STRONGER TOGETHER

The report captures a defining shift in how the continent’s mining sector is approaching growth – with sustainability, collaboration, and long-term value creation firmly at its core.

In line with this year’s theme ‘Stronger together: Progress through partnerships’, Mining Indaba 2026 moved decisively beyond dialogue, positioning collaboration as the central mechanism for delivering meaningful and measurable outcomes across the industry.

With more than 12,000 delegates in attendance, the event’s scale reflected rising global interest in Africa’s mineral potential.

Yet, as the report emphasises, the true significance lies not in the numbers, but in the depth and intent of engagement across stakeholders.

FROM CONVERSATION TO COORDINATED ACTION

A central takeaway from the report is the industry’s transition from high-level discussion to practical implementation.

Across ministerial forums, investment sessions, and technical dialogues, stakeholders demonstrated a shared commitment to turning ambition into delivery.

Mining is increasingly being positioned not as an isolated activity, but as a catalyst for broader economic transformation.

This requires alignment between governments, mining companies, investors, and communities – a theme that resonated strongly throughout the event.

Rather than relying on one-off agreements, the report highlights a growing emphasis on long-term partnerships grounded in trust, transparency, and shared responsibility. These relationships are essential to ensuring that mining projects deliver sustainable outcomes well beyond their operational lifespan.

SUSTAINABILITY AT THE CORE

The report underscores how sustainability has become fully embedded within the mining agenda.

Environmental, social, and governance (ESG) considerations are no longer treated as separate from business performance – they are fundamental to it.

From reducing emissions and improving energy efficiency to strengthening community engagement and responsible sourcing, mining companies are increasingly aligning operational strategies with global sustainability goals.

This integration is not only critical for meeting regulatory and societal expectations but also for enhancing efficiency and resilience.

The report also highlights a growing industry focus on achieving zero-waste and low-emission operations, particularly as demand for critical minerals accelerates in support of the global energy transition.

THE RISE OF ECOSYSTEM THINKING

One of the most significant insights from Investing in Mining Indaba 2026 is the shift from project-based approaches to ecosystem-driven development.

The report outlines how mining projects are being reimagined as anchor assets within broader industrial ecosystems.

When integrated effectively, they can unlock investment in infrastructure, stimulate local supply chains, and enable downstream processing and manufacturing.

This approach is exemplified by the launch of the Compendium of Africa’s Strategic Minerals, which reframes the continent’s mineral wealth through an Africa-centred lens. By linking resources to infrastructure, policy, and capital, the initiative provides a roadmap for translating natural endowment into sustainable economic transformation.

BENEFICATION AND THE JUST ENERGY TRANSITION

As global demand for critical minerals intensifies, the report reinforces Africa’s strategic importance in the energy transition.

However, it also highlights a clear shift in priorities – from exporting raw materials to capturing greater value within the continent.

Beneficiation and local processing are increasingly seen as essential to building resilient, diversified economies.

By developing regional value chains and industrial capabilities, African nations can strengthen their position in global markets while driving inclusive growth.

At the same time, the report stresses the importance of a just transition. Ensuring that local communities benefit from mining activities – through jobs, infrastructure, and social development – remains central to the sector’s long-term sustainability.

TECHNOLOGY, SKILLS, AND THE FUTURE WORKFORCE

Mining Indaba 2026 also placed strong emphasis on the role of technology in shaping the industry’s future.

Advances in digitalisation, artificial intelligence, and automation are enabling more efficient, safer, and lower-impact operations.

However, the report makes clear that technology alone is not enough. Realising its full potential requires investment in people – from upskilling existing workers to preparing the next generation of mining professionals.

Initiatives such as the Young Professionals Programme – which is run by Mining Indaba in collaboration with key partners – reflect a broader commitment to building a diverse, inclusive, and future-ready workforce.

Gender inclusion and youth engagement are increasingly recognised as critical drivers of innovation and sustainable growth.

INFRASTRUCTURE AND GOVERNANCE AS ENABLERS

Whilst the opportunities are significant, the report highlights the structural challenges that must be addressed to unlock Africa’s full mining potential.

Infrastructure – particularly in energy, transport, and logistics – remains a key constraint. Strategic investment in these areas will be essential to enabling large-scale industrial development.

Equally, strong governance is identified as a competitive advantage. Transparent regulatory frameworks, policy certainty, and institutional capacity are critical to attracting investment and sustaining long-term partnerships.

Encouragingly, many governments used Mining Indaba 2026 to present concrete reform agendas and investment-ready projects, signalling a shift from policy ambition to execution.

A DEFINING MOMENT FOR AFRICAN MINING

As outlined in the newly released report, Mining Indaba 2026 represents a turning point for the African mining sector. The conversation has evolved beyond extraction toward building integrated, sustainable, and resilient economic systems.

Partnerships are no longer a supporting theme – they are the foundation of progress. By aligning stakeholders, embedding sustainability into operations, and focusing on long-term value creation, the industry is laying the groundwork for a more inclusive and durable future.

The message is clear – Africa’s mineral wealth holds immense potential, but its true value will be defined by how it is developed, shared, and sustained for generations to come.

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How Nike turns textile waste into performance fabric

Nike has unveiled its new federation football kits featuring Aero-FIT, a performance cooling technology that also marks the company’s first elite apparel made from 100% textile waste through textile-to-textile recycling.

The innovation is designed to help athletes cope with hotter playing conditions while reducing the environmental footprint of performance apparel.

Traditionally, recycled sportswear polyester has been made largely from plastic bottles. Nike’s new process instead uses advanced chemical recycling to transform discarded textiles into high-performance recycled polyester yarn comparable to virgin material.

This shift moves the industry closer to a circular textile system—where old garments become raw material for new ones—rather than relying on fossil-fuel-derived plastics.

The material will debut globally in national team kits worn by Nike-sponsored federations during the tournament.

The move could help demonstrate the viability of circular textiles in high-performance apparel, a sector where durability, breathability and moisture management have historically limited the use of recycled materials.

Designed for a hotter game

The sustainability milestone is paired with a performance innovation. Aero-FIT fabrics are engineered to move air between the skin and garment, helping athletes regulate body temperature in increasingly hot and humid conditions.

The knit fabric combines open and closed mesh zones that channel airflow across the body and slightly lift the fabric away from the skin. According to Nike, the material allows more than twice the airflow of previous fabrics, helping sweat evaporate more efficiently during play.

“Nike exists to make athletes better, and our breakthrough Aero-FIT technology delivers the future of our industry-defining apparel innovation in both elite performance and sustainability at scale,” said Janett Nichol, Vice President of Apparel and Advanced Digital Creation Studio Innovation at Nike.

Designers used heat mapping and motion data to determine where ventilation zones should be placed across the jersey, ensuring cooling benefits without compromising mobility or durability.

Climate adaptation meets circular design

The technology reflects the dual pressures facing sportswear brands: climate change and textile waste. Rising temperatures and humidity are increasingly affecting athletic performance, while the fashion industry remains one of the world’s most resource-intensive sectors.

“Our national team kits start with the athletes who wear them and the fans who stand behind them,” said Amy Montagne, President of Nike. “These kits bring the best of Nike together with an apparel innovation designed to remove climate as a variable for athletes.”

By combining circular materials with climate-adaptive design, Nike is attempting to address both challenges simultaneously.

A proving ground for circular sportswear

The 2026 tournament provides a powerful testing ground. Elite athletes will wear the kits under intense conditions, offering a real-world demonstration of whether textile-to-textile recycling can match the performance of traditional fabrics.

If successful, the approach could influence broader adoption of circular materials across the sportswear industry. High-profile sporting events often accelerate innovation cycles, turning niche technologies into mainstream standards.

The post Nike’s FIFA World Cup Shirts Made of 100% Textile Waste appeared first on Africa Outlook Magazine.

Rapid change affecting global economies

The Earth’s climate is becoming increasingly unstable as greenhouse gas concentrations continue to drive warming across the atmosphere and oceans, according to the World Meteorological Organization (WMO). The organisation’s State of the Global Climate 2025 report shows that the past eleven years have been the warmest on record, with 2025 ranking as the second or third hottest year globally.

The report highlights rapid changes to the climate system, including rising ocean heat content, melting ice and increasing sea levels, alongside escalating extreme weather events affecting communities, economies and infrastructure worldwide.

Record temperatures and climate indicators

According to WMO, the period from 2015 to 2025 represents the eleven warmest years on record. The globally averaged temperature in 2025 was about 1.43°C above the 1850–1900 pre-industrial average.

Extreme weather events—including heatwaves, heavy rainfall and tropical cyclones—caused widespread disruption during the year, demonstrating the vulnerability of interconnected economies and societies.

“The State of the Global Climate is in a state of emergency. Planet Earth is being pushed beyond its limits. Every key climate indicator is flashing red,” said António Guterres, Secretary-General of the United Nations.

“Humanity has just endured the eleven hottest years on record. When history repeats itself eleven times, it is no longer a coincidence. It is a call to act.”

Earth’s energy imbalance reaches record levels

For the first time, WMO’s flagship climate report includes Earth’s energy imbalance as a key climate indicator.

The measure tracks the difference between energy entering the Earth system from the sun and energy leaving the planet. Under a stable climate these levels are roughly equal, but rising greenhouse gas concentrations have disrupted this balance.

Carbon dioxide, methane and nitrous oxide concentrations have reached their highest levels in at least 800,000 years, driving a growing imbalance that reached a new high in 2025.

“Scientific advances have improved our understanding of the Earth’s energy imbalance and of the reality facing our planet and our climate right now,” said Celeste Saulo, Secretary-General of the World Meteorological Organization. “Human activities are increasingly disrupting the natural equilibrium and we will live with these consequences for hundreds and thousands of years.”

How oceans absorb heat

The report shows that the oceans continue to absorb the majority of the planet’s excess heat. More than 91% of excess heat is stored in the ocean, helping to buffer temperature increases on land.

Ocean heat content reached a new record in 2025, and the rate of warming has more than doubled between the periods 1960–2005 and 2005–2025.

Over the past two decades, the ocean has absorbed heat equivalent to around eighteen times the annual human energy use each year.

Despite La Niña conditions, around 90% of the ocean surface area experienced at least one marine heatwave in 2025, according to the report.

Melting ice and rising sea levels

Melting ice sheets and glaciers continue to contribute to rising sea levels.

Both Antarctica and Greenland have lost significant ice mass, while Arctic sea ice reached either the lowest or second lowest annual average extent since satellite records began in 1979.

Glacier loss also accelerated, with exceptional levels recorded in Iceland and along the Pacific coast of North America in 2025.

Global mean sea level in 2025 was comparable to the record highs recorded in 2024 and now sits around 11 cm higher than at the start of the satellite altimetry record in 1993.

Ocean warming and melting ice are expected to drive sea-level rise for centuries.

Climate impacts on economies and communities

Extreme weather events in 2025—including heatwaves, droughts, wildfires, storms and flooding—caused thousands of deaths, affected millions of people and generated billions in economic losses.

“On a day-to-day basis, our weather has become more extreme. In 2025, heatwaves, wildfires, drought, tropical cyclones, storms and flooding caused thousands of deaths, impacted millions of people and caused billions in economic losses,” adds Celeste Saulo.

The report also notes that climate stress can have cascading impacts on food security, migration and economic stability.

“In this age of war, climate stress is also exposing another truth: our addiction to fossil fuels is destabilizing both the climate and global security. Today’s report should come with a warning label: climate chaos is accelerating and delay is deadly,” continues António Guterres.

Climate data and decision-making

The report is intended to support decision-making by governments, businesses and institutions and is based on scientific contributions from national meteorological services, WMO regional climate centres, United Nations partners and dozens of experts.

“WMO’s State of the Global Climate report seeks to inform decision-making. It is in keeping with the theme of World Meteorological Day because when we observe today, we don’t just predict the weather, we protect tomorrow. Tomorrow’s people. Tomorrow’s planet,” said Celeste Saulo.

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The impact is already significant. SABRIC estimates cybercrime costs South Africa around R2.2 billion annually, with phishing responsible for 78% of all digital banking fraud in 2025. Accenture reports that 54% of local breaches involved compromised user identities. These figures underscore a hard truth: traditional, perimeter-based security models are no longer sufficient.

Looking ahead to 2026, South African organizations must rethink cyber resilience across people, devices, identities and data. Based on HP’s global security research, six trends will shape the next phase of cybersecurity locally.

