AMBITIOUS STRATEGY

CVMR Corporation, through its subsidiary CVMR Centrafrique, is pursuing an ambitious strategy to transform the Central African Republic’s (CAR) mineral resources into high-value industrial products, establishing an integrated mineral-to-metal value chain within the country.

Launched in Bangui on October 24th, 2026, the initiative operates under a 25-year partnership with the CAR government, supported by President Faustin-Archange Touadéra and his administration. By attracting foreign direct investment, strengthening local enterprises, and developing domestic refining capabilities, the partnership aims to support economic diversification while increasing export and state revenues.

At its core, the strategy seeks to move beyond natural resource extraction, enabling the Central African Republic to capture greater value through downstream processing, advanced manufacturing, and technology transfer.

CONNECTING MINERAL RESOURCES WITH ADVANCED METALLURGY

Central to CVMR’s approach is its proprietary vapour metallurgy technology, which enables the production of high-purity metals, powders, nano-powders, advanced alloys, and precision-engineered near-net-shape components.

Through an integrated operating model, the company intends to connect exploration, extraction, and processing with advanced refining and manufacturing, creating a more comprehensive domestic industrial ecosystem.

Kamran Khozan, CEO of CVMR Corporation, highlights the importance of developing these capabilities within resource-producing countries.

“The strategic importance of mineral resources is determined not only by where they are found, but also by where they are refined and transformed into products that industries actually use. Our approach is to connect mineral development with advanced metallurgical capabilities, allowing resource-producing countries to participate more meaningfully in the value chain while contributing to the diversification of international critical mineral supplies.”

Development will progress through resource assessments, feasibility studies, and phased deployment, with facility designs determined by technical and commercial viability. To support the proposed operations, CVMR has also secured electricity arrangements through three diversified energy sources.

BUILDING INDUSTRIAL CAPABILITIES WITHIN AFRICA

Beyond establishing processing and manufacturing infrastructure, the partnership places considerable emphasis on developing local expertise and creating long-term employment opportunities.

Vocational training, technology transfer, and opportunities for Central African engineers, geologists, metallurgists, and technicians form important components of the initiative. By developing technical knowledge alongside industrial infrastructure, CVMR aims to establish a foundation for sustained domestic participation in the mineral value chain.

Dr. Poly Mutombo, President of African Operations at CVMR Corporation, explains the importance of this approach:

“Developing a sustainable mineral industry requires more than identifying deposits and establishing extraction operations. It requires the infrastructure, technical expertise, and refining capabilities necessary to transform those resources into valuable industrial products. Our objective is to build those capabilities within the Central African Republic and to establish a foundation for long-term industrial participation and economic development.”

LINKING DOMESTIC PRODUCTION TO INTERNATIONAL SUPPLY CHAINS

The planned industrial output is intended to serve a range of strategically important sectors, including aerospace, energy, electronics, and advanced manufacturing, as well as the Canadian and United States defence industrial bases.

The initiative also builds on an authorisation granted by the CAR Ministry of Defence in December 2025 to support satellite-based geoscientific exploration and mineral mapping.

By linking domestic mineral development and refining with international industrial demand, CVMR aims to diversify critical mineral supplies while creating new opportunities for the Central African Republic to participate in global markets.

For the Toronto-based company, with more than 40 years of experience and operations across 23 countries, the partnership offers an opportunity to apply its expertise in exploration, mining, refining, engineering, and manufacturing to support a longer-term industrial development strategy in Central Africa.

Ultimately, CVMR’s vision extends beyond resource extraction, placing domestic value creation, technical capabilities, and international market participation at the centre of its approach to the Central African Republic’s mineral future.

The post CVMR Builds Africa’s Mineral Value Chain appeared first on Africa Outlook Magazine.

HCLTech Expands Climate Funding Across 24 Countries

Global technology company HCLTech has expanded its Climate Action Grant programme to 24 countries, increasing opportunities for non-profit organisations (NPOs) developing solutions to climate change and environmental degradation.

Announced on 26 October 2026, the expansion builds on the company’s existing grant programme in the Americas, which was established in 2023 to support locally developed environmental initiatives.

