a workshop on local content with government, mining companies, banks, universities, and small to medium-sized enterprises (SMEs). Next week, I’ll probably be somewhere else entirely – a sense of variety gives you a really interesting perspective on how the industry is changing.

When I first became involved in mining, most conversations centred on the project itself – the resource, drilling programme, or timeline.

Whilst those things are still important, increasingly, I’m finding that the conversations are more about everything that sits around the mine: how do local businesses participate? How do you build technical skills required for mining in the local workforce? How do you create opportunities that last beyond the life of the project? How do governments capture more value from their mineral resources?

To me, that’s a really positive shift.

The workshop in Moanda was a good example, as I expected most of the discussion to focus on procurement targets or local spending requirements. Instead, what struck me was how practical the conversations were.

People were talking about access to finance for SMEs, supplier development, vocational training, better collaboration between industry and government, and creating an environment where local businesses can actually compete successfully.

I’ve had very similar discussions elsewhere in the region, whether in Gabon, Guinea, or Côte d’Ivoire. Countries still want investment – that hasn’t changed – but they’re also asking how mining can help build a stronger economy and support local communities more broadly.

I think that’s a healthy evolution and, for companies involved in the mining sector, expands their role.

Can you outline the role Capital plays in Central and West Africa’s mining and mining services landscape? What is the company’s perspective on building meaningful local content?

NCM: Capital is obviously there to deliver safe, high-quality drilling or mining services, which is our core business and always will be.

Increasingly, mining and mining services companies are expected to contribute beyond their core operations.

This may include developing local suppliers, investing in training, or sharing technical expertise – ultimately, it’s a matter of taking the time to understand what governments are trying to achieve and working out how we can best support those objectives. For Capital, this approach is really business 101.

In some countries, however, there is an increasingly aggressive push to define local content primarily through mandatory equity ownership or by reserving work exclusively for 100 percent indigenous companies.

Whilst ownership has a role to play, this approach can concentrate the benefits amongst a relatively small number of shareholders without necessarily building the broader capabilities needed to support a sustainable mining industry.

Local content should be measured by the lasting economic capacity it creates, with a focus on developing competitive local suppliers, expanding in-country manufacturing and maintenance capabilities, transferring technical knowledge, and providing practical training that enables people of all ages to establish and grow their own businesses.

These businesses can then support mining companies and mining service providers, create employment, and generate a broader and more sustainable tax base for the host country.

Foreign investment by multinational mining and mining services companies should therefore be viewed as an important part of this development. These companies bring capital, specialist skills, and international experience alongside access to global expertise, technology, and equipment development.

They also create opportunities for local employees and businesses to gain experience across different operations and, in Capital’s case, different countries – broadening their skills, experience, and future opportunities.

Whilst this type of contribution is increasingly being mandated through legislation, it has been part of Capital’s operating philosophy from the beginning. We have consistently invested in training, knowledge transfer, and the long-term career development of our people.

At many of our established operations, including Egypt, people who began their careers with Capital in junior roles have progressed into senior operational and management positions.

This is meaningful local content – building skills, careers, businesses, and leadership capability that remain in the country and support the continued growth and development of the mining sector.

One thing I’ve learnt is that governments and mining companies often want the same outcome: projects that are successful, stable, and investable. Sometimes they just approach those objectives from different starting points. Once you understand that, the conversations become much more constructive.

Indeed, Gabon is a good example of this. It’s already well known for manganese, but there’s growing interest in iron ore, gold, and other critical minerals.

At the same time, I’m seeing a real willingness from government to think about mining in a broader context – not just as a source of revenue, but as a way of developing skills, supporting entrepreneurs, and strengthening local industry. I find that genuinely encouraging.

Africa has never lacked mineral potential, but what we’re starting to see now is much more discussion about how countries can capture more of the value that comes with it.

To me, that’s where some of the biggest opportunities lie over the next decade – not just developing more mines but building stronger businesses and local economies alongside them.

Could you give us a brief overview of Capital’s existing projects and operations, client base, number of employees, and primary locations?

NCM: Capital started as a drilling company, and that is still very much part of what we do, but one of the reasons I joined the business is that it has evolved well beyond that.

Today, we support companies across the mining value chain, from exploration drilling through to production drilling and mining services.

Through our laboratory business, MSALABS – an innovative assay services organisation – we provide assay laboratory services, whilst collaboration with other businesses and strategic investments have brought new and emerging technologies to our clients, enabling us to support them from the early stages of a project right through to production.

The company’s operations are global and, in total, we have a presence in more than 20 countries with established sites across Africa, the Middle East and North Africa (MENA) region, and Pakistan, with additional MSALABS locations in Canada, the US, Europe, and Latin America, and corporate offices in Mauritius, the UK, United Arab Emirates (UAE), and Australia.

Our clients range from junior exploration companies through to some of the world’s largest mining groups.

In Egypt, we’ve been operating for more than two decades at the Sukari Gold Mine, now operated by AngloGold Ashanti, where we have provided everything from exploration drilling and drill and blast, through to waste mining load and haul services.

Through MSALABS, we also established the country’s first commercial laboratory offering fire assay and other analysis services in Marsa Alam.

In Tanzania, we also have a 20-year operating history and long-term relationships with Barrick at North Mara and Bulyanhulu Gold Mines and AngloGold Ashanti at the Geita Gold Mine.

My role covers Central and West Africa, so I spend a lot of time moving between countries and projects. One thing I have found is that no two markets are quite the same, which keeps the role interesting.

In our part of Africa, we are predominantly focused on gold and iron ore and support projects across both commodities in Gabon, whilst our global portfolio also includes large copper projects.