• Cookie theft will overtake password theft
  As multi-factor authentication becomes standard, attackers are shifting from stealing passwords to hijacking browser cookies and session tokens bypassing MFA entirely. This poses serious risk for high-value sectors such as financial services, telecoms, retail, healthcare and government. Protecting the browser through isolation, stronger application controls, regular token rotation and tighter privilege management is now critical.
• AI will industrialize cyber reconnaissance
  Cybercrime groups are rapidly adopting AI agents to automate reconnaissance, map environments and tailor attacks at scale. INTERPOL reported a 17% rise in AI-assisted cybercrime across Africa in 2025, with South Africa among the most affected. In this context, organizations must assume some attacks will evade detection. Resilience will depend on containment-first strategies, including device isolation, automated rollback and rapid fleet recovery.
• Physical device attacks will increase
  South African organizations are uniquely exposed to physical device risk. From mining operations and hospitals to retail branches and municipal offices, devices often operate in uncontrolled environments. As tampering tools become cheaper, attackers can extract firmware, compromise BIOS integrity or physically exfiltrate data. Hardware-level protections including tamper resistance and self-healing firmware are becoming essential, particularly for distributed sectors.
• Print, IoT and edge devices will be prime targets
  South Africa’s reliance on distributed devices ATMs, POS systems, branch printers, routers and IoT sensors has expanded the attack surface. SABRIC reports that 38% of breaches in 2025 involved compromised peripheral devices. Outdated firmware and limited visibility create entry points for attackers. Future-ready security requires full device lifecycle visibility, automated patching and identity-anchored controls.
• Quantum resilience will shape procurement
  With quantum-safe cryptography standards now formalized, South African organizations especially in the public sector and critical infrastructure; must plan for long-term cryptographic risk. While quantum attacks are not yet mainstream, “harvest-now, decrypt-later” strategies already exist. Hardware purchased today will still be in use when these threats emerge, making quantum-resilient architecture a procurement priority.
• Identity and data governance will dominate boardrooms
  As POPIA enforcement matures and the Cybercrimes Act expands obligations, regulators are scrutinizing how data is accessed and protected. Security strategies are shifting toward centralized identity orchestration, provenance verification and continuous data lifecycle oversight. With more than half of local breaches tied to identity compromise, trust must be engineered through unified, simplified access frameworks.

SECURING SOUTH AFRICA’S DIGITAL FUTURE

Cybersecurity in South Africa is no longer just an IT concern it is a business continuity imperative. Attacks are more automated, threats span devices and identities, and the margin for error is shrinking. Organizations that succeed will be those that embed security into hardware, automate recovery and build resilience for the long term. The question is no longer whether attacks will occur, but whether environments are designed to withstand them.

The post Six Cybersecurity Trends Shaping South Africa in 2026 appeared first on Africa Outlook Magazine.

ZAMBIA IS CALLING

Playing a vital role in Zambia’s ongoing development, the telecommunications (telecoms) sector continues to enable communication between individuals and businesses and acts as a powerful driver of socioeconomic activity.  

“We recognise that the telecoms sector grew significantly during the COVID-19 pandemic, which led to increased demand for digital services as people adapted to partial lockdowns, contributing to a rise in mobile and internet subscriptions, domestic calls, and general usage,” opens Abbad Reda, CEO of MTN Zambia (MTN), the country’s leading mobile network operator. 

In this way, the industry has undergone significant transformation in recent years, fuelled by technological advancements and supported by targeted government initiatives.  

“The government has made a concerted effort to encourage the use of ICT as a tool for economic growth and social inclusion in Zambia,” he adds. 

Take, for example, the establishment of the Ministry of Technology and Science alongside the launch of the SMART Zambia Institute – both of which share the common goal of driving the country’s digital transformation and improving national growth through technology.  

The SMART Zambia Institute – responsible for the management and promotion of electronic government services – has been pivotal in expanding the use of ICT.  

This is demonstrated by its substantial investments in data centres, a computer assembly plant, ICT training centres, and its Digital Skills Training Programme.  

These developments are complemented by the expansion of broadband access and improved connectivity to international submarine cables, resulting in more affordable fixed-line and mobile services for end-users. 

“It is exciting to note that the recent PwC Zambia Telecommunications Report 2025 highlighted the telecoms sector’s pivotal role as a catalyst for socioeconomic growth and job creation,” he notes.  

The report’s findings confirmed rising national demand for increased access to mobile connectivity, data services, and digital financial transactions.  

The sector also reportedly generated local employment opportunities and contributed 4.6 percent of total net revenue collections.  

20 YEARS OF EXCELLENCE 

With 2025 marking two decades of MTN connecting Zambians, driving digital transformation, and empowering progress across the nation, it is certainly a thrilling time for the company.   

“From the beginning, we have championed a business strategy centred around providing leading digital solutions that propel Zambia’s progress, enabling individuals, businesses, and communities to unlock their full potential in today’s fast-paced digital world,” Reda explains. 

Reflecting on 20 years of success, Reda is proud that MTN was the first mobile network operator to launch 5G in Zambia, support financial inclusion, increase rural site connectivity, and ensure ordinary citizens have access to affordable mobile devices and plans.  

“We have enabled everyone from entrepreneurs to the mining sector to reach global markets,” he outlines.  

In addition, the MTN Skills Academy – an online platform providing free digital and financial training – has enabled students to access online learning.  

Enhanced connection over the last two decades has also empowered healthcare providers to deliver critical telemedicine services.  

“We have been at the forefront of ensuring that people can stay connected to family, friends, and colleagues,” Reda prides.  

Acknowledging their role in helping the company reach this important milestone, the 20th anniversary campaign provided an important opportunity for MTN to thank its customers, partners, and stakeholders. 

A DIGITALLY ENABLED SOCIETY 

MTN prides itself on being a leader in innovation and customer-centric service provision.  

Through unique product propositions, such as Mixo Mixo, the company provides its customers with the opportunity to tailor their data, voice, and SMS bundle depending on individual requirements, creating a sense of control, freedom, and value-for-money.  

“As an inclusive supplier, we seek to enable and empower everyone from small to medium-sized enterprises (SMEs) to large corporations and public sector organisations,” Reda shares. 

As such, MTN recently signed a memorandum of understanding (MoU) with Zambia’s Ministry of Small and Medium Enterprise Development (MSMED) to upskill SMEs in terms of digital proficiency, market access, finance, and innovation. 

“We have also implemented digital self-service portals to make accessing services and onboarding more straightforward,” he details. 

For large corporate organisations, MTN is enabling seamless mobile communication such as multiprotocol label switching (MPLS) for office connectivity locally and internationally.  

Unified communications, meanwhile, enables e-businesses to seamlessly connect with their customers across multiple digital channels, whilst Internet of Things (IoT) and cloud solutions allow businesses to effortlessly monitor and optimise their operations in real-time.  

In addition, MTN’s high-security networks enable the protection of its customers’ information against cyber-attacks. 

CONNECTING THE NATION 

Having recently partnered with Huawei to introduce new 5G technology to Zambia, MTN is advancing the country’s network infrastructure and digital future. 

“By launching 5G, we have ensured that our various stakeholders get an opportunity to enjoy the benefits of the advanced technology,” Reda insights.  

For consumers and small businesses, this means increased speed of connectivity and lower latency – which is particularly beneficial for streaming, quicker downloads, faster browsing, video conferencing, and real-time applications.  

MTN’s Fixed Wireless Access (FWA and home internet products offer cities where fixed fibre penetration is still low – like Lusaka, Kitwe, and Ndola – best-in-class 5G internet service with affordable packages.                                                                    

Elsewhere, Zambia’s major industries such as mining are also benefitting from MTN’s 5G infrastructure and coverage.  

“This is our strategic, long-term national benefit as we believe a private 5G network can power the mining industry – our roll-out in the Copperbelt and North-Western provinces, for example, was not a coincidence,” he reveals. 

As Zambia’s economy is powered by mining, 5G has arguably become the key to unlocking a new era of industrial efficiency and safety. 

In addition, 5G’s ultra-low latency allows for the remote operation of heavy mining machinery like drills and haulage trucks, ensuring safety and monitoring become an active process. 

Increased operational efficiency from 5G, meanwhile, will allow mines to connect thousands of IoT sensors for real-time data updates, as well as facilitate predictive maintenance on equipment and fleet automation.  

“This directly translates to higher productivity and a stronger mining sector,” Reda highlights. 

As the first telecoms company to launch 5G in Zambia, Reda emphasises how achieving this prolific milestone is about more than just sending a message, but symbolising Zambia’s future readiness.  

“This technology is critical for our industrial clients, especially in the mining sector where automation is becoming the standard.  

“We are paving the way for a digital economy, supporting home entertainment, and powering the next SME businesses with reliable and faster internet connectivity.” 

BRIDGE THE CONNECTIVITY DIVIDE 

Having been appointed as an authorised dealer of SpaceX’s satellite internet service, Starlink, MTN is proud to offer Starlink Business packages, providing nationwide internet access across rural, peri-urban, and underserved regions. 

“The initiative seeks to bridge the connectivity divide by providing Starlink’s high-speed, low-latency broadband to underserved communities, businesses, and institutions,” Reda smiles.  

With Starlink packages now purchasable through local retail outlets, MTN is also on hand to provide professional installation services, specialist support, and dedicated customer service, ensuring a smooth and reliable experience. 

Contributing to the economic growth of the country through the roll-out of its advanced technology, MTN is also prioritising digital and financial inclusion by providing affordable smartphones.  

“We realised that many people want to use the internet, but the cost of a phone is a barrier,” he outlines. 

In light of this, the company introduced the Alola 4G Smartphone in 2024, providing an affordable and subsidised entry-level smartphone to Zambians.  

“The Alola 4G Smartphone gives customers a great experience without the need of the heavy price tag,” Reda points out.  

By getting more people off 2G and 3G and onto 4G and 5G networks, MTN is opening a new dawn of digital services for its users.  

“It is about making sure no one is left behind. This is in line with our commitment and belief that everyone deserves the benefits of a modern, connected life,” he adds. 

GROWING WITH PURPOSE 

Dedicated to helping its people grow with purpose, MTN actively ensures development happens where it matters most.  

“Our approach goes beyond employment today – it’s about sustaining productivity and job satisfaction well into the future,” Reda tells us.   

In this way, the company proactively balances the demands of the present with preparation for what lies ahead, considering evolving technologies, changing ways of work, cultural shifts, and the dynamic needs of both customers and employees. 

MTN achieves this through a mix of structured learning programmes, leadership development initiatives, and digital learning platforms which make training accessible – anytime, anywhere.  

In addition, the company’s partnerships with digital learning providers enable employees to gain future-ready skills in areas such as digital transformation, customer experience, and emerging technologies. 

“This commitment spans the entire organisation – from leadership to frontline teams, focusing on what we do today, what we will do tomorrow, and what we will continue doing to stay ahead,” he urges. 

“At MTN, we anticipate tomorrow’s customer expectations and the skills required to meet them, leveraging resources that enable us to deliver a truly modern connected life,” Reda reflects. 

Through continuous learning and upskilling, the company ensures its workforce is ready to meet the challenges of an ever-evolving digital landscape.  

MODERN, CONNECTED, PROGRESSIVE 

Anticipating a digitally enabled future, MTN’s corporate social investment (CSI) approach has shifted towards more ICT-enabled programmes.  

Today, the company aims for 75 percent of its CSI spend to be focused on ICT ecosystem programmes, and the remaining 25 percent used to address national priority areas or disaster relief efforts. 

Continually ensuring it is making a difference in the community, MTN prides itself on its staff volunteer programme, 21 Days of Y’ello Care, conducted annually in June. 

“We have been undertaking our 21 Days of Y’ello Care initiative for 18 years and contribute to meaningful community development that has had a positive impact to several millions of Zambians,” Reda excites. 

The initiative was a key part of last years’ 20th anniversary celebrations, where staff participated in activities focusing on bridging the digital divide for remote, rural, and underserved communities, women and girls, those with disabilities, refugees, and youth.  

Employees travelled far and wide to implement community-focused, high-impact projects that directly helped over 10,000 Zambians.  

Through the MTN Zambia Foundation, meanwhile, the company has continued to increase gender equality and youth development.  

The Foundation’s PachiPanda Innovation Challenge in collaboration with the World Wide Fund for Nature (WWF), for example, offers younger generations a platform to present innovative ideas on challenges relating to climate change, energy, and food security.  

MTN is proud to see that a Zambian-born initiative has been widely adopted, with five countries now competing in the PachiPanda Innovation Challenge – namely Zambia, Nigeria, Côte d’Ivoire, Uganda, and South Africa.   

The MTN Skills Academy platform has been one of the flagship projects for the MTN Zambia Foundation, offering over 300 free courses addressing the need for digital skills enhancement and recording over 20,000 users so far, contributing to digital inclusion and bridging the digital skills gap. 

Looking ahead, the company remains committed to ensuring access to a modern, connected life, protecting the planet, and driving digital and financial inclusion that will boost inclusive economic growth in Zambia and beyond.   