HCLTech initially committed USD$5 million over five years to eligible organisations across 10 countries in the Americas. Over the past three editions, it has disbursed USD$3 million to support climate and environmental projects.

The programme will now extend to organisations across Europe, Asia-Pacific, Africa and the Americas, providing a broader international platform for climate innovation.

The 24 eligible countries are Australia, Brazil, Bulgaria, Canada, France, Germany, Guatemala, Italy, Japan, Malaysia, Mexico, Morocco, the Netherlands, the Philippines, Poland, Romania, Singapore, South Africa, Spain, Sri Lanka, Sweden, the United Kingdom, the United States and Vietnam.

USD$1.25 Million in Grants to Support Climate Innovation

The expanded HCLTech Global Grant for Climate Action will provide funding to four successful organisations.

One overall winner will receive USD$500,000, while three runners-up will each receive USD$250,000.

Recipients will be selected through a screening process, with the winners scheduled to be announced on 5 June 2027.

The initiative focuses on supporting NPOs working to combat climate change, restore ecosystems and protect biodiversity.

By expanding its geographical reach, HCLTech aims to identify environmental solutions developed at a community level that may also have the potential to deliver benefits in other regions.

Dr Nidhi Pundhir, Global Head of Corporate Social Responsibility (CSR) at HCLTech, said: “Great ideas can come from any community, and solutions developed in one place can create possibilities in another.”

“The HCLTech Global Grant for Climate Action has evolved through our experience in India and the Americas, and taking the Grant global is the next step in that journey. By creating a broader platform for climate innovation, we want to support locally rooted ideas and help solutions with potential for wider impact reach further.”

Supporting Ecosystem Restoration and Biodiversity

The grant expansion forms part of HCLTech’s wider environmental and social responsibility activities, which include ecosystem restoration, water conservation and community development.

Through its HCLFoundation initiatives in India, the company reports having planted more than 3.6 million saplings and supported the greening of 74,000 acres of land.

It has also reported harvesting more than 155 billion litres of water through its initiatives.

According to HCLTech, its CSR programmes have impacted more than 8.8 million lives, with women accounting for 54 per cent of those reached.

These activities provide a foundation for the company’s expanded international grant programme, which is intended to support environmental projects beyond its existing geographical focus.

HCLTech Targets Net-Zero Emissions by 2040

The announcement also reflects HCLTech’s broader sustainability commitments, including its target to achieve net-zero emissions by 2040.

The company was included in TIME’s World’s Most Sustainable Companies list for the second consecutive year.

It also achieved an EcoVadis Gold rating and an MSCI AA (Leader) environmental, social and governance (ESG) rating for the second consecutive year in its 2026 financial year.

The expansion of the Climate Action Grant adds a philanthropic funding initiative to HCLTech’s wider sustainability activities, extending support to organisations addressing environmental challenges at a local level.

The programme provides an opportunity to secure funding for climate and biodiversity projects while potentially increasing the international reach of their work.

Applications can be submitted through the HCLTech Global Grant for Climate Action website, with winners to be announced on 5 June 2027.

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Vertice and EcoVadis Bring Sustainability Data into Procurement

AI procurement platform Vertice has announced a strategic partnership with EcoVadis designed to make sustainability performance a central consideration in everyday purchasing decisions.

The agreement makes Vertice EcoVadis’ first AI procurement orchestration partner, bringing supplier ESG ratings and scores directly into procurement workflows.

The integration will allow procurement teams to assess sustainability credentials alongside pricing intelligence, peer benchmarks, contractual terms and supplier risk, rather than consulting separate platforms.

The partnership aims to help businesses balance commercial objectives with sustainability commitments while improving visibility into supplier performance.

EcoVadis provides sustainability assessments covering environmental performance, labour and human rights, ethics and sustainable procurement.

Its network includes more than 175,000 assessed businesses across 185 countries, providing a substantial source of supplier sustainability intelligence.

Meanwhile, Vertice’s procurement intelligence dataset covers more than 250,000 negotiated contracts, over USD$75 billion in global indirect expenditure and more than two million price points across upwards of 32,000 vendors.