Côte d’Ivoire is also a particularly exciting market for us as we continue to build a strong drilling footprint there.

We’ve previously provided mining services in the country as well and, with MSALABS already operating a laboratory in Yamoussoukro and two further labs under construction, we are developing a much broader platform to support mining companies across the country and wider region.

Our business portfolio also includes a strategic partnership with training organisation International Apprenticeship and Competency Academy (IACA).

Across our global operations, we employ approximately 3,800 people – the vast majority of whom are nationals.

In 2025, 94.3 percent of our employees were from our operational host countries – a number that is even higher in reality due to the number of Africans now working as expats across our sites, sharing their skills and knowledge.

Developing local capability is a big part of how we operate. Whether through training, creating opportunities for local suppliers, or supporting local communities, I think these investments make the business stronger over the long term.

Can you provide any further details around the training you provide and recent investments or collaborations?

NCM: IACA is the first training facility providing internationally accredited technical and trades training in Tanzania – not just for Capital employees, or even just for the mining sector, but also for other industries including oil and gas and agriculture, too.

Through IACA training, more than 2,000 Tanzanians and Ugandans now hold recognised qualifications, and we’re looking to roll out these facilities in other African countries as well.

Another part of our business looks at new technologies, and, in 2024, we invested in a company called Eco Detection, who’s unique technology provides real-time water quality monitoring and intelligence which has enormous potential to help both mining operators and governments alike ensure water quality for local communities.

Our most recent addition is an investment into Portable PPB, a relatively new technology that significantly accelerates exploration activity by giving same-day gold results with lower detection limits than PhotonAssay, facilitating significantly faster and more agile exploration programmes.

Portable PPB’s results are also now approved for Australian Securities Exchange (ASX) and Toronto Stock Exchange (TSX) reporting, where many African mining companies are listed.

You are actively looking to grow the drilling industry in Gabon. Can you tell us more about Capital’s projected growth in this area and how you intend to achieve this?

NCM: I think the opportunities in Gabon are very exciting – the country has excellent geology, political stability, and, perhaps most importantly, a government that is genuinely committed to developing the mining sector.

Those are strong foundations, and the next step is creating an environment where investment can move more quickly and companies have the confidence to commit for the long term.

Of course, we’d like Capital to grow alongside that and have already worked on a number of projects in Gabon.

These include the Belinga Iron Ore project which is delivering drilling and load and haul services, the Gabon and Oxygenation of Earth – Drilling Early Earth Project’s (GOE-DEEP) scientific drilling programme, and a number of exploration drilling projects, so we already have a good understanding of what it takes to operate successfully here.

As more exploration projects move into development and production, there will naturally be greater demand for drilling, mining services, and laboratory support – opportunities we are well positioned to take on.

We prioritise delivering a consistent, high-quality, and safe service which, when combined with the breadth of our capabilities, means we have a lot to offer exploration and mining companies in Gabon.

We add value to projects, use modern rigs and equipment, have teams that are well-trained and good at what they do, are reliable, and make sure project timelines don’t slip – this is what will help us win new work and we have a long history of delivering for clients.

What we’ve found on many occasions is that we’ll commence a contract with a client and, as they experience working with us and the quality of our service, they’ll either extend to using more of the services we provide or ask us to deliver the same type of service across their different sites.

Our approach to supporting local communities also helps – for Capital, that means continuing to invest in local people through employment, building long-term careers, and maintaining a genuine presence in the community.

How is Capital making a genuine and lasting difference in the areas in which it operates?

NCM: We don’t see ourselves as simply delivering a drilling programme and moving on; we want to be part of building a stronger mining sector and making a positive impact on the local economy.

This is what meaningful local content is about – transferring knowledge, developing skills, and creating opportunities so that, one day, local people may even own and operate their own drilling rigs.

The story of Rig 85 in Gabon demonstrates what this can achieve.

Kennedy and Ndong joined us with no previous mining experience – Kennedy was a qualified mathematics teacher who found himself out of work due to ongoing strikes.

With the support of our project manager, they learned the fundamentals of drilling through practical, hands-on experience. We also provided formal training, and both are now working towards an internationally recognised Certificate III in Drilling Operations (RII31820) through an Australian training provider.

Since joining us, Kennedy and Ndong have worked across several projects and clients, including at the Belinga Iron Ore project, GOE-DEEP, and, most recently, an exploration programme. They have progressed from offsiders to drillers and are now taking responsibility for operating Rig 85 and delivering drilling programmes.

It is an incredible transition. In just a few years, they have built meaningful, long-term careers that were previously not on their radar. Soon, they will hold internationally recognised qualifications, opening the door to even greater opportunities and the potential to become future leaders of Gabon’s mining industry.

This is how we make a genuine and lasting difference – by investing in Gabonese people, transferring knowledge, and building local capability that benefits individuals, communities, and the country’s mining sector as a whole.

As a prominent advocate for the Women in Mining movement, how do you think we can shift away from the narrative of meeting diversity quotas to embedding women into high-impact roles across the sector?

NCM: I’ve never really wanted to be seen as “the female mining executive.” I’d much rather be seen as someone who’s good at what she does.

Of course, representation matters. When young women can see people who look like them working in operational and leadership roles, it helps them believe those careers are possible – but I don’t think that’s enough on its own.

What matters is making sure women have access to the same opportunities, challenging assignments, and visibility as everyone else – that’s how careers are built.

Mining career opportunities today go far beyond traditional operational roles. Whether it’s engineering, finance, environmental, social, and governance (ESG), geology, technology, or government relations, there are so many different ways to build a meaningful career in this industry.