“In Africa, digital transformation is a story of inclusion, empowerment, and opportunity. It’s not just about digitising services or adopting new tools – it’s about reimagining how people live, work, and prosper through technology and solving uniquely African challenges with African innovation.  

“When digital becomes the foundation for socioeconomic mobility, not just convenience, that’s when transformation is truly real,” Reda passionately concludes. 

MTN ZAMBIA PARTNER

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ZIMBABWE’S SWEET SPOT

Zimbabwe has experienced a flourishing agribusiness landscape over the last 12 months thanks to the ongoing broadening of wheat, sugar, and tobacco production.

Coinciding with a strong revival in horticulture, each offers opportunities in exports, food security, and value addition.

In fact, the agricultural sector is expected to register close to 10 percent growth this year, making it one of the fastest-expanding industries in the nation’s economy.

Tobacco and sugar production specifically continue to claim top spot in Zimbabwe’s export potential, with the latter exceeding national demand, creating room for exports to generate foreign exchange.

Horticulture is also emerging as a strong pillar thanks to its high export value, with the trade of fruits, vegetables, and flowers to Europe and Asia increasingly gaining traction.

“The agribusiness space is growing because diversification in the sector is no longer just about tobacco; horticulture and wheat are becoming increasingly important,” opens Tendai Masawi, Managing Director of Tongaat Hullett Zimbabwe (THZ) – the country’s largest producer of sugarcane, a position it has held for nearly a century.

Founded in 1892, the agribusiness operates across two large estates, Triangle Limited (Triangle) and Hippo Valley Estates (Hippo Valley), both located in the Lowveld region of Zimbabwe.

Triangle is the oldest sugarcane estate in the country, having been developed in the 1930s, with the first official sugar mill opening in 1939.

Hippo Valley, meanwhile, was established 18 years later with a mandate to produce citrus.

However, a global citrus market crash in 1975 forced the estate to diversify into irrigated sugarcane production. By the end of the decade, the product had become Hippo Valley’s core business, replacing citrus as the main crop and making sugar production its primary focus.

AT THE HELM OF ZIMBABWEAN SUGAR

As Triangle and Hippo Valley are Zimbabwe’s only two sugar mills – with a combined installed milling capacity of about 4.8 million tonnes (t) of cane and a sugar production capacity of around 640,000 t per year – THZ is deeply committed to the country’s agricultural future.

Indeed, the company supplies most of Zimbabwe’s sugar needs and primarily exports to regional African countries such as Kenya, Zambia, and Botswana, complementing its continued trade to both the US and Europe.

Local food and beverage manufacturing industries also prove to be an important outlet for THZ, including soft drinks, beer, confectionery, and allied foods.

Boasting over 25,000 hectares (ha) of irrigation in its sugarcane cultivation process, THZ’s production activities in Zimbabwe complement the company’s other operations in South Africa and Mozambique, ensuring supply resilience against droughts or market shocks.

“THZ has invested in milling and refining facilities, enabling Zimbabwe to be self-sufficient in sugar and making it possible to export not only to other African countries, but also the US,” Masawi informs.

DIVERSIFCATION BEYOND SUGAR

A wholly owned THZ operation, the Triangle estate produces approximately 14,000 ha of sugarcane – complementing Hippo Valley’s 11,000 ha.

“Triangle forms one of only two milling hubs in Zimbabwe, giving THZ pole position in national sugar production and enabling efficient use of shared irrigation, water storage, and logistics infrastructure when working alongside Hippo Valley,” Masawi details.

The site also includes an ethanol plant with an installed capacity of around 42 million litres (L) over a 48-week production season.

As a result, the facility typically produces around 30 million L of ethanol a year, dependent on the rate of sugar production and the seasonal availability of molasses.

“Molasses from the sugar milling process is converted into fuel-grade and industrial ethanol, adding value to a by-product stream and creating an additional revenue line for THZ over and above sugar,” he adds.

By combining large-scale cane farming, milling, refining, and ethanol production on one integrated estate, Triangle improves asset utilisation, lowers unit costs, and supports THZ’s competitive position in regional sugar and biofuel markets.

Approximately 35 percent of ethanol output – in partnership with the National Oil Infrastructure Company of Zimbabwe – is used for local fuel blending, which helps secure domestic offtake, reduce the country’s fuel import needs, and stabilise cash flows.

The remainder of the ethanol output is utilised by industrial and chemical customers, as well as those in the local food and beverage sectors.

THE PINNACLE OF VERTICAL INTEGRATION

THZ possesses a leading vertically integrated supply chain in the form of a cane-to-crystal-sugar-and-ethanol system that anchors a large agricultural technology (AgriTech) ecosystem in the Lowveld region – a major competitive advantage.

“Our position in this network strengthens resilience, supports smallholder farmers, and ensures competitiveness in both domestic and export markets,” Masawi furthers.

The company boasts a highly integrated sugarcane supply base through its core estates, totalling 25,000 ha, which is supplemented by roughly 22,000 ha of outgrower cane, which supplies the two estates.

“This mix of estate and private farmers creates a stable, high-volume sugarcane pipeline, whilst outgrower schemes embed THZ in local farming communities and align us with national agrarian and empowerment objectives,” he tells us.

Indeed, both Hippo Valley and Triangle form a centre of agronomic services, irrigation infrastructure, extension support, and financing structures that connect more than 1,000 private sugarcane growers into a coordinated value chain.

“Close integration with growers, processing assets, and markets reduces supply risk, improves quality consistency, and supports high plant utilisation, which is critical in a capital-intensive sugar business,” Masawi affirms.

Moreover, participation at multiple points in Zimbabwe’s AgriTech ecosystem, such as inputs, farming, processing, energy, and distribution, creates diversified earnings, deep stakeholder relationships, and a strong licence to operate, all of which underpin THZ’s resilience and long-term viability.

“By combining estate production, smallholder partnerships, and technology-driven farming, we have built a resilient and inclusive system. This not only secures sugar and ethanol output but also anchors the Lowveld economy, even amid financial and climatic challenges,” he optimistically informs.

Integration into regional export corridors additionally allows THZ to supply markets in East and Southern Africa, leveraging established logistics and trade relationships to meet demand beyond the local market.

A MOUNTAIN OF LAND SUPPORT

Launched in November 2019 through a partnership between THZ, the Government of Zimbabwe, and a consortium of local banks, Project Kilimanjaro is a large-scale agricultural expansion and empowerment scheme in the Lowveld region.

The project aims to transform 4,000 ha of virgin land into integrated sugarcane fields, intended to benefit approximately 200 new Indigenous farmers on a full-cost recovery model.

The government has been responsible for allocating land and issuing offer letters or leases to new beneficiaries, with portions of the developed area – totalling nearly 700 ha – already parcelled out to over 40 farmers under its empowerment framework.

THZ provides technical expertise, project management, and extension support, including seconding specialists to the Lowveld Sugarcane Development Trust to manage land preparation, irrigation development, and skills transfer over an initial five-year period.

Moreover, funding and land tenure are handled through government ministries and related agencies.

“For THZ, Project Kilimanjaro secures additional sugarcane throughput for its mills, spreads fixed costs, and strengthens relationships with a new generation of smallholder and medium-scale growers embedded in the national sugar value chain,” Masawi insights.

Furthermore, for the government and wider economy, the initiative is expected to create around 2,000 direct jobs, deepen rural incomes, expand exportable sugar volumes, and align with national goals on land reform, empowerment, and agrarian transformation.

“Project Kilimanjaro is more than just a land development scheme – it’s a public-private partnership that ties THZ’s commercial success to national agricultural policy. By expanding sugarcane production and empowering Indigenous farmers, it reinforces the company’s supply chain whilst contributing to Zimbabwe’s broader economic recovery,” he prides.

Indeed, the initiative is expected to transform the country’s sugar industry by expanding sugarcane supply, empowering farmers, and stabilising the Lowveld economy.

A SWEETER FUTURE

THZ has a whole host of opportunities and targets in the coming year, which will elevate it beyond the work of competitors.

Firstly, the company is working towards the continuous improvement of its operations to reduce waste and create additional milling capacity through greater reliability.

“In partnership with other stakeholders, we also want to bring a sustainable sugar value chain to fruition that rewards all participants and communities through, amongst other things, participation in a 10-year sugar value chain strategy led by the government,” Masawi closes.

Elsewhere, THZ hopes to achieve cost competitiveness across the African Continental Free Trade Area, supported by further exploration across more markets on the continent.

As well as executing various diversification opportunities to reduce reliance on existing products, 2026 is shaping up to be an exciting year for THZ.

The post Tongaat Hulett Zimbabwe : Zimbabwe’s Sweet Spot appeared first on Africa Outlook Magazine.

UNEARTHING ZAMBIAN PROSPERITY

The history of mining spans millennia, beginning with the prehistoric extraction of flint for tools, evolving through ancient civilisations using copper, gold, and silver, and accelerating with the Roman use of waterpower and gunpowder for deeper extraction.

Since prehistoric times, copper – a reddish-brown, highly conductive, and malleable transition metal – has been essential in the development and evolution of humankind.

This fascinatingly diverse resource has played a monumental role throughout history, making monumental contributions from the time of the ancient Egyptians and Romans all the way to modern-day cultures around the world.

Notably, one of the major ages of collective evolution is named after the copper alloy, bronze.

Copper was the foundational metal of the Bronze Age, enabling the transition from stone tools through the development of metallurgy.

Although it has been in use for at least 10,000 years, more than 95 percent of all copper ever mined and smelted has been extracted since 1900.

This unique and remarkable metal, which was first hammered into crude tools by ancient hands, has remained ever-present behind the scenes of humanity’s growth and development, silently orchestrating a miraculous technological symphony for over five millennia.

The limitless and versatile potential of this extraordinary metal has leveraged its use as an essential element of everyday life today, serving as a proven plumbing and construction metal found throughout homes, public transport, office spaces, and even hospitals.

Meanwhile, its role as a crucial component of the renewable energy sector, standing as a vital ingredient for solar technology and wind turbines, continues to grow in importance.

UNIQUE GEOGRAPHY

Situated in the heart of the continent, Zambia is a completely land-linked country in Southern Africa bordered by Angola, Botswana, the Democratic Republic of the Congo (DRC), Malawi, Mozambique, Namibia, Tanzania, and Zimbabwe.

It is a fertile and verdant land, with green hills, tropical forests, and a lovely climate. Diverse and beautiful landscapes captivate visitors at every turn as a large number of tourists from all over the world visit Zambia annually to witness the magnificent beauty of the Victoria Falls, a UNESCO World Heritage Site and one of the world’s largest, most spectacular waterfalls.

Zambia also appeals to those who love their wildlife and exploring truly untouched areas of awe-inspiring natural beauty.

The nation takes its name from the majestic Zambezi River, which rises in the north-west corner of the country and forms its southern boundary.

As such, the incredible rivers of Zambia contribute hugely to the country’s vast biodiversity and complex ecosystems – the Upper Zambezi, running serenely from north to south, has a low gradient, and the area through which it passes is marked by floodplains and swamps.

This great river flows over Victoria Falls and through the Middle Zambezi Valley, much of it occupied by the great man-made, artificial Lake Kariba.

Zambia is one of the continent’s largest countries with a total area of around 752,000 square kilometres (sqkm), which is about the size of France, the Netherlands, Belgium, and Switzerland combined.

For the most part, it consists of a high plateau, with an average height of between 1,060 and 1,363 metres (m) above sea level.

Isolated mountain ridges rise to almost 2,000 m, with peaks such as the Nyika Plateau in Northern Zambia standing even higher.

About 150 million years ago, during the Jurassic era of the dinosaurs, Africa was still part of Gondwana – a supercontinent which included South America, India, Australasia, and Antarctica.

Since then, Zambia’s highlands have been eroded down from an original altitude of over 1,800 m to their current lower levels.

Across most of the country, the surface of the ground tends to be flat, broken by small hills, the result of countless ages of undisturbed erosion of the underlying crystalline rocks.

These rocks contain the bulk of the country’s wealth, found in the form of vast mineral deposits.

In the Northern Province, Zambia is endowed with copper and many critical minerals such as lithium, tin, graphite, nickel, cobalt, manganese, uranium, and other rare earth elements, which are becoming an essential component of the global energy transition.

THE COPPERBELT REGION

The Copperbelt is a natural region in Central Africa which sits on the border between Northern Zambia and Southeast DRC.

This unique natural phenomenon, which is estimated to be more than 500 million years old, forms Zambia’s industrial base, a prosperous area of land around Ndola, Kitwe, and Chingola which has become dotted with mining sites.

As such, the region’s production of copper and cobalt are of vital global importance, with the Copperbelt existing as the second-largest global reserve of copper, about a third of the size of the Chilean reserves in South America.

The Copperbelt region also makes up a portion of the Lufilian Arc, which was formed when two large pieces of continental crust, the Kalahari and Congo cratons, collided.