AI Procurement Connects ESG Performance with Commercial Decisions

The integration brings together EcoVadis’ sustainability ratings and Vertice’s AI-powered procurement intelligence to provide buyers with a more comprehensive view of prospective and existing suppliers.

By incorporating ESG information into purchasing workflows, the companies aim to reduce the risk of sustainability considerations being overlooked during supplier selection and contract negotiations.

Roy Tuvey, CEO and Founder of Vertice, said: “Our customers want to be able to consistently make the best purchasing decisions, through an AI-native platform and based on a single view of the most comprehensive intelligence. Partnering with EcoVadis helps us to do that.”

“Our agentic AI orchestration platform can now deliver robust and extensive ESG data alongside our own data on price, commercial terms and wider risk factors to hit both ESG objectives and cost savings goals.”

The partnership reflects the growing role of AI-enabled procurement technology in consolidating supplier information and supporting purchasing decisions across complex organisations.

Capita Among Early Customers Using Integrated ESG Intelligence

The partnership is already being implemented with shared customers, including Capita, the London Stock Exchange-listed business process outsourcing and professional services company.

Capita uses Vertice for AI procurement orchestration and EcoVadis for supplier sustainability assessments.

Suraj Naik, Group Procurement Director and Chief Procurement Officer at Capita, said: “Vertice powers AI procurement orchestration at Capita, and EcoVadis provides trusted sustainability ratings for our suppliers. Together, the integration of EcoVadis ratings within Vertice’s AI procurement platform embeds supplier ESG performance into every procurement decision, ensuring sustainability considerations are evaluated alongside cost, risk and commercial factors.”

The integration is intended to help procurement professionals consider supplier sustainability credentials throughout the purchasing process without introducing a separate assessment stage.

Sustainable Procurement Supports Supply Chain Resilience

The partnership also highlights the relationship between sustainable procurement, supplier risk management and long-term supply chain resilience.

EcoVadis’ sustainability intelligence is designed to help businesses understand supplier performance, manage regulatory and operational risks and support greenhouse gas emissions reductions.

Annette Gevaert, Senior Vice President, Alliances and Partnerships at EcoVadis, said: “A resilient supply chain relies on sustainable procurement. By embedding trusted, verified sustainability data directly into the purchasing workflow, our partnership with Vertice ensures ESG impact is evaluated right alongside price and commercial terms – every time a decision is made.”

EcoVadis was also ranked among the top three ESG ratings providers for quality and usefulness among corporate and investor respondents in the ERM Sustainability Institute’s Rate the Raters survey, which assessed 14 providers.

Procurement Technology Moves Towards Integrated Supplier Intelligence

The announcement follows industry recognition for Vertice’s AI procurement capabilities.

The company was named a Leader in the IDC MarketScape: Worldwide AI-Enabled Spend Orchestration 2026 assessment and identified as a Notable Vendor in Forrester’s 2026 Supplier Value Management Landscape report.

Patrick Reymann, Research Director – Procurement Applications and Agents at IDC, said: “Sustainability commitments are won or lost in everyday purchasing decisions.”

“Bringing EcoVadis’ verified ratings on more than 175,000 companies into that same workflow extends these outcomes to ESG, giving procurement teams a far more complete view of every supplier they buy from.”

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RE-ENGINEERING AFRICA’S BUILT ENVIRONMENT

The construction industry in South Africa (SA) has evolved alongside the country’s built environment and urban growth, demonstrating resilience through successive periods of economic, social, and technological change.

Since the 19th century, the construction industry has had a profound impact on SA’s socioeconomic makeup, driven by the changing needs of the nation’s infrastructure and rapid technological change.

Construction has been closely linked to SA’s mining sector for more than a century, supporting industrialisation, urbanisation, labour mobility, and infrastructure development since the late 1800s.

Indeed, the growing mining industry at the time generated greater demand for critical infrastructure such as railways and bridges, logistics and transport, industrial buildings, roads, and evolving urban settlements.