I’ve also found that some of the most valuable support I’ve received has come from people who simply backed me because they believed I could do the job. They weren’t trying to tick a box; they were investing in potential – I think that’s the mindset we need more of.

Ultimately, I’d like us to reach a point where we’re talking less about whether someone is a woman in mining and more about the contribution they’re making. When people are recognised because of the value they bring, rather than their gender, that’s probably when we’ll know we’ve made real progress

At Capital, we are increasingly seeing women taking roles that have traditionally been male dominated – operating the drill rigs and becoming mechanics, for example – as well as having an increased presence in the broader support functions like human resources (HR), finance, and safety.

In Tanzania, we have some all-female drill crews who perform very well, and we have supported two of our female drillers to attain Certificate III in Drilling Operations (RII31820) from an Australian recognised training institution, representing not only the first women to attain this formal qualification for Capital in Tanzania, but the first in the country – something I’m really proud to see.

Here in Gabon, we are also seeing increasing female participation in what would not traditionally be considered women’s roles, with two ladies working as offsiders, another as an electromechanic, and one as a health, safety, and environment (HSE) site officer on site.

And the trend is only increasing; in 2025, we saw a 52 percent rise in the number of women working for Capital, representing 11 percent of our workforce, which is good progress. And it’s not just at the operational level – 29 percent of our board are also female.

We do acknowledge that there is still a way to go, and we’ll keep working on growing our female workforce participation, however these numbers represent positive momentum towards more women having long-term career opportunities in our industry, increasing their visibility in a broad range of roles – not just ticking boxes or meeting quotas.

What does corporate social responsibility (CSR) mean to Capital, and what steps have you taken towards leaving a legacy that is transformative for local communities?

NCM: I think the biggest contribution companies in our sector can make is to leave something behind that lasts long after the project itself.

Of course, community initiatives have an important role to play but, for me, real impact comes from building local capability: employing and training local people, helping local businesses grow, and creating opportunities for suppliers to become part of the mining value chain.

Governments increasingly want to see mining act as a catalyst for broader economic development; it’s no longer just about extracting resources but asking how the industry can help strengthen local economies.

That’s one of the reasons I’ve become so interested in local content. When it’s done well, it’s not simply about meeting targets but creating businesses, developing skills, and giving people opportunities that continue long after a mine has closed.

At Capital, CSR is embedded in our approach to our work – it always has been – and is reflected in the way we invest in local teams and work with our clients and partners.

We know that successful mining projects depend on strong relationships with the communities where we operate, and local employment drives socioeconomic growth in our host countries and is the main way we can leave a long-term legacy.

As such, we prioritise hiring from the local areas where we work and invest in training and development to build local capability and skills transfer.

Currently, we employ more than 320 Gabonese, Guineans, and Ivorians – not only is that 320 individuals supported to develop their careers, but 320 families supported with reliable incomes and spending into their local communities. This is where the impact is multiplied.

Significantly, dozens of our locally recruited employees are now working as expats for the company in other countries.

Indeed, we have around 50 Tanzanians, as well as Mauritanians, Ivorians, Egyptians, and Guineans, not only working for our operations globally in places like Pakistan, Saudi Arabia, the US, and other African countries, but also becoming sought-after professionals, recruited by other companies around the world who recognise their competency and skill, which is a direct reflection of our investment in their training and development.

These opportunities are what create that long-term legacy and genuinely transform the lives of local people.

We also collaborate with our clients to support their community development projects and, where appropriate, initiate our own CSR activities to support local community needs.

For example, we provide educational scholarships for school students in multiple countries including Egypt and Zambia, we’ve built a maternity ward at the Kamanga Health Centre in rural Tanzania, and we support numerous local sporting clubs across our African operations.

In Gabon, we’ve partnered with Ivindo Iron and local education authorities to provide supplies to the M’Vhadi School and Mayibouth 1 & 2 Schools close to our drilling operations in Ivindo.

In Côte d’Ivoire, we sponsor a Taekwondo athlete, Nabintou Koné, through the Lvolution Academy in Abidjan. Our sponsorship provides opportunities for her to compete nationally and internationally at the highest levels, and it also supports her ongoing studies.

This ensures she can not only concentrate on becoming a successful athlete but can achieve university qualifications whilst competing. These are the types of grassroots initiatives we do to make an ongoing difference to the people in our local communities.

Supporting local businesses is another way for us to contribute meaningfully to local communities. In Côte d’Ivoire for example, 47 percent of purchases for our drilling operations come from local businesses, and we will continue to foster partnerships with suppliers from the region wherever we can.

Personally, I’d like to think Capital’s legacy is measured by the relationships we’ve built, opportunities we’ve helped create, and people we’ve supported that continue to make a difference in the years ahead.

Looking to the future, what key priorities, targets, and goals do you have in place? Do you have plans to expand or diversify at all?

NCM: One of my biggest priorities is continuing to build a stronger regional presence across Central and West Africa.

We’re already active across multiple countries and business lines, and I see significant potential to leverage our integrated service capability and expertise to add further value for clients across the region.

Clients are increasingly looking for partners who understand the broader mining value chain rather than providing just one service in isolation – an exciting direction for Capital because it allows us to bring together the strengths of our different businesses.

I’d also like to see us continue investing in countries where we already have a presence. There’s enormous potential across the region, and I think being committed to a market over the long term is just as important as entering new ones.

One thing I have noticed since joining Capital is that we do not approach projects with a short-term mindset, but we invest time in understanding the countries where we work, building local teams and developing relationships with governments, suppliers, and communities.

In my experience, those relationships matter just as much as the technical work because successful mining projects do not happen in isolation.

We’ve done this very successfully in places like Egypt and Tanzania, where Capital has had a presence for more than 20 years.