This collision was one of the many spectacular natural occurrences that happened between 700 and 500 million years ago to form the Gondwana supercontinent.

A seismic collision, this natural phenomenon is thought to have remobilised base metals, already largely present in the sediments that had accumulated in the basin between the two giant cratons.

The brines then concentrated the base metals either along stratigraphic boundaries or along fractures, faults, or within structurally controlled traps.

Today, population density in this region is extremely high, and the environmental impact of so many people is clear to see – as is the intricate relationship between mining, cultural identity, and the local people’s hope for a better future.

Whilst a significant portion of the world simply regards minerals as materials for industrial use, the communities situated within the Copperbelt are natural treasures that represent the region’s history, legacy, and hope for a more prosperous future.

DISCOVERY AND FORTUNE

Early European prospectors were surprised upon discovering the extent of tribal diggings found in the Copperbelt and Congo Pedicle.

Even before the Lunda and Mwata Kazembe Empires of the 1800s and early 1900s, copper has been identified as being in circulation around this time period, mainly in the form of ingots or crosses as well as being used as currency in Central African trade.

It is thought by many experts that Zambia’s rich copper deposits have been exploited since around the 6th or 7th century AD.

There is agreeable evidence that the early Iron Age inhabitants of Zambia mined, smelted, and even traded copper with their neighbours – bracelets and bangles have been discovered at numerous sites across the nation.

Notable European discoveries by prospectors such as William Collier in 1902 had to wait for economic viability before an attempt at a serious mining operation was undertaken.

It was not until the 1920s that a technical breakthrough was realised, resulting in the mining of what was then Northern Rhodesia’s ‘red gold’ becoming highly profitable as a business – from this moment on, the fortunes of Zambia were irrevocably changed for good.

After World War I, demand for copper continued to increase, fuelled by expansion in the global electrical and automotive industries; large-scale mining therefore became a more feasible option.

However, the initial boom in the copper mining industry was then affected by the Great Depression of the 1930s.

Despite this setback, with nations worldwide gearing up for the hostilities that resulted in World War II, another huge rush was created and copper trade surged once more, lasting until the early 1970s.

With an impact that is almost unquantifiable, it was copper that created the social realities that instigated trade unions and the birth of Zambian nationalism.

Additionally, Zambia has historically based political and socioeconomic policies and strategies on the fortunes of copper and is still the biggest producer of the mineral in Africa today.

PRIDE OF THE NATION

Situated at the vanguard of the nation’s mining sector, Mopani Copper Mines (Mopani) is a proudly Zambian mining company with operations spanning Kitwe and Mufulira in the Copperbelt Province, which are located 60 kilometres (km) apart.

The company’s operations encompass the entire spectrum of the copper production chain – from extracting ore underground to concentrating, smelting, refining, and packaging the finished cathode and making it ready to be exported across the globe.

At present, Mopani is 51 percent owned by Delta Mining Limited, a subsidiary of International Resources Holding (IRH) in the United Arab Emirates (UAE).

The remaining 49 percent of Mopani is owned by ZCCM Investment Holdings Plc (ZCCM-IH), a diversified mining investments and operations holding company based in Zambia.

IRH acquired their portion of the shareholding in 2024 from ZCCM-IH, which had wholly owned Mopani from 2021 after buying off the previous majority stake in the mine from Carlisa Investments – a joint venture (JV) between Swiss commodity trader Glencore and Canadian-based First Quantum Minerals.

With a rich history in mining and processing dating back to the 1930s, Mopani’s assets in Kitwe and Mufulira include underground mines, concentrators, a smelter, and a refinery.

Determined to keep improving and set the highest possible standards within the African mining landscape, the company has continued upgrading its infrastructure by investing in new technologies to increase production and improve efficiencies across the board.

The newest infrastructure includes three deep shafts – Synclinorium, Mindola, and Henderson – which were sunk and equipped between 2014 and 2021 to extend the life of the mine by over 25 years, safeguard existing jobs at both mine sites, and ensure Mopani’s continuous contribution to Zambia’s burgeoning economic development. Mindola is earmarked for completion by 2028.

As one of the nation’s largest mining employers, Mopani has become beyond integral to the local economy, providing significant job opportunities and contributing to the region’s prosperity and evolution, as well as offering world-class community outreach and support in the form of education, job prospects, and other transformational opportunities.

AN ACCOMPLISHED CAREER

Proudly leading Mopani forward into a bold and exciting future, Charles Sakanya, CEO, is an accomplished mechanical engineer with more than 40 years of valuable mining engineering experience accrued across Zambia as well as Canada, South Africa (SA), Australia, and Kazakhstan.

As former President of the Engineering Institution of Zambia (EIZ), Sakanya possesses the vast and varied knowledge and experience required to steer the company to greater heights, having worked at Konkola Copper Mines (KCM), Hudson Bay Mining and Smelting Company (HBMSC), and the Nkana, Chibuluma, and Chambishi mines in Zambia.

After completing his primary and secondary education in the country, Sakanya then earnt a Higher National Diploma in mechanical engineering before travelling to the UK where he attended the University of Liverpool, graduating with honours in mechanical engineering and management.

For Sakanya, the determined and dedicated pursuit of a career in mining has been a lifelong interest and passion.

“I have always been interested in mining and was seeking to build a career in the industry from inception,” he recalls fondly.

“From my initial exposure to the vast mining industry, I can truly say that I have had a very illustrious, challenging career, but one that has always remained exciting.”

Indeed, this rich and fascinating career path has taken Sakanya across various continents, with myriad different roles and time spent working in SA and North America, as well as vast exposure to Eastern Europe.

In the Zambian context, he has equipped himself with numerous experiences at the country’s most renowned mining sites, which are dotted throughout the famous Copperbelt Province.

“My comprehensive career in mining has taken me to Kalulushi, Chambishi, Kitwe, Mufulira, Chingola, and Chililabombwe,” he lists.

MOPANI COPPER MINES PARTNERS

The post Mopani Copper Mines : Unearthing Zambian Prosperity appeared first on Africa Outlook Magazine.

FARMING FORWARD – A VISION FOR SUSTAINABLE AGRICULTURE

As a landlocked country with abundant natural resources, Zambia’s agricultural industry plays a pivotal role in its economic landscape.  

A major player in this thriving sector is KRT Group (KRT), a dynamic company that has significantly evolved since its inception. 

Established in 1979, KRT has grown from a small 140-hectare (ha) dry-land farm to owning and operating multiple businesses throughout the value chain. 

Currently, the company manages over 5,000 ha of mostly irrigated primary agriculture, along with associated services, processing, and retail operations. These activities generate over USD$40 million in annual revenue and employ 1,500 people. 

In its early years, KRT faced a challenging economic environment characterised by strict foreign exchange controls, bank interest rates exceeding 150 percent, and heavy local currency devaluation, which made sourcing products, equipment, and spares difficult. However, the situation helped build a resilient and adaptable company.  

“An exacting situation compelled my father, Douglas Hampton Cantlay, who founded the business, to diversify, as he rarely passed up an opportunity and took risks that paid off. He launched an international transport service that eventually specialised in sugarcane load and haulage within the local sector. 

“We also branched out into various other ventures – such as establishing a maize milling unit for food production in the community and developing a residential real estate division,” introduces Brendon Cantlay, Executive Chairman.  

It was at this crucial juncture that B. Cantlay joined the company full-time, having also contributed during his educational years. 

AN INSIGHT INTO OPERATIONS  

KRT’s current business units include Kapinga Enterprises Ltd., which focuses on primary agriculture, including sugar cane, wheat, soybeans, avocados, and cattle, as well as real estate, both commercial and residential.   

Rolling Thunder International Ltd., meanwhile, provides agricultural services, including farmland preparation and sugar cane harvesting and transportation, whilst Southern Agribusiness Supplies and Services Ltd. offers agricultural retail options, supplying farmers with the necessary inputs and equipment. 

Elsewhere, the Eco Beef Ltd. and Bonaventure Premium Meats Ltd. business units specialise in meat processing and packing through abattoirs and butcheries, backed by a highly cohesive shareholder base of leading genetics and breeding cattle farmers. 

“Some of the ventures nearly led us to bankruptcy, but I stepped in to stabilise the situation. I later became Executive Chairman, balancing my father’s bold entrepreneurial spirit with a more cautious, corporate approach,” B. Cantlay candidly reveals. 

“This mix of our differing styles has strengthened the business, allowing me to emphasise the importance of returns on investment and risk management.” 

 B. Cantlay streamlined KRT’s businesses by closing underperforming units and focusing on the core farming business and expanding the meat processing and packing unit, presenting further opportunities.  

“We also launched an agricultural retail division for Zambian farmers and grew our agricultural operations through new farm acquisitions. This has all been overseen by a strong executive team known for its integrity, ensuring smooth operations. 

“Zambia is a beautiful country with peaceful and welcoming people and culture, and the business and I, as the largest shareholder, are proud Zambians,” he beams.  

TRANSFORMING THE INDUSTRY 

In recent years, the potential to develop the cattle farming business in Zambia has garnered attention, and as the agricultural industry continues to evolve, it’s clear that implementing targeted strategies could maximise its potential.   

One pivotal factor is establishing an export market for Zambian beef. By doing so, farmers would see an increase in the value of their livestock and, therefore, be more likely to invest in their herds, enhancing productivity and profitability.  

“The biggest challenge affecting herds has been poor disease control; however, the President of Zambia, Hakainde Hichilema – a successful businessman and one of the nation’s top cattle farmers – is pro-business and supports the agricultural sector,” B. Cantlay enlightens. 

“Things are starting to change; regional exports have begun, and if we manage to penetrate overseas markets, the value of Zambian beef will increase significantly. As a result, farmers will invest more in genetics, pastures, feeding techniques, and disease control, thereby elevating the entire industry.” 

In line with these developments, KRT ensures sustainability in its farming practices through a long-term vision of having as little environmental impact as practically possible whilst achieving its economic objectives.   

“We maintain a short rotation in our commercial cropping programmes, which is interspersed with growing bio-diverse cover crops which function as green manure and organic mulch for the next crop cycle. 

“This is done to reduce monocropping, breaking pest and disease cycles, introducing organic matter, fixing nutrients in the soil for the next crop, and significantly improving soil health,” explains B. Cantlay.  

Various practices are also used to minimise the use of inorganic inputs. KRT has a significant supply of organic manure from its cattle feedlotting activities, which is formulated at an aerobic composting facility and used to produce a high-quality, nutrient- and organic matter-rich compost, applied in conjunction with inorganic fertilisers to meet crops’ micro and macronutrient requirements.  

EXPLORING NEW HORIZONS 

Regarding future investments, KRT has numerous options within its existing businesses – agriculturally, this could include acquiring additional cropping or ranching farms.   

“We are constantly active in the market, driving efficiency improvements through our continued investments in technology and sustainable farming practices to improve yields, quality, and reduce costs,” B. Cantlay enthuses.  

“In terms of beef, there is potential for acquisitions of competitors’ businesses or backward integration. Given our strong focus on beef and significant use of pork, chicken, and fish in our butcheries, we may explore opportunities in other sectors outside of beef in the future.”  

KRT is leveraging recent technological advancements, revolutionising its approach to crop management and pest control. This method allows chemicals to target specific areas, reducing waste and environmental impact.  

“Spray applications are performed using advanced drone technology supplied by Sativa Precision Agriculture – incorporating a 100-litre (L) spraying capacity that remains limited to a small number of countries globally.” 

In addition to KRT’s current operations, the company consistently seeks new opportunities. In the agricultural sector, it is particularly focused on value-added processing businesses, aiming to advance beyond primary agriculture. 

“We see significant potential in interesting and niche opportunities in this area, similar to what we have already achieved with beef,” he states resolutely.  

“Apart from agriculture, I also see the appeal of the insurance industry. This is not a direct area of expertise for us, so we would likely not build it from scratch but acquire a smaller company that brings the necessary expertise, providing access to the insurance float for investment purposes.”  

Other possibilities for the company include fund management, such as establishing a debt fund focused on lending to farmers, particularly in Zambia.  

“Current financing terms, particularly tenures, for farmers are very demanding – typically five years, seven at best – which is unusually short compared to other jurisdictions worldwide. A fund could raise capital and lend it on more realistic tenures, such as 15 to 20 years.  

“Along similar lines, I currently run my own private fund outside Zambia, and there may be potential to expand further into investing in public markets, possibly listing our company on the public markets one day,” B. Cantlay outlines.   

CULTIVATING SUCCESS 

KRT has outlined several key plans and priorities that will guide its strategic initiatives over the next one to three years, focusing on enhancing operational efficiency, fostering innovation, and ensuring sustainable growth, whilst also addressing the evolving needs of stakeholders and the market.  