The expansion and diversification of the construction industry was therefore not an isolated event, as it evolved in the early 1900s from local building activity into an increasingly multidisciplinary landscape concerning labour movement, transport, materials, and urbanisation.

The discovery of gold on the Witwatersrand in 1886 led directly to the founding of Johannesburg, which within a decade had become the country’s largest town. Into the 20th century, deep-level mining and a growing manufacturing base drove sustained investment in transport, industrial, and urban infrastructure.

Once again, this highlighted the construction industry’s position as an economic driver, forging a connection between mines, ports, manufacturing facilities, and housing, thus helping to physically connect the emerging industrial landscape.

By the late 20th century, SA had developed a substantial infrastructure and construction base, spanning civil engineering, energy infrastructure, complex water systems, and modern urban planning, although Apartheid-era policies severely restricted labour mobility and skills development across the sector.

Following the 1994 democratic elections, the sector became central to redressing housing shortages and infrastructure inequality, with the Reconstruction and Development Programme driving a significant phase of public investment in housing and services.

Industry Obstacles

Fast forward to the 2020s, and the past five years have tested SA’s construction industry, which faced declining fixed investment, the aftermath of the COVID-19 pandemic, and severe loadshedding that disrupted project delivery until mid-2025.

Reduced investment

A prolonged period of fixed investment instability resulted in the industry operating in an environment with limited financial backing for many years. In 2024, real fixed investment across the South African economy declined by 3.7 percent (after growing by 3.9 percent in 2023) and construction output contracted by 5.1 percent, the sector’s eighth consecutive annual decline. More recent Construction Industry Development Board (CIDB) data shows gross fixed capital formation in construction fell a further 5.4 percent in 2025.

This reduced infrastructure investment had tangible consequences for the construction sector: when fewer factories, housing developments, mines, and renewable energy projects proceed, contractors face a smaller pipeline of work.

At the same time, the public sector’s construction pipeline also reduced, with significant delays in roads, hospitals, schools, and water and rail infrastructure ultimately restricting the industry’s contributions to national GDP.

In 2026, Infrastructure South Africa reported that fewer than 30 percent of advertised public construction tenders had been awarded, with the remainder either cancelled or not concluded.

Addressing an infrastructure delivery forum in September 2026, Minister of Public Works and Infrastructure, Dean Macpherson, noted that only one in six public infrastructure tenders had been concluded in the past 12 months, stating: “This is simply not good enough.”

COVID-19 pandemic aftermath

During the COVID-19 pandemic, clients across both the public and private sectors held back on their original investment decisions, and 70 percent of industry professionals surveyed reported that construction projects were being cancelled (Musonda & Rakolote, Acta Structilia, 2022). That caution persisted well beyond the pandemic.

The pandemic impacted project economics, with direct consequences on material shortages and price fluctuations, labour disruptions, changes to contractual obligations, delays, and substantial health and safety requirements, all culminating in greatly reduced activity, increased costs, and limited revenues.

Other obstacles

Although SA has now recorded more than 500 consecutive days without loadshedding, years of frequent power disruption left a lasting mark on the sector, resulting in lost working time and complicating project scheduling.

Combined with logistics constraints, cost volatility, and criminal disruption on construction sites, this has placed contractors under sustained pressure.

Site disruption has since become a national priority. Following the Durban Declaration in November 2024 (which brought together the Department of Public Works and Infrastructure, South African Police Service (SAPS), National Treasury, and CIDB, the South African cabinet approved the Integrated Social Facilitation Framework in July 2026 as a binding national policy to prevent disruptions before they occur. Since September 2025, 52 contractors have been blacklisted.

Meanwhile, the failure of several major domestic contractors has reduced local capacity, and international firms have increased their presence in selected markets, intensifying competition for large-scale work.

For contractors that have remained in the market, this has created a clear opportunity. Clients increasingly require partners with proven delivery records, strong local knowledge, and the multidisciplinary capability to manage complex projects across SA.

A MULTIDISCIPLINARY APPROACH

With more than 80 years of delivery across SA’s economic cycles, Stefanutti Stocks understands the challenges the industry has faced and has the multidisciplinary capability to deliver through them.