We’ve built world-class infrastructure and developed the workforce to the point many of our team who joined years ago are now leaders in our business, operating in expat roles across Africa or globally, or being recruited by others who recognise their level of capability. That’s the impact I’d like to see us continue to make in this region, alongside expanding operationally.

Personally, I’d also like to continue strengthening the relationships we’ve built with governments, industry, and local businesses.

These kinds of partnerships create opportunities that simply don’t come from responding to tenders alone and help us understand where the industry is heading and how we can contribute to its growth.

Ultimately, success for me isn’t just about expanding into more countries – it’s about building a business that’s trusted, develops local capability, and people want to work with because of the quality of delivery and the relationships we’ve built. If we achieve that, I think growth will follow naturally.

Finally, are you optimistic about the future of the mining in Africa?

NCM: I’m genuinely optimistic about where African mining is heading. Across the region, I’m seeing governments, investors, and mining companies having much more constructive conversations about how to create long-term value.

Of course, there are still challenges, but there’s also a growing recognition that mining can be a catalyst for broader economic development if done well. Working across Central and West Africa has reminded me that every country is different, there isn’t a blueprint that works everywhere and that’s part of what makes the job so interesting.

The key is listening, understanding local priorities, and building partnerships that are based on trust rather than short-term objectives. For me, that’s what good mining looks like and, working at Capital, that aligns very well with how our business operates.

Strong technical delivery will always be important, but the projects that have the greatest impact are the ones that leave behind stronger local businesses, more skilled people, and lasting relationships.

I’m excited to be part of that journey with Capital, and I think the opportunities for both the company and the region are only just beginning.

The post Capital Limited : A Different Perspective on African Mining appeared first on Africa Outlook Magazine.

COMMITTED TO SUSTAINING OIL AND GAS ASSETS IN AFRICA

Operational since the 1980s, Altrad Services Africa, part of the Altrad Group, has developed a long-lasting relationship with the oil and gas industry.

Indeed, two of the group’s subsidiaries in West Africa, Prezicon Limited – a joint venture (JV) in Nigeria between the Altrad Group and Desicon Limited – and Altrad Prezioso Angola, have built a reputation and trust for providing safe, efficient, and cost-effective maintenance solutions.

“We focus primarily on asset integrity in the oil and gas sector, helping local oil companies (LOCs) and international oil companies (IOCs) maintain and extend the lifespan of their investments. Our services include industrial surface preparation, painting, access solutions, and non-destructive testing (NDT),” opens Maya Omar, Managing Director of Prezicon Limited.

“We tailor our services to meet client needs, conducting surveys to recommend maintenance programmes, especially for corrosion and insulation protection. Furthermore, our comprehensive offerings include scaffolding, rope access, and lighter platforms like V-Deck™ – a modular suspended platform.”

Altrad Prezioso Angola, meanwhile, has operated in the country for more than 35 years and is now the group’s largest industrial-services business in Africa, employing nearly 2,000 people and working from key sites in Luanda, Cabinda, Lobito, and Soyo, supporting both offshore and onshore energy assets.

“Two recently inaugurated operational bases in Luanda bring together our principal teams, equipment storage, workshops, and training facilities, giving us a stronger platform from which to serve clients and develop local capability,” adds Gerald Green, Managing Director of the Angolan subsidiary.

“Our core activity is integrated fabric maintenance and asset-integrity support. We combine access solutions – principally scaffolding and rope access – with surface preparation, protective coatings, thermal insulation, passive fire protection, NDT, inspection, mechanical services, industrial cleaning, and repair solutions.”

This integrated model means a client can address several maintenance needs through one coordinated delivery team, reducing interfaces and improving planning, safety, and execution.

“Our client base includes major international operators, Angolan energy companies and engineering, procurement, and construction (EPC) contractors. We have longstanding relationships across Angola’s principal offshore assets, including long-term work with TotalEnergies and Chevron, and we are expanding our contribution to onshore, gas, and refining activities,” Green continues.

Indeed, the business combines a deeply established Angolan workforce with the technical reach of the wider Altrad Group, allowing proven international methods and technologies to be deployed locally.

FOSTERING TRUST

Collaborating with both IOCs and LOCs, such as TotalEnergies, ExxonMobil, and Shell Nigeria Exploration and Production Company (SNEPCo), Prezicon Limited’s other key clients include Nigeria Liquefied Natural Gas (NLNG) and Seplat Energy (Seplat).

“We’ve noticed a growing presence of local investors in the past few years. We’ve built a strong relationship with NLNG over more than 15 years, and they trust us to deliver. However, I always remind my team and clients not to take this trust for granted,” Omar gently outlines.

“Building trust is essential, which is why we continue to provide support and meet with them regularly. Our visibility as leaders – whether myself or the business unit top managers – has made interactions much easier, allowing us to share our thoughts on how things should be done, and they are more likely to trust our judgment.”

Maintaining a trusted relationship with NLNG, Prezicon Limited emphasises routine inspections and regular yearly shutdowns, such as the significant one planned for September. During this time, the company will introduce thermal spray aluminium technology, importing equipment and experts to ensure successful operations.

“In our partnership with Seplat, we are in the second year of a five-year contract, collaborating with the local shareholder Desicon Engineering (Desicon). Seplat is now actively involved in major tank projects, including scaffolding, blasting, and painting on a live plant, demonstrating our capability to perform extensive online work as well.

“Seplat is set to initiate rope access works, a potentially risky endeavour. However, client trust in our certifications and expertise is key. Building strong relationships through timely delivery, safety, and quality is essential, as clients value results over personal interactions,” discusses Omar.