Indeed, the company aims to implement specific projects and strategies that will not only strengthen its core competencies but also position it for future challenges and opportunities in the industry. 

“Over the short- to medium-term, a solid milestone will include hitting USD$50 million in revenue across our businesses. We’ll push for further diversification, too, since we’re so agriculture-heavy, with cattle and sugar making up large portions.  

“Additionally, we will explore longer-duration debt from development finance institutions or other funds at rates cheaper than those from commercial banks to be utilised for future growth,” declares B. Cantlay. 

Finally, KRT’s plans include buying out non-core shareholders that no longer have a vested interest in the long-term development of the business, therefore leaving the company with a core, strategically aligned shareholder base.  

“I believe Zambia holds tremendous potential; it’s a peaceful, stable democracy – not just in Africa, but globally – which is a huge advantage.  

“The biggest change I’d propose is to simplify doing business and cut excessive red tape and regulation, as we should not be trying to mirror Western countries’ regulation, as economically and structurally we’re not at that level yet. With our infrastructure, employment rate, and GDP per capita, it’s currently too burdensome.  

“Addressing these limitations, however, would have a significant impact on socioeconomic growth, which is why it remains a top priority. Our team – from junior employees to executive leadership – delivers incredible on-the-ground value through the hard work that makes our businesses succeed and thrive,” finishes B. Cantlay earnestly. 

KRT continues to ensure sustainability in its farming practices through a long-term vision, which ultimately aims to elevate both the agricultural industry and the livelihoods of Zambian farmers, paving the way for a prosperous future. 

The post KRT Group : Farming Forward – A Vision for Sustainable Agriculture appeared first on Africa Outlook Magazine.

A RECIPE FOR SUCCESS

Having opened its first restaurant in August 2011 in one of Africa’s most vibrant commercial centres – The Junction Mall, Nairobi, Kenya – Kuku Foods is an industry stalwart, bringing world-famous chicken to everyone’s doorstep. 

Since last speaking with the company in June 2024, there have been significant advancements in technology, sustainability practices, and consumer preferences. 

“The food and beverage industry continues to be an exciting and dynamic sector. It is evolving rapidly, and we must be able to adapt even faster,” introduces Jacques Theunissen, CEO.   

Today’s consumer has higher expectations with a growing emphasis on sustainable, localised sourcing, innovation, and elevated customer experiences, alongside easier access to products and restaurants. Kuku Foods is also entering an interesting period with its new, young workforce, meaning it must change and elevate the employee experience to ensure sustainable future business growth. 

“It’s an exciting time to be part of this industry as we navigate these changes and continue to meet the rapidly evolving needs of our customers and employees,” details Theunissen. 

Recently, the company expanded its business into Uganda and Rwanda. At the close of 2025, it had a total of 69 restaurants across the three countries, marking the first time it had built more than 10 restaurants in a single year.

Currently, Kuku Foods employs approximately 1,600 talented and dedicated staff members, with over 90 percent of them below the age of 30 to tackle the issue of youth employment. 

Additionally, it installed self-ordering kiosks in all of its restaurants last year as it continues to digitise the business, alongside making significant strides in its supply chain localisation journey, having now become nearly fully localised. 

“I am proud to say that in July 2024, we received the KFC Africa Franchise Partner of the Year award and the Developer of the Year award for our performance in 2023,” enthuses Theunissen. 

A COMMITMENT TO EXCELLENCE

Kuku Foods differentiates itself by investing heavily in developing its people and suppliers to ensure its products are not only delicious but also meet the highest standards of quality and safety. Its customer and employee-centric approach, combined with innovative menu offerings and efficient service, makes the company a preferred choice for many. 

“What sets Kuku Foods apart from the competition is our unwavering commitment to quality, innovation, customer satisfaction, and the incredible people that we have in our business,” opines Theunissen. 

Equally, the company ensures it keeps the brand exciting with non-stop innovation – not only regarding menu items, but also the customer experience and types of assets it builds. Specifically, it has remodelled many restaurants this past year to guarantee the customer experience remains fresh. 

Ultimately, Kuku Foods has an amazing capability for innovation, and when this is added to its strong winning culture, it creates an unstoppable recipe for success. 

A crucial ingredient is the company’s belief that strong leadership is paramount and should guide the organisation with integrity, transparency, and a commitment to excellence. 

“Our leadership team fosters a culture of open communication, where every member is encouraged to share their ideas and feedback. This approach ensures we are always aligned with our core values and continuously strive for excellence in everything we do,” details Theunissen. 

This achievement starts with hiring team members. All of its management is developed internally, meaning they understand the business inside and out, have vast experience with the culture, and, most importantly, learn how to lead. 

The company has created different leadership development programmes within the organisation to help build its leaders of the future. In 2025, it partnered with Strathmore Business School to develop a formal Management Development Programme for those identified for future growth. 

“I believe we have created a strong culture that drives our values and people who believe in our values,” expands Theunissen. 

“In business today, transparency is becoming very important to our employees, and we have built engagement platforms and forums where we can regularly share our strategy and results openly with our teams.” 

HIGHLIGHTING GROWTH AND DIGITALISATION

Kuku Foods’ long-term strategy comprises growth and digitalisation. 

“2025 was the first time we opened more than 10 restaurants in one year, and I am proud to say that we have added an additional one to bring the total to 11. We had a bold goal of installing kiosks across all our restaurants by the end of the year, and we have accomplished this as well,” expands Theunissen. 

Alongside these achievements, the company has managed to localise all its sauces in 2025, which are now manufactured in Kenya, in addition to developing a second supplier for its French fries in the country. 

Lastly, it has remodelled its preeminent Westgate Mall restaurant in Nairobi with an amazing new look, digital experience, and even KFC merchandise, which was developed in collaboration with a local company. 

Equally important to Kuku Foods’ continued success is its supply chain operations. 

“We are lucky to have one of the best quality assurance resources in Africa looking after this aspect of the business. Fatma Abdulrehman has been with the business from the start and has built a strong, robust, localised supply chain,” insights Theunissen. 

All of the company’s suppliers are Global Food Safety Initiative (GFSI) and Food Safety System Certification (FSSC 2200) certified, meaning they comply with the highest global standards and can compete with any global manufacturer. Additionally, every supplier passed their third-party audits with flying colours. 

“Supply chain is key to any business. Managing your supply chain effectively can unlock so much working capital in your business.    

“Being part of a global business, we are privileged to have set standards in place that we need to follow, and I believe these standards are key to our success,” urges Theunissen. 

Kuku Foods understands that quality and consistency are the foundation on which it has built its business and brand. Its supply chain and quality assurance teams are integral to the company’s innovation and ability to launch new and distinctive products that contribute to its growing market share in East Africa. 

FOSTERING INNOVATION AND INCLUSION

For Kuku Foods, team members are integral to the business and its continued expansion. 

“Our staff are the backbone of our organisation, and we are committed to fostering a culture where innovation thrives, diversity is valued, and collaboration is key,” asserts Theunissen. 

One of its primary strategic pillars is elevating the employee experience by learning what its new, young workforce wants and how they want to work. It has implemented a number of suggested initiatives, and appreciation for this shows in the strong results it has seen in 2025. 

The company also believes that the customer experience can never exceed the employee experience. It provides ongoing training and development opportunities to this end, helping workers to grow and succeed, whilst promoting a diverse and inclusive workforce where every individual feels valued and respected. 

“The business is built by the whole team; every single person makes a difference. In 2025, we developed programmes that help our leaders not only take their seat at the table but also believe that they are worthy and capable of doing so with confidence,” prides Theunissen. 

Looking to the future, Kuku Foods is emphasising its commitment to customers and employees by looking for ways to enhance the customer experience and deliver the best possible products and services. 

“We will continue to expand the KFC brand across East Africa and bring our world-famous chicken closer to everyone’s doorstep, one store at a time,” passionately concludes Theunissen.

The post Kuku Foods : A Recipe for Success appeared first on Africa Outlook Magazine.

RESPONSIBLY EMPOWERING MINING EXCELLENCE

Specialising in load and haul, drill and blast, grade control drilling, mining earthworks, run-of-mine (ROM) pad management, and equipment rental, Rocksure International Limited (Rocksure) proudly caters to mining sites both domestically in Ghana and internationally as an unparalleled contract mining services company. 

Boasting robust capacity and flexibility when it comes to fulfilling planning, equipment, staffing, and execution needs, Rocksure utilises its robust fleet exceeding 150 units of heavy-duty machinery to ensure efficient and reliable operations at every turn. 

Equally, the company is set apart by its local expertise and proven dedication to realising client satisfaction in alignment with its overall vision of becoming the leading mining services provider in its sphere of operations, whilst harnessing local knowledge and vast experience. 

Over the course of its 16 years of successful execution, Rocksure has continually honed its capabilities, exceeding expectations for clients, time and again. The company employs advanced technology in its mining operations to enhance performance and maximise output. 

Beyond its core mining services, the company is dedicated to promoting sustainability and local participation within the industry. It prioritises compliance with health, safety, and environmental (HSE) standards    through the implementation of robust policies and practices to mitigate risk and environmental impact. Equally, Rocksure actively contributes to the growth of its surrounding communities by emphasising extensive hiring and training initiatives for staff members. 

The company’s expertise, extensive equipment fleet, commitment to sustainability and local engagement, and adherence to HSE standards cement it as a trusted and capable partner for any and all mining operations. Rocksure prides itself on a proven track record and the value it delivers to clients through responsible and high-quality services. 

Overall, the company’s commitment to excellence, vast equipment fleet, and focus on sustainability and local initiatives position it as the go-to partner in the sector for unbeatable services tailored to meet each client’s unique needs. 

TOTAL MINING SOLUTIONS 

Rocksure is committed to upholding the highest standards of integrity, transparency, and ethical conduct in all aspects of its operations. Through corporate policies, the company has a comprehensive framework that guides employees, stakeholders, and partners towards fostering a culture of excellence and responsible business practices. 

This culture is maintained by Rocksure’s strategy of identifying, recruiting, and motivating the best available expertise and equipment to achieve its goals. These goals comprise pursuing a supportive maintenance posture in the application of modern and sophisticated heavy equipment in rustic environments, alongside embedding appropriately designed policies on HSE practices in its corporate culture. 

Equally, providing first-class service to support the mining and construction industry across Africa and beyond is also a top priority, alongside delivering on all client needs and requirements in a cost-effective way without compromising on quality, safety, and the environment in a manner that enhances the client’s capacity to sustain and guarantee a social license to operate.  

On a mission to foster indigenous participation in the exploitation of natural resources for effective development, Rocksure has forged a strong team of aptly qualified and experienced professionals to deliver on this target. 

The company’s management team is tasked with the responsibility of sustainably bringing about its objectives under the guidance of the Board of Directors, and continues to successfully achieve these and more as it expands its international footprint across Africa and beyond. 

FIRST-CLASS SERVICES AND EXECUTION 

Rocksure’s commitment to excellence is evident through its adept execution of 18 contract  mining projects specialising in gold, iron ore, and manganese extraction across Ghana, Mali, and Mauritania. 

One of the company’s recent and ongoing projects is Perseus Mining’s Edikan Gold Mine – a large-scale, low-grade, multi-open-pit operation located on the Asankrangwa gold belt in Ghana. Since its commercial production in 2012, the mine has produced over two million ounces of gold.   

Rocksure has been working with Perseus Mining since 2015 and, in 2019, was awarded the entire mining services works for Perseus’ Edikan Mine in Ghana. The scope of the project included load and haul, production drilling and blasting, reverse circulation (RC) drilling, heap leach, tailings, and crushed ore stockpile management. 

The company is currently working with Asanko Gold Mine, developing the Nkran pit, and also working with Asante Gold Corporation. Its workforce has grown over the years from a little over 400 employees to over 1,000 employees. 

Additionally, Rocksure has entered into a joint venture (JV) with African Underground Mining Services (AUMS), a subsidiary of the Perenti Group of Companies. This JV, under the name Underground Mining Alliance Limited (UMA), is currently working for Anglogold Ashanti at the Obuasi Gold Mine in Ghana. 

The company is also partaking in the Ahafo South Underground project at the Subika Underground Mine, operated by Newmont Corporation. 

Having started this JV in February 2019, the scope of the endeavour comprises mining development and projection, mobile maintenance, electrical and communications, fixed plant maintenance, project and operations management, short-term technical and mine operations, engineering, and management reporting controls. 

In late 2025, UMA was named the best performer in contract mining and further recognised as second runner-up for best performer in innovation at the 11th Annual Ghana Mining Industry Awards (GMIA). 

Such an achievement highlights not only the outstanding work of Rocksure but also the tangible impact its efforts are having on the company and the broader industry within Ghana. 