“I am cautiously optimistic. The country’s water, energy, transport, mining, and digital infrastructure needs are substantial, and there is encouraging activity in private sector investment and public-private collaboration,” opens Russell Crawford, CEO.

Public-private partnerships are gaining traction across the sector, which bring with them significant budget improvements, particularly for transport logistics, water, sanitation, and renewable energy projects such as expanded solar, wind, and power grid capacities.

“Sustainable growth will however depend on converting announced pipelines into bankable, properly procured projects and ensuring fair competition, payment discipline, and accountable delivery,” he says.

The Stefanutti side traces its roots to 1971, when Gino Stefanutti and Ivo Bressan began building bridges and culverts in KwaZulu-Natal.

The group’s heritage also incorporates Stocks & Stocks, whose origins date back to 1945, which later became Stocks Limited.

Stefanutti & Bressan (S&B) listed on the Johannesburg Stock Exchange (JSE) in August 2007 and merged with Stocks Limited in 2008 to form Stefanutti Stocks.

The group therefore draws on more than 80 years of combined construction heritage.

12 DISCIPLINES UNDER ONE ROOF

Today, the group brings together a broad range of 12 specialist construction disciplines to provide world-class services to clients across diverse markets.

These disciplines span building, civils, geotechnical, roads and earthworks, marine, renewable energy, data centres, electrical and instrumentation, mechanical, oil and gas, concrete rehabilitation and repairs, and mining services.

Decades of experience afford the group unique insight into the business challenges faced by the sectors it serves, and this supports its ability to propose innovative, project-specific solutions.

The building discipline offers the full scope of traditional and niche building expertise (airports, hospitals, and data centres) to local and international clients and has pioneered international project development trends in Africa by offering the traditional building market (including industrial, retail, residential, office accommodation, and hotels) alternative procurement options.

Its civils discipline supports major infrastructure and industrial projects, with capabilities spanning water and wastewater treatment works, reservoirs and dams, transport infrastructure, bridges, rail and marine facilities, industrial civils, caisson construction, desalination infrastructure, and precast concrete solutions.

The geotechnical discipline’s complementary services include piling in all soil conditions, design and construction support, lateral support, rock anchoring, shotcrete, void fill, specialist grouting, dolomitic treatment, and sinkhole remediation and repairs.

Stefanutti Stocks is also sub-Saharan Africa’s leading concrete repair and rehabilitation specialist, with the discipline applying proven concrete repair, rehabilitation, and maintenance strategies to keep infrastructure assets performing for their full intended lifespan and beyond.

The roads and earthworks discipline delivers road construction and rehabilitation, bulk earthworks, bulk civil services and infrastructure, large earth dam construction, rail and water infrastructure, pipeline installation, crushing and screening, tailings storage facilities construction, and agricultural land preparation.

The group’s mining services discipline is focused on two principal areas: materials handling and tailings operations. Its services include dump reclamation, screening, blending, placement, slurry disposal, final dump rehabilitation, waste rock dump management, tailings storage facility design, construction and operation, digital monitoring and reporting, and hydraulic mining or reclamation.

Stefanutti Stocks’ extensive mechanical, electrical, and piping (MEP) capability covers control systems, field instrumentation, materials handling systems, mechanical equipment, switchgear and motor control centres, overland and underground pipelines, process plant construction, process piping, structural steel and pipe support fabrication and erection, pipe spool fabrication and installation, tank and tank farm construction, turnarounds, shutdowns, maintenance, and commissioning support.

The group’s electrical and instrumentation service offering supports high-, medium- and low-voltage installations, electrical step-down facilities, control and instrumentation systems, industrial process plants, shutdown and maintenance projects, data centre fit-outs, and renewable energy infrastructure.

Its oil and gas capability further strengthens this multidisciplinary platform, supporting pipe-spool fabrication, bulk tank construction, petrochemical plant work, refinery upgrades, maintenance, and related industrial infrastructure.

Moreover, the group’s renewable energy discipline delivers civil and electrical balance of plant (BoP) services for wind and solar projects, including main transmission substations, independent power producer (IPP) substations, solar photovoltaic (PV) balance of system works, battery energy storage systems (BESS), medium-voltage reticulation networks, and overhead lines.