NAVIGATING CHALLENGES

In Angola, Green recognises the need to help clients extend the life of mature offshore assets whilst controlling costs and maintaining production in a challenging marine environment.

However, the sector expects stronger local content, shorter delivery times, and access to new technology.

“Logistics and the availability of specialist materials can be challenging, particularly when equipment has historically been imported for individual projects.

“Our response is to integrate trades more effectively, use inspection data to focus work on the highest-value interventions, and deploy technologies that reduce exposure hours and offshore duration,” he explains.

Altrad Prezioso Angola is strengthening local procurement and supplier relationships, investing in training and nationalisation, and bringing international specialists into the country to transfer capability rather than create permanent dependence.

“Above all, we cannot allow commercial or scheduling pressure to weaken safety: a good safety record is only valid up to yesterday, so it must be earned again every day through visible leadership, planning, and disciplined execution,” asserts Green.

Meanwhile, particularly in Nigeria, Omar has faced excessive bureaucracy and delays in project discussions and decision-making processes.

“I have found it can take years for projects to materialise due to the complexities involved in navigating systems and client organisations. Dealing with various offices and decision-makers adds to the frustration.

“Moreover, to diversify our services, we’ll continue to integrate technology to meet client needs, enhance online offerings like inspections and robotics, and focus on asset integrity solutions,” Omar informs.

HARNESSING INNOVATION

Prezicon Limited’s services enhance asset integrity and combat corrosion with advanced technologies, transitioning from outdated blasting methods to innovative solutions like robotic ultra-high-pressure (UHP) water systems.

Using robotics in maintenance decreases the risk to humans in hazardous environments and improves safety, particularly for tasks such as blasting and painting.

In a recent project with SNEPCo, robotics were deployed, whilst a separate initiative on water ballast tanks for TotalEnergies significantly reduced abrasive logistics from 400-500 tonnes to just 50 tonnes, thereby minimising carbon emissions.

“Clients prioritise efficient asset maintenance, emphasising the need for innovative technology. Collaboration with sister companies, such as Altrad UK’s online de-sanding technology, provides a competitive advantage,” states Omar.

“We also partner with Remotion for robotic solutions and Beerenberg, now proudly part of the Altrad Group, for insulation whilst focusing on internal networking for expertise sharing. For specific technologies, we connect with colleagues in other locations, like Altrad Singapore and Altrad Prezioso France, to support operational capabilities.”

Recent discussions highlighted thermal insulation as a branding opportunity, particularly regarding corrosion under insulation (CUI) and energy efficiency.

“Collaborating with a sister company in the Benelux Union, we’re about to deploy thermal cameras to assess assets and improve energy efficiency, with plans to expand this initiative into Nigeria and Africa,” Omar shares.

For Altrad Prezioso Angola, technology is valuable as it makes work safer, faster, and more predictable. The company is also introducing Remotion’s remotely operated robots for offshore blasting and painting, reducing the time personnel spend in hazardous or difficult-to-access areas.

“We are deploying Abyss Solutions’ three-dimensional asset mapping, which creates a navigable digital representation of two Chevron offshore assets. Teams in Luanda, Cabinda, or overseas can review an area remotely, locate equipment, and plan a work scope before travelling offshore,” Green enlightens.

Other examples of innovation for Altrad Prezioso Angola include Technowrap™ composite-repair systems, Quickflange™ technology weldless flange installation, V-Deck™ modular access solutions, pressurised habitats, and advanced inspection tools that enable controlled work in sensitive operating areas.

“We have also invested in bringing new solutions into Angola through our technology programme and live demonstrations at our Luanda base. The objective is not simply to import equipment, but to prove the technology with clients, train local personnel, and build an enduring Angolan service capability around it,” highlights Green.

These solutions can reduce scaffolding quantities, offshore personnel exposure, travel, shutdown duration, and total execution hours.

The Altrad Group gives its subsidiaries access to technologies already proven in other markets; the role of the companies is to demonstrate them locally thus validating the application with the client.

INTEGRATED SOLUTIONS

Altrad Prezioso Angola implements best practices for fire protection systems and corrosion management in offshore environments. Corrosion control starts with assessing factors like salt, humidity, and UV radiation.

“We perform condition surveys to select the right preparation and coating methods, such as abrasive blasting and UHP water jetting, whilst adhering to environmental controls,” Green emphasises.

Quality control (QC) is upheld through surface condition verification, coating traceability, and thickness checks. For passive fire protection, the company ensures proper substrate preparation and uses approved materials that meet client specifications.

“We view access, inspection, corrosion protection, insulation, and fire protection as an integrated system, utilising digital asset mapping and advanced techniques to enhance efficiency. Regular inspections and prompt repairs of small defects help prevent water ingress and costly structural issues,” Green points out.

In addition, NDT services offered by Altrad Prezioso Angola help maintain the integrity of energy assets.

“Our Angola inspection teams provide conventional NDT services such as visual inspection, ultrasonic thickness measurement, as well as weld inspection, magnetic-particle inspection, and dye-penetrant testing,” specifies Green.

“Depending on the asset and inspection objective, we can also mobilise advanced capabilities through the Altrad network, including phased-array and long-range ultrasonic testing, eddy-current and alternating current field measurement (ACFM) inspection, thermography, positive material identification, remote scanning, and drone-assisted surveys.”

The key advantage is that inspection is integrated with access and repair. Rope-access technicians can reach difficult areas with less scaffolding and disruption, whilst the inspection results are used to identify deterioration, trend wall loss, prioritise repairs, and support decisions on remaining asset life.