EXCEEDING EXPECTATIONS 

At the 10th GMIA, James Kwamena Anaman, Board Chairman of Rocksure, was honoured with the Lifetime Achievement Award. In 2020, Dr Kwesi Enyan, Director of General Operations, also received the Lifetime Achievement Award from the Ghana Chamber of Mines. 

These recognitions underscore their outstanding service and decisive leadership within the company and the broader global mining industry, further reinforcing Rocksure’s strong reputation and leadership position in the sector. 

The company once again attended the Investing in African Mining Indaba (Mining Indaba) in Cape Town in early February 2026, reaffirming its continued presence at this premier industry event, which brings together key stakeholders shaping the future of African mining, including major companies, emerging producers, suppliers, investors, governments, and financial institutions. 

With over 30 years of history, Mining Indaba provides a comprehensive platform for industry leaders and innovators. Rocksure’s participation reflects its ongoing commitment to supporting the growth and development of mining investments in the country.  

The company utilised this dynamic event to work alongside others, moving the needle in the African mining sector towards a long-lasting, profitable, and sustainable future. 

“My greatest fulfilment is not only in seeing Rocksure compete shoulder-to-shoulder with multinational mining firms, but knowing that our success translates into real transformation for local communities. Every contract we win, piece of equipment we deploy, and milestone we achieve is tied to job creation, skills development, and lasting value for the people,” states CEO, Kwasi Osei Ofori.  

“Rocksure is more than a mining services company – we are a catalyst for change, proving that an indigenous African firm can deliver world-class excellence whilst uplifting lives and contributing meaningfully to the industry at large.”  

As Rocksure anticipates a bright future of mining service success, it will continue to utilise its robust capacity and flexibility to exceed expectations and drive the mining industry forwards internationally.   

The post Rocksure International Limited : Responsibly Empowering Mining Excellence appeared first on Africa Outlook Magazine.

FORGING PROSPERITY AND PROGRESS

As one of West Africa’s most dynamic economies, Côte d’Ivoire is currently experiencing a remarkable surge in growth, creating a wealth of employment opportunities across various sectors. 

Notably, its robust mining industry plays a pivotal role in this economic expansion, attracting numerous companies eager to capitalise on the country’s rich natural resources.   

Key minerals extracted from the region include valuable gold, which has historically been its primary focus, as well as exquisite diamonds, essential bauxite, and vital manganese, all of which contribute significantly to the nation’s prosperity. 

Playing a crucial role in Côte d’Ivoire’s economy, the mining industry accounts for approximately 13 percent of exports and around five percent of GDP.  

Indeed, its success has attracted increasing foreign investment, and both international and local mining companies are exploring the region’s potential.  

As the industry is poised for growth, one company stands out in this burgeoning sector. Founded in 2013, SAMA BTP & Mining boasts both the expertise and capacity to thrive in the field.  

Strategically headquartered in Abidjan, the largest city in Côte d’Ivoire and its economic and cultural hub, the company leverages its location to drive operations.  

Specialising in contracts for mining services, earthworks, construction, and long-distance ore haulage from satellite pits, the company is recognised as a leader in these areas. 

A subsidiary of Groupe SAMA, SAMA BTP & Mining also provides load and haul, drill and blast, and run-of-mine (ROM) pad feeding services.   

Under the leadership of CEO, Mamadou Sanogo, Groupe SAMA has built a strong presence across various industries, concentrating on three key areas: contract mining through SAMA BTP & Mining, transportation of people via SAMA Transport, and the sale and transportation of petroleum products handled by SAMA Trading. 

The group is recognised for its passion, expertise, and professionalism in serving its partners and clients. With a strong track record and several prestigious awards, the company consistently exceeds expectations by combining industry knowledge with state-of-the-art equipment. 

PIONEERING EXCELLENCE 

Since its inception, SAMA BTP & Mining has emerged as a key player in the dynamic sectors of industrial logistics and mining.  

Renowned for its extensive expertise and unwavering commitment to excellence, the company has developed strong, trust-based partnerships with its clients.  

By understanding and anticipating market challenges, SAMA BTP & Mining delivers reliable, secure logistics services meticulously tailored to each client’s unique requirements. 

The company’s mission is both clear and ambitious – to provide comprehensive and personalised logistics solutions that enhance efficiency and speed across every facet of its operations.  

With offerings ranging from seamless transportation and secure storage to sophisticated on-site logistics management, a team of highly qualified professionals is on hand.  

Furthermore, with the latest cutting-edge technologies at its disposal, the company ensures the successful execution of its clients’ projects, no matter how complex. 

Today, SAMA BTP & Mining continues to challenge the boundaries of logistics performance through constant innovation, all whilst adhering to the highest safety standards.  

The company’s dedication to meeting client expectations, combined with a strong emphasis on professionalism, not only drives its success but also significantly contributes to the growth and development of the hydrocarbon and mining sectors, both in Côte d’Ivoire and internationally. 

Together with its clients, SAMA BTP & Mining remains committed to shaping the successes of tomorrow.   

PROMOTING SUSTAINABLE DEVELOPMENT  

The Ivorian mining industry is making significant strides towards sustainable development by adopting advanced technology and environmentally responsible practices.  

The gold sector is the primary driver of this growth, which is part of a broader strategy to diversify the local economy beyond cocoa beans – Côte d’Ivoire is currently the world’s leading producer.  

However, the Ivorian government is implementing initiatives to ensure small-scale gold operations are traceable through the supply chain. This is alongside a vision to expand the resources sector, aiming to position the country as a mining powerhouse by 2030.  

Paying close attention to environmental restoration is also necessary to mitigate the impact of mining activities and promote sustainability, and SAMA BTP & Mining is dedicated to promoting sustainable and inclusive development within local communities in Côte d’Ivoire.  

With this focus on sustainability complementing the mining industry’s economic contributions, the company has introduced four essential pillars into its content policy.  

Firstly, it prioritises local procurement, sourcing materials and services from local suppliers to contribute to economic growth in the region.  

SAMA BTP & Mining also invests in local community development projects to enhance the quality of life. These initiatives focus on education, training, health, and infrastructure, supporting harmonious and sustainable progress. 

Moreover, the company creates sustainable job opportunities by hiring skilled local talent from the communities where it operates, thereby strengthening its teams.  

Lastly, SAMA BTP & Mining establishes strategic partnerships with local companies to foster innovation, facilitate skills transfer, and promote the development of the Ivorian mining industry.  

Through these efforts, SAMA BTP & Mining is committed to making a positive impact, which is crucial for the long-term economic prosperity and global competitiveness of Côte d’Ivoire’s mining sector, as well as responsible and sustainable practices in West Africa and beyond.  

DRIVING EXPONENTIAL GROWTH  

The future looks bright for SAMA BTP & Mining, which is dedicated to continuing to create value for its clients, employees, and the communities where it operates.  

Additionally, the company aims to establish itself as a leading mining entrepreneur in Côte d’Ivoire and across Africa.  

To achieve this objective, it plans to pursue large-scale mining and construction contracts to ensure dynamic, sustainable growth, focusing on optimising its fleet to effectively meet the needs of new clients whilst maximising the utilisation of its existing assets. 

Additionally, SAMA BTP & Mining is committed to integrating cutting-edge technologies and investing in skills development.  

This approach not only strengthens its market position but also increases profitability and ensures long-term, sustainable growth. 

By following this strategy, the company can seize new opportunities and differentiate itself in an ever-evolving industry. 

Through an innovative approach and strategic partnerships, SAMA BTP & Mining not only maximises the potential of the nation’s rich resources but also fosters significant socioeconomic development within local communities.  

As it stands at the forefront of the Ivorian mining sector, driven by a devotion to quality services, sustainable practices, and community empowerment, SAMA BTP & Mining continues to grow and evolve, remaining dedicated to creating lasting value for its clients and contributing to the prosperity of Côte d’Ivoire. 

SAMA BTP & MINING’S SERVICES  

• Mine infrastructure – Building essential mining infrastructure, such as haul roads, tailings storage facilities, airstrips, waste dump rehabilitation, and raw water storage facilities.  
• Equipment hire – Modern equipment to meet operational needs, including excavators, dump trucks, articulated dump trucks, dozers, graders, water trucks, cranes, and low-beds.  
• Load and haul service – A modern fleet of excavators and dump trucks, with experienced and reliable operators to ensure safe work.  
• Drill and blast – State-of-the-art blast hole drill rigs and a skilled team ensure efficient and effective blasting, seamlessly meeting all drilling and blasting requirements. 
• Additional services – Mining extraction, loading, transporting, dumping of ore, handling of residue and leached material stocks, long-distance transport from satellite pits, equipment rental, labour hire, plant feeding, crushing and screening, and environmental restoration. 

SAMA BTP & MINING – IN NUMBERS  

• Seven projects on prestigious mine sites – Tongon, Koné, Lafigué, Yaouré, Hiré, Agbaou, Lauzoua, Bagoue, and ITY – in proud collaboration with global gold mining giants including Endeavour Mining, Montage Gold, Barrick Mining, Perseus Mining, Allied Gold, and Compagnie Minière du Littoral (CML).  
• 613 pieces of equipment.  
• Two expatriates.  
• 100 percent Ivorian ownership. 
• 1,208 employees from local Ivorian communities.  
• CFA26.9 billion in revenue in 2025.

The post SAMA BTP & Mining : Forging Prosperity and Progress appeared first on Africa Outlook Magazine.

THE PRIDE OF ZAMBIA

Located in the heart of Zambia, the Copperbelt Province is situated in a mineral-rich region spanning Central Africa.  

Konkola Copper Mines (KCM) is at the helm of the province’s underground mining operations as one of the continent’s largest integrated copper producers, expertly leveraging mineral and human resources to enhance stakeholder value and become the pride of Zambia. 

Equipped with over 13,800 employees and contractors, the company is headquartered in Chingola and spans four world-class mining operations.  

Its renowned Nchanga Mine comprises numerous open pits and processing plants, as well as two concentrators, a tailings leach plant (TLP), and the Nchanga smelter.   

KCM’s Konkola Mine in Chililabombwe, meanwhile, comprises three operational shafts – No. 1, 3,  
and 4.  

The latter is also home to the Konkola Deep Mining Project (KDMP), an approximately 1.5 kilometre (km)-deep mine used to explore and extract ore bodies further under the surface.  

Located in Kitwe, KCM’s Nkana refinery refines and converts copper anodes from the smelter to cathode products for exportation.  

Finally, the company’s Nampundwe Mine in the Shibuyunji District – west of Zambia’s capital city, Lusaka – produces leading pyrite used for the smelting process.  

KCM’s client base comprises over 1,600 registered contractors and suppliers, making it a leading force in the country’s mining landscape.

UNLOCKING RESOURCES 

The most recent developments at KCM’s KDMP include improvements to the company’s deepest pump station – located 985 metres (m) underground – which currently cannot mine ore safely below a level of 1,040 m due to mine dewatering constraints.  

KCM’s current dewatered resource accounts for less than three percent of the company’s total resource. Therefore, the business requires a new pump station to be constructed at 1,390 m to allow for the dewatering of 283 million metric tonnes (Mt) of ore resource between levels of 1,040 m and 1,350 m.  

The pump station infrastructure will have a nominal capacity of 290,000 cubic metres (cbm), utilising 22 multi-stage clear water pumps, eight settlers to remove suspended solids and ensure compliance with environmental limits, and an equal number of sumps to allow for a greater surge capacity in case of the pump station’s emergency stoppage.  

Excavation works for this are to be commenced by the Australia-based Mancala Group at a total cost of USD$63 million, which will create approximately 200 local job opportunities with a projected duration of 26 months.  

Following excavation works, the equipping and construction of the new pump station and electrical substations will take place, whilst infrastructure will be supplied to the existing pump stations situated 985 m, 660 m, and 370 m underground.  

Watertight doors and penstocks required to contain water in the workings in case of an emergency will also be installed.  

SUCCESS THROUGH COLLABORATION 

Alongside the construction of critical pump infrastructure, KCM has a number of additional ongoing projects across its mine portfolio.  

For instance, the company has reintroduced raise boring at the No. 3 shaft of its Konkola Mine after 15 years, with TUMI Raise Boring commencing drilling in April this year.  

These drain holes are critical to dewatering previously inaccessible areas, improving underground safety and unlocking additional mining potential – both key enablers in stabilising mine conditions and increasing productive capacity. 

Elsewhere, KCM is collaborating on a high-speed railway rehabilitation project with Flint Rail Projects, comprising 5,934 km of rail expected to be completed by April 2026.  

Such upgrades will enable higher train speeds, reduce cycle times, and significantly cut down on derailments and operational blockages, increasing tramming capacity from 850,000 tonnes per annum (tpa) to approximately 1.5 million tonnes per annum (Mtpa), before eventually achieving 4 Mtpa.  