The data centre discipline provides a one-stop solution for large-scale data centre roll-outs, covering earthworks, civil, structural, and architectural (CSA) works, MEP services, in-house 3D modelling, building information modelling (BIM), and specialist fit-out support. Since 2018, the group has continuously delivered fast-track projects for hyperscale and colocation clients and has to date delivered 70 megawatts (MW) of IT capacity.

The marine discipline has delivered complex port, wharf, and marine infrastructure projects across Africa, supported by its wider civil, geotechnical, roads and earthworks, mechanical, and digital delivery expertise.

EXCELLENCE IN EXECUTION

Stefanutti Stocks’ multidisciplinary expertise has cemented it at the forefront of the construction industry in SA, offering end-to-end capabilities with a transparent delivery model.

From the outset, the group offers clients a range of procurement and delivery options tailored to each project’s requirements, including conventional contracting, turnkey and design-and-build solutions, early contractor engagement, and project management support.

Its multidisciplinary structure allows buildability, sequencing, risk allocation, and cost considerations to be addressed early, with CSA and MEP inputs coordinated through a single delivery platform.

Supported by BIM, 3D modelling, and specialist technical expertise, this approach strengthens design coordination, improves constructability and provides clearer accountability across the project lifecycle, from planning and procurement through to construction, commissioning, and handover.

“Our multidisciplinary model brings the key construction interfaces together under one accountable delivery structure,” says Crawford.

A SINGLE POINT OF ACCOUNTABILITY

Depending on the scope of the project, the group can combine earthworks, geotechnical works, civils, structural, and architectural delivery with mechanical, electrical, and instrumentation services, as well as offering commissioning support and digital modelling.

This substantially reduces client interface risk through a single counterparty model, which means each customer only works with one contracting entity that is accountable for coordinating and delivering the integrated scope.

This model allows risks to be identified earlier, improves constructability and sequencing, and reduces the gaps that often arise between separate contractors, thereby significantly improving the client experience.

Moreover, Stefanutti Stocks’ multidisciplinary model means regional teams remain close to clients and local supply chains where they are most needed, whilst group disciplines, shared systems, and specialist resources can be easily deployed wherever required.

“For the client, the result is clearer accountability, fewer interfaces, and more predictable safety, quality, cost, and programme outcomes,” states Crawford.

Stefanutti Stocks operates across all of SA’s provinces. Beyond its borders, the group’s businesses in Botswana, Eswatini, and Zambia are established local contractors; it has numerous cross-border operations, including in Namibia and Zimbabwe, and the ability to mobilise across selected sub-Saharan African countries.

The group is a Level 1 Broad-Based Black Economic Empowerment (B-BBEE) contributor, and its CIDB Grade 9 rating allows it to tender for projects without restriction on size.

SOLUTIONS THAT ENRICH PEOPLE’S LIVES

Stefanutti Stocks is guided by a clear vision: to re-engineer the built environment.

This is underpinned by its mission of being a multidisciplinary construction group delivering exceptional engineering solutions that enrich people’s lives.

“We give practical meaning to this by delivering infrastructure that supports economic activity and communities across water and sanitation, energy, transport, mining, industrial facilities, public buildings, and digital infrastructure,” explains Crawford.

The group works hard to combine technical excellence with local employment, skills and enterprise development, responsible procurement, and environmental stewardship.

“Our success is measured not only by the completion of a structure, but also by its safe delivery, lasting capability, and the fact we leave clients and communities with infrastructure that performs as intended,” he shares.

This ethos is further supported by the group’s long-standing operating philosophy – the Stefanutti Stocks Way.

This central pillar has guided the business since its inception, ultimately always putting stakeholders first.

“It brings together an owner’s mindset and frontline obsession, client-centric and solutions-driven relationships, flawless execution, and energised and engaged employees,” Crawford details.

“Putting stakeholders at the centre does not mean compromising execution; it improves it.”

The Stefanutti Stocks Way additionally helps to foster early alignment with clients, employees, suppliers, and communities, resulting in shared expectations, faster decision-making, and stronger accountability.