“Where a defect is found, we can move from inspection to surface treatment, composite repair, mechanical intervention, or insulation replacement through one coordinated plan. This helps clients minimise downtime, direct maintenance expenditure to the highest-risk areas, and preserve the safe operating envelope of ageing assets,” Green notes.

EMPOWERING COMMUNITIES

Prezicon Limited’s corporate social responsibility (CSR) initiatives now encompass diverse backgrounds, originally centred on women and promoting inclusivity; the company also emphasises digitalisation for project management and has launched a well-being programme featuring team-building and cultural representation activities.

“Fostering a culture of belonging here enhances our pride, helping us deliver projects on time whilst maintaining safety and quality standards,” Omar expresses.

“We emphasise targeted CSR rooted in personal connections and cultural values, prioritising transparency and genuine community impact over mere donations, adhering to ethical guidelines for fund allocation.”

A basketball CSR program launched two years ago has significantly engaged communities in Rivers State, particularly in capital city Port Harcourt. Updates on these initiatives are shared via social media, highlighting the team’s grassroots efforts.

In Port Harcourt, Prezicon Limited trains underprivileged children with athletic potential, conducting sessions three times a week and managing all logistics, with some athletes even poised to represent the country in competitions.

Additionally, the company is developing an Industrial Rope Access Trade Association (IRATA) Training Centre for oil and gas certification, though delays have occurred due to travel restrictions for UK citizens. It is also set to launch a graduate empowerment programme on Bonny Island, which will provide mentoring and training for recent graduates interested in engineering careers.

Prezicon Limited has received an ISO 37001 certification for anti-corruption and ethics, reinforcing its commitment to ethical practices.

Furthermore, to enhance safety reporting, the company has created a digital app for health, safety, and environment (HSE) concerns. Finally, it has initiated a quarterly newsletter to keep stakeholders informed of progress and challenges.

There is a unified goal across both nations to foster a strong sense of community and pride.

Altrad Prezioso Angola’s success is largely attributed to its team, which consists predominantly of Angolan professionals.

“Our responsibility extends beyond merely providing jobs; we aim to cultivate credible technical and leadership careers through training, certification, career progression opportunities, and exposure to the broader Altrad network. My long-term goal is to have the business fully led and operated by Angolan professionals,” Green impassions.

Additionally, the company wants its contributions to extend beyond project work. Therefore, it supports Angolan students studying in France, maintains an active relationship with a local orphanage, and organises environmental initiatives involving employees.

For instance, during Altrad Prezioso Angola’s recent World Environment Day beach clean-up in Luanda, volunteers removed over 10 tonnes of waste.

These efforts align with the company’s core principle that long-term success must balance economic contributions, people development, safety, and environmental responsibility.

STRATEGIC GROWTH

Several developments illustrate Altrad Prezioso Angola’s trajectory, including recently securing a five-year renewal supporting Chevron’s operations in Cabinda whilst continuing integrated maintenance services across major offshore assets for clients including TotalEnergies.

The company is also expanding its onshore and downstream contribution, including insulation work supporting the Luanda Refinery.

“Our projects reinforce our position as a long-term partner capable of delivering access, coatings, insulation, inspection, and associated maintenance under one management system,” Green details.

Digitalisation is also an area for Altrad Prezioso Angola with its three-dimensional asset mapping.

The platform allows users to navigate the facility remotely, identify locations by equipment or line reference, and prepare work packs with much better visibility. It reduces repeated survey travel, shortens planning cycles, and brings offshore assets closer to engineering and operational teams wherever they are based.

The company’s two principal priorities for the coming year are diversification through technology and integrated solutions.

“We want to be the partner that clients approach with an integrity or maintenance challenge, knowing that we can draw on the wider Altrad Group and selected technology partners to propose, demonstrate, and deliver the most suitable solution locally.

“Growth should come not only from doing more of the same work, but from adding higher-value inspection, digital, repair, mechanical, and efficiency capabilities,” Green elaborates.

The second priority is nationalisation. Altrad Prezioso Angola’s ambition is for the main supervisory, technical, onshore, and offshore positions to be occupied by Angolan professionals, supported by clear succession plans, training, and international exposure.

Alongside this, it will continue to strengthen safety performance, local procurement, operational efficiency, and the ability to support emerging offshore, gas, and refinery developments.

“Success will be measured by the capability we leave in the country, the value we create for clients, and the consistency with which every job is delivered safely and to specification,” Green resolutely concludes.

ALTRAD SERVICES AFRICA PARTNER

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WATER RESILIENCE WILL SHAPE AFRICA’S NEXT DECADE OF GROWTH

Water resilience is becoming fundamental to Africa’s socioeconomic development.  

It is the ability of communities, businesses, utilities, and governments to anticipate water-related pressures, withstand disruption, and adapt to changing conditions whilst maintaining reliable access to water of an appropriate quality. 

Across the continent, water is increasingly being recognised not only as a public service, but as a strategic asset underpinning industrialisation, health, food security, job creation, climate resilience, and regional stability.  

The central issue is not only scarcity, but how water is planned, managed, treated, distributed, reused and protected. 

THE PRESSURE ON EXISTING SYSTEMS 

South Africa (SA) illustrates the pressure clearly. It receives less than half the global average annual rainfall and, according to the Department of Water and Sanitation, 98 percent of the country’s available water resources are already allocated.  

When there is limited spare capacity in the system, resilience depends as much on using existing water better as it does on developing new sources. 

Across the continent, longer dry periods are placing pressure on supply, whilst intense rainfall is overwhelming drainage systems, destabilising soils, and damaging infrastructure.  

Urban growth, industrial demand, and climate uncertainty are increasing the need for systems that can withstand both scarcity and sudden excess. 