The railway investment project aligns with KCM’s overarching vision for modernisation and supporting Zambia’s ambitious national goal of producing three million tonnes of copper by 2030.  

KCM is also undertaking exploration works in the form of surface diamond drilling, conducted for the purpose of upgrading an inferred resource of 223 kilotonnes (kt) of copper metal to an indicated category for underground operations.  

Timaja Enterprises has been engaged to undertake the surface drilling programme, of which a total of 7,300 m has been planned to increase the confidence level of the inferred resource of mixed sulphide, where the average hole depth is 370 m. 

This collaboration grants KCM the opportunity to increase its reserves and support the life of mine (LOM) plan through increased production.   

A FINE-TUNED ENVIRONMENTAL POLICY  

As one of Zambia’s largest underground mining companies, KCM deeply understands the impact its operations can have on the surrounding environment, particularly as many of its inherited mines and processing assets – which had been in operation for decades –suffered from numerous legacy environmental issues.   

As such, KCM now has a comprehensive and well-funded programme designed to alleviate such issues, with particular focus being given to areas in proximity to local communities.  

Indeed, the USD$2.9 billion programme has paved the way for substantial environmental projects in recent years.  

One particularly noteworthy example is the commissioning of the Nchanga smelter, which has increased sulphur dioxide (SO₂) capture and improved energy efficiency at the Nchanga Mine.  

The Nchanga smelter meets benchmark environmental performance, as it captures approximately 99.6 percent of SO₂ emissions, and uses 70 percent less fuel than the old smelter.  

KCM’s recent environmental programme has also led to the commissioning of new concentrators at both the Nchanga and Konkola Mines, with updated machinery implemented to achieve zero discharge on operations that could harm the planet.  

Other environmental management projects include the revamping of the piping and dam catchment for hydrometallurgical processing, which reduces run-off in areas most responsible for discharges.  

TOUCHING HEARTS  

Giving back to and supporting the community remains a key priority for KCM, as it strives to have a meaningful impact on the development of Zambia.   

This is materialised through its extensive corporate social responsibility (CSR) programme, which aligns with national development goals and comprises four pillars – education, health, sport development, and sustainable livelihoods.   

Over the years, KCM is proud to have supported One Way Mission Children’s Home – an orphanage in Chililabombwe currently providing a roof over the heads of 45 children.  

KCM also provided funds to revamp a defunct poultry business that the home used to run in the past. This new venture not only provides much-needed income for the orphanage but also enhances food security, offers life skills training for the children, and supports their education.  

This initiative is one of many community development projects, which have also seen KCM support water sanitation projects, aid local clinics, and fund infrastructure, further emphasising the company’s socioeconomic significance in the region.  

EMPOWERING ZAMBIA THROUGH EDUCATION  

KCM’s continued community efforts can also be seen in its powerful educational initiatives, which facilitate tangible long-term benefits for future generations.  

Since 2004, the company has run scholarships at primary, secondary, and tertiary levels for high achievers in Grades 7 to 9 at government schools.  

KCM has also sponsored students’ college and university education both domestically and abroad, directly benefitting over 500 young people.  

Following the introduction of free education from the Zambian government, the company announced the launch of the KCM-HELSB Scholastic Excellence Programme in collaboration with the Higher Education Loans and Scholarship Board (HELSB). 

The programme aims to provide student loans for those pursuing tertiary education, with a focus on individuals from KCM’s operational areas, namely Chingola, Chililabombwe, Kitwe, and Nampundwe. 

The company has committed USD$100,000 per year to support meritorious but underprivileged students, with funds managed transparently by HELSB.  

The scholarship is underpinned by a revolving funding model, given in the form of a loan that beneficiaries pay back through established mechanisms after completion.  

Significantly, the scholarship utilises merit-based selection, with HELSB overseeing a transparent selection and administration process to ensure the most deserving students benefit.  

As such, KCM is empowering the workforce of tomorrow as it recognises the value of education in building resilient communities and driving national development.   

The company wants to ensure young people are empowered with the much-needed skills that align with Zambia’s industrial and socioeconomic priorities.    

CONTRIBUTING TO NATIONAL CHANGE 

KCM strives to increase its production capacity through strategic investment and technological advancements. Thanks to the company’s strategic investment, operations have since restarted and production is steadily increasing.  

Indeed, in August this year, KCM hit its highest production capacity at 8,200 tonnes per month (tpm) of copper. This demonstrates stable progress towards its objective of 10,000 tpm and 143,000 tpa by 2026, contributing 10 percent to Zambia’s target of 3 Mtpa by 2030.  

Other future targets for KCM involve the expansion of the Nchanga smelter’s capacity from 311,000 tpa to 500,000 tpa, as well as developing two additional TLPs.  

Once these expansions are completed, the company’s copper production target will increase to 500,000 tpa.  

Additional key priorities for KCM involve setting up a cobalt plant at the Nchanga Mine to produce cobalt as opposed to a cobalt alloy.  

Aside from the developments at KDMP, the company also intends to rehabilitate and operationalise the second stream at the concentrator to increase concentrate production for onward processing at the Nchanga smelter. 

KONKOLA COPPER MINES PARTNERS

The post Konkola Copper Mines : The Pride of Zambia appeared first on Africa Outlook Magazine.

REDEFINING SIERRA LEONE’S FINANCIAL FUTURE

“The FinTech industry remains one of the most transformative, fast-evolving sectors globally and, in many respects, is still in its early innings, particularly in emerging markets.” 

In contexts like Sierra Leone, FinTech is more than just exciting; it’s foundational to economic participation. As voiced by David Mansaray, CEO of Orange Mobile Finance Sierra Leone (Orange Money), FinTech plays a critical role in expanding financial inclusion, formalising large segments of the informal economy, improving efficiency in payments and savings, and enabling access to credit, insurance, and government services on a large scale. 

“What makes the current moment especially compelling is the convergence of several powerful forces: widespread mobile penetration, improving digital infrastructure, increasingly pragmatic regulation, and a younger, digitally native population whose expectations are shaped by convenience, speed, and personalisation,” details Mansaray. 

These dynamics are pushing FinTech beyond simple payments into full-stack financial ecosystems that integrate commerce, identity, data, and public services. 

The advent of artificial intelligence (AI) has further elevated the conversation and is no longer a future consideration; it is already reshaping fraud detection, credit scoring, customer engagement, operational efficiency, and risk management. In markets where traditional data is limited, AI and alternative data models present a step-change opportunity to design more inclusive and intelligent financial solutions. 

“Looking ahead, I believe the distinction between FinTech and traditional financial services will continue to blur. Technology-led players are increasingly defining how financial services are designed, distributed, and consumed,” insights Mansaray. 

“FinTech will not just compete with financial institutions – it will redefine the financial sector itself, making this an exceptionally dynamic and rewarding space to operate in.”   

Leading the charge of this future-defining sector is Orange Money, which offers a comprehensive suite of digital financial services, including person-to-person transfers, merchant and bill payments, international remittances, savings, and digital credit solutions. 

The company’s services cater to individuals, agents, small to medium-sized enterprises (SMEs), corporations, non-governmental organisations (NGOs), and government institutions, operating through a nationwide agent network supported by a skilled workforce committed to delivering reliable, secure, and accessible financial services. 

AN EXCEPTIONALLY DYNAMIC INDUSTRY 

Mansaray’s professional background spans banking, finance, and digital financial services, with over two decades of senior leadership focused on financial management, strategy, and operational excellence. 

“Throughout my journey, I have developed a deep appreciation for the transformative power of technology in expanding access to financial services. My interest in FinTech is driven by its unique ability to address structural financial inclusion challenges in emerging economies through the delivery of scalable, secure, and customer-centric solutions,” he expands. 

Mansaray has assisted Orange Money in differentiating itself through securing a reputation for trust, scale, innovation, and strong governance. Backed by the Orange Group’s global expertise, it combines robust technology with deep local market understanding. 

Orange Money’s focus on regulatory compliance, service reliability, customer experience, a robust distribution network, and continuous innovation enables it to consistently deliver value whilst maintaining the highest standards of security and operational excellence. 

“We remain committed to driving financial inclusion, empowering entrepreneurship, and contributing meaningfully to the growth of Sierra Leone’s digital economy through secure, inclusive, and future-ready financial solutions,” dictates Mansaray. 

Initiatives such as tiered know-your-customer (KYC), regulatory sandboxes, and agency banking frameworks have enabled responsible experimentation, expanded access to financial services, and strengthened consumer protection. This supportive regulatory landscape has been instrumental in accelerating digital financial adoption, promoting trust and enabling companies like Orange Money to deliver scalable, sustainable, and impactful solutions. 

DIGITAL FINANCE SOLUTIONS 

Recently, Orange Money solidified its capabilities by delivering several impactful digital finance solutions in partnership with key stakeholders. 

One such solution is Orange Money Lajor – a credit product that has expanded access to finance in a market where credit remains limited, reaching over 300,000 customers since launch. 

Building on this success, the company introduced the Kwik Moni Loan, a digital credit solution designed to support its agent network. The programme provides agents with affordable, short-term working capital, improving liquidity management, business expansion, and service reliability nationwide. 

“Following proven performance during this pilot phase, the product will be gradually extended to Orange Money customers, offering responsible, data-driven access to credit,” details Mansaray. 

The company has also seen a strong socioeconomic impact from its Overseas Money product, which enables fast and affordable international remittances that support household income, education, healthcare, and SMEs. Looking ahead, upcoming initiatives such as Mastercard and Roaming Money will further enhance interoperability, payment acceptance, and access to global digital commerce. 

In addition to these innovative programmes, financial inclusion is central to Orange Money’s mission, and connecting rural communities has been a consistent focus of its work in Sierra Leone.   

“We have enabled individuals in underserved and remote areas to access essential financial services, such as domestic and international remittances, merchant payments, savings, and digital credit, directly from their mobile phones, significantly reducing the need to travel to urban centres,” explains Mansaray. 

SUPPORTING RURAL COMMUNITIES 

Today, 57 percent of the company’s customer base resides in rural communities, positioning Orange Money as the largest provider of financial services to populations that were previously underserved and financially excluded. 

Its digital platforms have been used to support large-scale disbursements for government institutions, development partners, and private sector organisations, ensuring timely, secure, and transparent payments to farmers, health workers, vulnerable groups, and rural programme beneficiaries. 

“In 2025, we disbursed more than USD$117 million to rural communities supported by the World Bank, World Health Organisation, and others, benefitting over 112,000 people,” prides Mansaray. 

“We have also supported digital loan disbursement and repayment for microfinance institutions, facilitated the digitisation of village savings groups, and empowered youth and women as Orange Money agents, embedding financial services within rural communities.” 

By reducing reliance on cash, improving payment efficiency, and strengthening value chains across agriculture, fast-moving consumer goods (FMCG), and SMEs, these initiatives have stimulated local economic activity and strengthened financial resilience at the grassroots level. 

Such work directly supports Sierra Leone’s development objectives and has contributed meaningfully to building a more inclusive and digitally enabled economy. 

TECHNOLOGY-LED INNOVATION 

Crucial to Orange Money’s values is its corporate social responsibility (CSR) agenda, which is focused on delivering sustainable social and economic impact aligned with national development priorities. 

“Through the Orange Sierra Leone Foundation and Orange Group initiatives, we support education, digital inclusion, entrepreneurship, environmental sustainability, and community well-being,” enthuses Mansaray. 

The company prioritises digital empowerment through the Orange Digital Centre and Women Digital Centres, equipping young people and women with practical skills in digital literacy, entrepreneurship, and emerging technologies to enhance employability and innovation. It further promotes entrepreneurship through the Orange Social Venture Prize – supporting social innovators who use technology to address challenges in health, education, agriculture, and the environment. 

Sustainability also remains a core focus, with ongoing investments in solar-powered infrastructure, energy-efficient networks, responsible e-waste management, and reforestation initiatives. Additionally, the company supports community development through targeted health, education, food assistance, and water access programmes. 

“Overall, our CSR initiatives reflect our commitment to responsible business, shared value creation, and inclusive national development, leveraging technology and partnerships to drive long-term positive impact across Sierra Leone,” asserts Mansaray. 

As Orange Money continues to look towards a sustainable and successful future, its watchword for the year ahead is ‘innovation’. 

“Technology is at the heart of everything we do. Advances in AI, machine learning (ML), and digital platforms are transforming how financial services are delivered, and we are positioning ourselves to lead this transformation,” he expands. 

The company’s goal is to harness these technologies to create smarter, faster, and more personalised financial solutions that empower individuals, businesses, and communities. In the year ahead, it will expand digital credit and merchant solutions, strengthen rural financial inclusion, and enhance both customer and agent experiences through data-driven insights and intelligent platforms. 

“Through technology-led innovation, underpinned by strong governance and compliance, we are building a resilient, future-ready financial ecosystem that drives sustainable growth and long-term value creation,” concludes Mansaray.  