Internally, leaders support their teams through professional development, recognition, and a visible presence on site. With clients, meticulous pre-planning, transparent communication, and a solution-based culture protect safety, quality, programme, and commercial outcomes.

This set of values helps maintain client relationships and cements the group’s industry-leading position.

“I believe long-term relationships are earned through consistent delivery. Our values require us to understand each client’s objectives, raise risks early, propose practical solutions, and honour our commitments,” says Crawford.

A combination of technical depth, local experience, disciplined execution, and transparent engagement has helped Stefanutti Stocks build repeat business and maintain its standing as one of SA’s prominent listed construction and engineering groups.

REGIONAL RESPONSIVENESS

In a market shaped by logistics constraints and cost volatility, procurement is a delivery discipline in its own right.

Stefanutti Stocks organises its procurement regionally, with four principal teams supporting its Inland, Coastal, Western Cape, and Africa operations within a common group governance framework.

This keeps decisions close to projects, suppliers, and site requirements, whilst allowing the group to coordinate strategic sourcing where its scale creates value.

“Standard controls cover approved specifications, delegated authority, safety and environmental requirements, quality, cost, delivery, ethical conduct, and preferential procurement,” Crawford tells us.

Supplier relationships are managed through Stefanutti Stocks’ vendor management system (VMS), a central database of supplier information, compliance records, and B-BBEE certification that integrates with the group’s accounting systems.

The VMS allows Stefanutti Stocks to identify expired documentation, manage supplier risk, and track procurement spend and B-BBEE performance down to site level, supporting both the group’s transformation objectives and client-specific compliance requirements.

The result is a procurement model that secures the right goods and services at the right time, without compromising governance or transformation goals.

INNOVATING PROJECT DELIVERY

As the construction industry evolves alongside SA’s economy, digital innovation, artificial intelligence (AI), and the rapid growth of data centre development are reshaping how projects are planned and delivered.

At Stefanutti Stocks, digitalisation is a core part of business transformation rather than a standalone technology initiative. BIM is embedded in the group’s project processes, creating a trusted single source of project information that supports clash detection, improves constructability, and enables 3D and 4D planning.

“We are progressing towards ISO 19650-aligned information management and expanding our use of digital surveying, drone mapping, common data environments, automated workflows, project dashboards, and digital assurance,” highlights Crawford.

AI is being introduced in a governed and practical manner to automate routine tasks, improve reporting, identify trends, and support faster decision-making. These capabilities are underpinned by the group’s ISO 27001-certified information security management system, which provides a structured framework for protecting information, managing cyber and data risks, and supporting secure digital collaboration.

“Our objective is not to replace engineering judgement, but to equip our people with better information, reduce rework and manual effort, strengthen controls, and improve the predictability and efficiency of project delivery,” he says.

THE FOREFRONT OF DATA CENTRE CONSTRUCTION

Data centres underpin SA’s cloud services, digital commerce, and growing data-driven economy, and Stefanutti Stocks has established itself as a mission-critical contractor in this market, delivering fast-track data centre developments and associated infrastructure for hyperscale and colocation clients.

The group offers a one-stop, end-to-end service that brings together earthworks, piling and geotechnical works, CSA works, MEP services, in-house 3D modelling, and quantity surveying.

This provides clients with a single point of accountability from breaking ground through to Level 3 commissioning and integrated systems testing, removing interface risk from the client’s domain.

The group’s in-house modellers use 3D modelling and BIM platforms to coordinate on-site and deliver an as-built digital model on completion. Specialist partners for heating, ventilation, and air conditioning (HVAC), cabling, fire protection, security, and racking are integrated into a single delivery structure, reducing interfaces and supporting safe, timely, and high-quality delivery in technically demanding environments.

“Data centres demand higher standards of coordination, energy resilience, information management, and delivery certainty. Given our multidisciplinary capability, digital expertise and experience in this market, Stefanutti Stocks is well-placed to deliver on these requirements,” Crawford acclaims.

AVENUES FOR GROWTH

Mining

The mining industry also remains a major growth market for Stefanutti Stocks.