The challenge can be understood through three connected dimensions: availability, quality, and infrastructure performance.  

Availability is shaped by rainfall variability, drought, competing demand, and the ability to store or access water when it is needed.  

Quality determines whether available water can be used safely for communities, ecosystems, agriculture, industry, or mining.  

Infrastructure performance determines whether water can be treated, moved, reused, and managed reliably.  

Any resilience strategy that treats these issues separately risks solving one problem while leaving another unresolved. 

WHY RESILIENCE NEEDS AN INTEGRATED APPROACH 

This is why water resilience needs to be approached as a practical systems challenge. The starting point is better information, including robust water balances, water accounting, demand forecasts, asset performance data, and climate-risk insight.  

These help organisations understand where water is used, lost, or under pressure, and where future risks are most likely to arise. 

That evidence can support a balanced programme of interventions, including reducing losses, improving network performance, rehabilitating existing assets, strengthening wastewater treatment, enabling reuse where viable, protecting catchments, assessing groundwater resources, and building the operational capacity to manage both drought and flood risk over time. 

This integrated view is particularly important for sectors central to Africa’s growth and employment. In mining, water risk is connected to licensing, dewatering, groundwater movement, contamination management, closure planning, rehabilitation, and community relationships.  

In manufacturing, energy, and urban development, it affects reliability, cost, discharge obligations, business continuity, and the long-term viability of new growth. 

Similar lessons can be drawn from WSP Africa’s work on integrated mine water planning and water conservation programmes in SA and across the continent, where a robust evidence base helps determine whether conservation, reuse, operational improvements, or new supply will deliver the greatest benefit. 

There is no single technical solution. Water reuse, desalination, digital monitoring, demand management, groundwater assessment, catchment restoration, and network rehabilitation all have a role to play, but their value depends on local context. 

Cape Town’s V&A desalination plant, developed during the city’s severe water crisis, shows how alternative supply can supplement stressed systems when planned alongside demand management, network performance, and long-term operational capacity. 

In Kananga in the Democratic Republic of the Congo, severe erosion caused by heavy rainfall on unstable soils threatened infrastructure and nearby communities, showing how resilience can depend on understanding drainage, land stability, local materials, constructability, and long-term monitoring together. 

The strongest responses bring disciplines together early, so water decisions are shaped by infrastructure performance, environmental risk, affordability and long-term resilience, at the same time. 

THE ECONOMIC CASE FOR ACTION 

For decision makers, the economic case is clear. Reducing non-revenue water can improve utility revenues, increase system efficiency, and free up capacity within existing networks.  

Better wastewater treatment and reuse can support industrial development whilst reducing pressure on freshwater resources. Stronger asset management can extend infrastructure life, whilst better climate and environmental planning can reduce long-term risk and improve investor confidence. 

The next decade of growth in Africa will be shaped not only by the infrastructure that is built, but by how resilient that infrastructure is to water risk.  

Historic assumptions about rainfall, supply, demand, and system performance are no longer enough. Governments and businesses need adaptive approaches that recognise uncertainty and plan for it. 

Africa’s water challenges will not be resolved through a single technology, asset, or infrastructure programme. Resilience requires integrated planning that understands current and future demand, protects water quality, improves existing systems, diversifies supply where appropriate, and builds the capacity to sustain improvements.  

Water could become a defining constraint on Africa’s next decade of growth. With better evidence, coordinated planning, and timely investment, it can instead become an enabler of stronger communities, more competitive industries, and more resilient economies.

The post Water Resilience Will Shape Africa’s Next Decade of Growth appeared first on Africa Outlook Magazine.

Q&A WITH NORAH MAGERO, CO-FOUNDER AND CEO, DROP ACCESS

Firstly, could you outline the mission, vision, and core values of Drop Access?

Norah Magero, co-Founder and CEO (NM): We develop practical technologies that help underserved and off-grid communities access essential services, from medical refrigeration and vaccine cold chains to food preservation and temperature-controlled logistics.

At Drop Access, our mission is to manufacture and distribute clean energy solutions using flexible payment models, whilst our vision is to provide sustainable clean energy to all underserved communities in Africa.

These goals are guided by our core values of innovation, excellence, eco-friendliness, honesty and fairness, and customer centricity.

What drives us is a simple belief: where a person lives should not determine whether they can access life-saving healthcare or climate-smart technologies.

We are committed to designing solutions that are reliable, affordable, environmentally responsible, and tailored to the realities of the communities we serve.

Drop Access was born out of a deep understanding of the barriers rural populations face, particularly in accessing life-saving vaccines and medicines. Can you explain?

NM: The challenge is not only about whether vaccines and medicines are available; it is also about whether they can be stored safely and delivered to the people who need them.

In many rural and off-grid communities, health facilities struggle with unreliable electricity, weak cold chain infrastructure, long distances, and difficult transport conditions.

As a result, vaccines, insulin, blood products, antibiotics, and other temperature-sensitive medicines often face significant risks before reaching patients.

For me personally, this challenge became very real whilst I was living in a rural town and trying to access the right vaccines for my young daughter. Later, during the COVID-19 pandemic, the importance of resilient cold chain systems became even more apparent.

Before developing our solutions, we spent time listening to nurses, healthcare workers, mothers, health facility managers, and communities. We wanted to understand the daily realities they faced and design solutions around those realities.

That process helped shape Drop Access and our commitment to strengthening last-mile healthcare delivery in underserved areas.

The Drop Access journey began with your portable solar-powered refrigerator, Vaccibox. What makes it ideal for vaccine storage and cold chain logistics?

NM: Vaccibox was specifically designed to address the challenges of medical cold chain management in remote and resource-constrained environments.