The post Orange Mobile Finance Sierra Leone : Redefining Sierra Leone’s Financial Future appeared first on Africa Outlook Magazine.

EMPOWERING PEOPLE, ADVANCING SOCIETIES

In recent years, Africa’s mining sector has entered what could be described as a new era of growth and strategic relevance. 

The industry has seen a significant shift away from extracting traditional commodities and towards extracting critical minerals that underpin the global energy transition. 

Copper, lithium, cobalt, and rare earth elements have moved to the forefront, placing Africa at the centre of global supply chains for batteries, electric vehicles (EVs), and renewable energy infrastructure.  

This has elevated the continent’s geopolitical importance, with major global powers competing to secure access to strategic mineral resources. 

Alongside this shift in demand, governments in countries such as Namibia and Zimbabwe have introduced restrictions on the export of unprocessed minerals, forcing a move towards local beneficiation and downstream processing.  

Whilst these measures have increased complexity for operators, they have also created opportunities for industrial development, skills transfer, and job creation. 

As Africa’s mining sector undergoes a transformative period, few companies are as closely intertwined with the continent’s socioeconomic and industrial trajectory as AngloGold Ashanti.  

Operating across some of Africa’s most mineral-rich regions, the company balances large-scale gold production whilst maintaining its purpose to empower people and advance societies. 

AN ESSENTIAL CORNERSTONE 

Africa remains the cornerstone of AngloGold Ashanti’s global portfolio, with the company’s operations in the continent accounting for approximately 60 percent of overall production. 

In Ghana, it operates the Obuasi mine, a flagship underground operation in the Ashanti region with a mine life exceeding 20 years.  

Following a comprehensive redevelopment in 2019, the Obuasi mine is ramping up towards annual production of between 400,000 and 450,000 ounces (oz) between 2024 and 2028. 

AngloGold Ashanti also operates the Iduapriem mine in Western Ghana, an open-pit operation encompassing the Iduapriem, Teberebie, and Ajopa concessions, utilising carbon-in-leach and gravity circuits for processing. 

Elsewhere, Tanzania is home to the Geita mine – one of the company’s most significant assets, located in the country’s northwest.  

Geita has transitioned into a predominantly underground operation whilst retaining some open-pit mining, focusing on local procurement and supporting local employment drives.  

Over in the Democratic Republic of the Congo (DRC), AngloGold Ashanti also holds a 45 percent stake in the Kibali mine – one of Africa’s largest gold operations – which is managed by Barrick Gold Corporation. 

Further west, the Siguiri mine in Guinea is an 85 percent-owned, large-scale open-pit operation comprising multiple pits across a vast mineralised zone.  

The company’s African footprint expanded further in November 2024 with the acquisition of Centamin, a strategic move which added the Sukari mine into its portfolio – a low-cost, large-scale open-pit and underground operation in Egypt.   

The company intends to boost annual production at the already high-performing Sukari asset to approximately 500,000 oz, utilising advanced technology and optimising operations for long-term, high-margin growth. 

Beyond its producing assets, AngloGold Ashanti maintains a strong pipeline of exploration and development projects across Guinea, Tanzania, Egypt, and Côte d’Ivoire. 

ROBUST FRAMEWORK 

In 2024, AngloGold Ashanti formally introduced a double materiality framework as the basis of its sustainability reporting strategy.   

The framework was designed to provide a comprehensive, forward-looking view of both financial and non-financial risks and opportunities.  

By integrating environmental, social, and governance (ESG) considerations into its enterprise risk management processes, the company ensures sustainability is embedded at the core of each strategic decision it makes. 

The framework assesses outside-in impacts – for example, how external sustainability issues such as climate change, regulation, or community relations affect financial performance – alongside inside-out impacts, which consider how the company’s operations influence society and the environment. 

Each year, AngloGold Ashanti identifies and reviews a set of material sustainability issues ranging from tailings management and water stewardship to human rights and climate resilience.  

This process is informed by structured engagement with both internal and external stakeholders – particularly host communities most affected by mining activities. 

The resulting insights act as a guide for board-level oversight, capital allocation, and operational priorities, whilst also shaping integrated reporting across its annual and sustainability reporting. 

Overseen by the company’s Social, Ethics, and Sustainability (SES) Committee, the double materiality framework remains responsive to evolving expectations and operating contexts. 

RESPONSIBLE, SUSTAINABLE LEGACY 

For AngloGold Ashanti, a deep-rooted sense of environmental stewardship remains central to its operations. 

The company recognises that responsible mining depends on protecting natural resources, reducing emissions, and managing environmental risks as transparently as possible.  

This commitment is reflected by its investments in renewable energy, water recycling, and biodiversity management across its African operations.  

Several sites now incorporate dedicated solar or grid-connected renewable power solutions, thereby reducing reliance on diesel and supporting the company’s decarbonisation goals. 

Water stewardship is another priority, particularly in arid regions such as Namibia and South Africa’s Northern Cape, where scarcity requires innovative solutions including desalination and closed-loop recycling systems. 

Corporate social responsibility (CSR) at AngloGold Ashanti focuses on creating shared value and ensuring mining activities contribute meaningfully to host communities – both during operations and long after mine closure. 

This philosophy is reflected in the company’s long-term socioeconomic development plans, such as the 10-year programmes implemented at key sites like Obuasi.  

These initiatives focus on local procurement, skills development, agriculture, and enterprise development, helping to diversify local economies and reduce dependence on mining alone. 

By aligning production growth with decarbonisation, safety, and community investment, AngloGold Ashanti aims to leave a legacy of not only mining excellence but also strengthened communities and environmental stewardship. 

The post AngloGold Ashanti : Empowering People, Advancing Societies appeared first on Africa Outlook Magazine.

SPOTLIGHT ON EAST AND SOUTHERN AFRICAN PORTS

Flanked by the Indian and Atlantic Oceans, East and Southern Africa boast an abundance of aquatic and marine resources, which are increasingly being tapped into for global trade commerce and economic growth.  

Indeed, the two regions place high dependency on international exports of raw materials, whilst relying heavily on imports of food, manufactured goods, and fuel from neighbouring areas. 

Yet, compared to their international shipping counterparts, East and Southern Africa face challenges in infrastructure development and the effective communication of maritime information, which impede on sustainable development and economic diversification.  

In addition, despite handing millions of tonnes (t) of freight per year, many ports still use ageing infrastructure which, compounded by limited berth space and cargo handling facilities, results in high congestion, waiting times, and costs.  

As such, the industry is calling for increased infrastructure development, optimisation of fundamental processes, and implementation of modern technologies.  

In response to these challenges, governments in East and Southern Africa, as well as external private investors, have funnelled money into expanding port space and improving container handling technology.  

These investments, together with streamlined bureaucratic processes, are paving the way for greater efficiencies and gradual modernisation.  

This is demonstrated by the rise of sustainability-driven practices and a growing focus on reducing carbon emissions, particularly within Southern African port activity.  

In East Africa, the port logistics industry is enjoying significant investment that is funding digital customs systems and multimodal transport corridors.  

Within this context, ports in East and Southern Africa are increasingly becoming key hubs for trade between Europe and the Middle East.  

UNITING THE CONTINENT 

The main ports across Southern Africa include the Port of Durban, South Africa’s most active container port, which processes 2.7 million twenty-foot equivalent units (TEUs) and is fitted with modern container handling facilities.  

The Ports of Cape Town and Port Elizabeth likewise enjoy cutting-edge logistics equipment, with the former primarily focused on the exportation of agricultural products using advanced cold storage facilities and the latter integral to trade between Europe and Asia, populated with automotive and bulk commodity terminals.  

Elsewhere in Southern Africa, the Port of Beira in Mozambique is used by neighbouring Zimbabwe and Zambia and has recently enjoyed a flurry of investment to advance its efficiency.  

Over in East Africa, the Port of Mombasa in Kenya is the region’s largest port, handling over 25 million t of cargo annually across Kenya, Uganda, Rwanda, and South Sudan.  

In Tanzania, meanwhile, the Port of Dar es Salaam acts as a gateway for trade across Africa’s Central Corridor, granting access to imported goods for landlocked countries across the continent including Rwanda, Burundi, and Uganda.  

The African Continental Free Trade Area (AfCFTA), established in 2019, has further boosted inter-regional trade throughout the continent, and modern port logistics across East Africa is integral to this.  

The port industry across East and Southern Africa serves to unite the continent, both internally through key trade routes and internationally as a gateway between continents.  

After decades of challenges stagnating its growth, the ports sector in both regions is set to be at the forefront of Africa’s logistics transformation. 

THE PORT MANAGEMENT ASSOCIATION OF EASTERN AND SOUTHERN AFRICA

We showcase the Ports Management Association of Eastern and Southern Africa, which acts as a crucial framework for exchanging information and best practices across the industry.

Established in April 1971, the Port Management Association of Eastern and Southern Africa (PMAESA) is a non-profit, inter-governmental organisation responsible for creating an enabling environment for members to connect across port management, transport, and trade.  

Open to a vast remit of member operators that span both regions, the association comprises port authorities, terminal operators, government line ministries, and logistics and maritime service providers.  

Uniquely, as well as East and Southern Africa, the association also includes shipping stakeholders from the Western Africa and Indian Ocean region.  

PMAESA’s principal aim is to strengthen the connection between member ports, with the overarching objective of fostering regional cooperation and integration, thereby reinforcing the industry’s ongoing transformation.  

This is achieved through a comprehensive framework built by collecting, analysing, and disseminating vital information to members to aid their decision-making, further supported by regional networking events and conferences.  

PMAESA works to improve the operations, competitiveness, safety, security, and protection of the port environment, with the ultimate aim of advancing the productivity of ports in East and Southern Africa.

PROMOTING REGIONAL EFFICIENCY  

PMAESA members enjoy a wealth of both direct and indirect benefits; principally, the association builds awareness around changing dynamics in the regional maritime industry.  

It also leverages a comprehensive outreach strategy whereby members are represented in the relevant organisations that shape global policy and facilitate new requirements in maritime trade, including economic commissions like the East African Community (EAC), Southern African Development Community (SADC), and Common Market for Eastern and Southern Africa (COMESA).   

The association proactively communicates with various United Nations (UN) bodies such as the International Maritime Organisation (IMO) and UN Economic Commission for Africa (ECA) on behalf of its members, alongside other global maritime associations including the International Association of Ports and Harbours (IAPH).  

Moreover, PMAESA provides valuable networking opportunities for its members to connect with neighbouring port operators, including those from the Ports Management Association of West and Central Africa (PMAWCA) and the North African Port Management Association (NAPMA).  

Together, these three associations established the Pan-African Association for Port Cooperation (PAPC), a key source of connection for the continent’s port operators.  

Members are afforded additional cross-sector networking opportunities during mid-term workshops and end-of-year global conferences, which are attended by C-suite executives from a wealth of areas including transport, trade, and investment.  

Such events allow port operators to expand their network further across sectors and geographies, engaging with key partners in Africa, Europe, Asia, Australia, and North and South America.  

For instance, PMAESA recently hosted a high-level delegation from India to explore the potential for partnership across the African ports sector, with a particular focus on ship repair services and maritime education and training.  

PMAESA’S STRATEGIC PLAN  

In line with PMAESA’s overarching vision to foster regional integration and global competitiveness across port operators in East and Southern Africa, the association launched its Strategic Plan 2024-2028.  

The strategy was introduced as a roadmap for critical projects and programmes that will elevate productivity and enable ports to have an even greater impact on African trade.  

PMAESA’s activities and flagship projects during the Strategic Plan 2024-2028 include:  

Implementing the Toolkit for Green Port Development, which will advance sustainable practices amongst ports across the region.  

Reviving the Cruise Africa brand and developing the Cruise Africa Strategy, aimed at bolstering the cruise tourism sector.  

Developing and executing the PMAESA Strategy for Africa Green Port Development, emphasising sustainable programmes.  

Creating wellness initiatives to improve the health and welfare of operators in multimodal transport corridors.  

Establishing an ‘African Ports Connectivity Portal’, which can be used as an observatory platform for port statistics that will be regularly updated to provide accurate and timely data on ongoing activities.  

Creating a ‘Pool of Experts Portal’ on the PMAESA website to streamline operations, improve communication, and allow members to access specialised knowledge.  

Updating the association’s website and maintenance, including licensing, periodic reviews, updates, and security safeguards, to enhance the user experience and functionality.  

Underpinned by 45 years of experience and equipped with a forward-thinking strategy, PMAESA is well-positioned as a centre of excellence for its members, ensuring optimum efficiency for ports across East and Southern Africa.   

PORTS MANAGEMENT ASSOCIATION OF EASTERN AND SOUTHERN AFRICA PARTNER

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