It is a portable solar-powered medical refrigerator equipped with integrated lithium batteries and designed to maintain temperatures between two degrees Celsius (°C) and 8°C, which is the recommended storage range for many vaccines.

It can be used both for the storage and transportation of vaccines, blood products, insulin, oxytocin, laboratory samples, and other temperature-sensitive medical products.

One of the features I am particularly proud of is the integration of real-time monitoring technology. Vaccibox provides data on temperature, battery status, charge levels, location, and inventory, helping healthcare providers maintain visibility and accountability throughout the cold chain.

Mobility was also central to the design. In many remote communities, bicycles, motorcycles, and boats are often the most practical means of transportation; Vaccibox can be transported using these modes, helping healthcare workers reach populations that are otherwise difficult to serve.

Ultimately, it was created to make safe and reliable vaccine delivery possible wherever people live, regardless of infrastructure constraints.

What about Koyo, your other solar-powered refrigeration solution for farmers, small to medium-sized enterprises, and households?

NM: Koyo extends Drop Access’ clean cooling work beyond healthcare into food security, household resilience, and productive use of energy.

Whilst Vaccibox focuses on medical cold chain applications, Koyo is designed to provide reliable solar-powered refrigeration for farmers, small to medium-sized enterprises, and households that may not have access to dependable electricity.

Post-harvest losses remain a major challenge across many African communities. Farmers often lose valuable produce because they lack access to cold storage, whilst households and small businesses face similar difficulties preserving food safely. Koyo helps address those challenges by providing clean, reliable cooling powered by solar energy.

We offer Koyo in several different sizes to meet the needs of a wide range of users, from individual households to commercial operators. The broader goal is the same as with all our solutions: improving resilience and creating access to essential services through sustainable technology.

Coolride is Drop Access’ professional cold chain logistics service. How does it ensure safe and reliable transport of temperature-sensitive goods across various industries?

NM: Coolride was developed to address a critical gap that extends beyond refrigeration itself: transportation.

Even when products are stored correctly, they can still be compromised if they are not transported under controlled conditions.

Coolride provides temperature-controlled logistics services for vaccines, medicines, laboratory samples, perishable foods, and agricultural products.

The service combines temperature-controlled vehicles, real-time GPS and temperature monitoring, trained personnel, and standardised operating procedures to maintain product integrity throughout the journey.

Depending on the use case, we offer transportation solutions that operate at 2°C to 8°C, at -20°C, or under ambient conditions. Our fleet includes cold-box motorcycles for last-mile delivery, and vans fitted with refrigerators.

By combining technology, operational discipline, and visibility throughout the supply chain, Coolride helps ensure that temperature-sensitive products arrive safely and reliably at their destination.

How does your commitment to local innovation, manufacturing, and community-driven impact set Drop Access apart?

NM: One of the things that differentiates Drop Access is that we do not start with technology, but with people and the challenges they face.

Every solution we develop is informed by conversations with the communities that will ultimately use it. We spent time speaking with healthcare workers, mothers, health facility managers, and community members to understand their realities before designing Vaccibox and our other products.

Local manufacturing is equally important to us. We believe that building solutions locally helps strengthen technical capacity, create jobs, improve after-sales support, and ensure products are adapted to local conditions. It also helps reduce dependence on imported solutions that may not fully address the realities of African communities.

At our core, we are committed to local innovation, local manufacturing, and community-driven impact. We want African challenges to be solved by African innovators working alongside the communities they serve.

How did becoming a finalist for the Health category of the 2026 edition of the Zayed Sustainability Prize help Drop Access grow its projects, credibility and network?

NM: Being selected as a finalist in the Health category of the 2026 Zayed Sustainability Prize was an important milestone for us.

The Prize is one of the world’s leading sustainability awards, attracting thousands of submissions from around the globe. Being recognised amongst the finalists provided strong validation of both our technology and our mission.

It increased our visibility among partners, investors, policymakers, healthcare stakeholders, and innovation ecosystems. It also gave us access to a valuable global network of sustainability leaders and organisations committed to solving pressing social and environmental challenges.

Another significant development was the enhanced support provided to finalists. The Prize introduced a funding model through which organisational finalists receive USD$100,000 to help advance their work.

For a growing company like ours, that support can help accelerate deployment, strengthen manufacturing capacity, and expand our reach into underserved communities.

Most importantly, the recognition reinforced that locally developed African innovations can play a meaningful role in addressing global healthcare and sustainability challenges.

Finally, what are your key priorities in order to make essential healthcare and climate-smart innovations accessible to the most underserved communities?

NM: Our priority is to continue scaling solutions that make healthcare and climate-smart technologies more accessible, affordable, and reliable for underserved communities.

One important focus area is expanding access to Vaccibox through flexible financing approaches such as lease-to-own and cooling-as-a-service models. We know that affordability remains a barrier for many facilities, and we want to ensure cost does not prevent access to critical cold chain infrastructure.

Another key priority is continuing to strengthen quality, compliance, and certification processes as we scale. Achieving international standards is essential for ensuring our solutions can serve more healthcare systems and reach more communities.

We are also committed to expanding local manufacturing capacity. My long-term vision is to see advanced HealthTech and CleanTech products fully manufactured within Africa, creating jobs, building expertise, and strengthening local value chains.

Finally, we want to continue broadening our impact beyond healthcare alone. Through Vaccibox, Koyo, Coolride, and future innovations, our goal is to build resilient systems that improve healthcare access, strengthen food security, support livelihoods, and help communities adapt to a changing climate.

At the end of the day, our mission remains the same: ensuring people in underserved communities have access to the technologies they need to live healthier, safer, and more resilient lives.

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