“Our diversified offering enables us to support both new mine developments and stay-in-business requirements with one accountable multidisciplinary team,” explores Crawford.

The group’s current mining construction portfolio includes work associated with the expansion of the USD$2 billion Lumwana copper mine in Zambia. The wider expansion aims to double the mine’s copper-processing capacity, whilst Stefanutti Stocks’ awarded scopes include camp infrastructure, bulk earthworks, and civil works for the dry plant, stockpile, and reclamation areas.

“The project demonstrates our ability to mobilise multidisciplinary teams and specialist resources at scale across our established African footprint,” says Crawford.

Elsewhere, Stefanutti Stocks is constructing DRDGOLD’s regional tailings storage facility (TSF) for the Far West Gold Recoveries (FWGR) project near Fochville in SA.

Set to span approximately 1,000 hectares, the facility is designed to store up to 800 million tonnes (t) of mine tailings upon completion.

“The FWGR TSF is widely recognised as one of the largest lined tailings depositories of its kind in the Southern Hemisphere and is frequently cited as one of the largest plastic-lined tailings facilities in the world,” Crawford notes.

The Blinkwater 2 TSF is a key infrastructure expansion project taking place at the Mogalakwena platinum mine in the Limpopo province. It involves a major tailings expansion to sustain the mine’s capacity as the nearby Blinkwater 1 facility reaches its closure window in 2028.

On top of this, the Mareesburg TSF is a multi-phase deposition facility in Mpumalanga, which serves the concentrator plant of the Mototolo platinum mine owned by Valterra. Currently in Phase 5, Stefanutti Stocks’ participation in the project has so far included roads and earthworks, civils, and geotechnical services.

The mining sector portfolio is supported by repeat tailings management work for established mining clients.

Energy, Water, and Marine

Renewable energy and water infrastructure address two of Southern Africa’s most pressing needs, and both draw on capabilities that already exist across Stefanutti Stocks’ disciplines.

The group’s renewable energy discipline self-executes all civil works and the majority of electrical BoP works for wind and solar farms, high-voltage substations, and BESS, including substation construction, underground cable networks, and overhead lines.

“Our team’s collective experience spans more than four gigawatts (GW) of generation capacity,” Crawford says.

For water and wastewater projects, the group combines civil, structural, mechanical, electrical, and process capabilities, including specialist water clarification and sludge handling solutions.

“The renewable and wastewater markets address two of Southern Africa’s most pressing needs: energy security and water security. For Stefanutti Stocks, these two areas allow us to diversify our order book whilst using skills and resources that already exist across the group; for the industry, they represent a shift towards infrastructure that is more integrated, sustainable, and performance-driven,” he explains.

At Seriti Green’s Ummbila Emoyeni Wind Energy Cluster in Mpumalanga, planned as SA’s largest hybrid renewable energy cluster at more than 900 MW, Stefanutti Stocks has delivered multidisciplinary BoP works across three phases totalling 465 MW.

“The first phase has been completed and commissioned, whilst the other two are currently under construction,” Crawford confirms.

In the Western Cape, the group is delivering Phase 2 of the Paarl Wastewater Treatment Works (WWTW), which combines complex water infrastructure with a centralised sludge handling facility and the potential for future biogas-based electricity generation.

In KuGompo City (formerly East London), Stefanutti Stocks is using BIM-supported construction to restore the historic Latimer’s Landing quay in a constrained marine environment.

“Together, these projects demonstrate our ability to deliver technically complex infrastructure across energy, water and marine markets whilst creating enduring economic and community value,” he says.

BUILDING BEYOND THE SITE

For Stefanutti Stocks, investing in people and communities is central to how the group operates.

Its corporate social investment (CSI) and socioeconomic development activities focus on education, skills development, community upliftment, and local economic participation, often in the communities surrounding its construction sites.

Eye health in schools is a long-standing focus. Through its partnership with the Vision 4 Change charity and its own Framing the Future programme, the group funds eye screening and prescription spectacles for primary school learners whose poor eyesight is a barrier to learning.

“Since its inception, the initiative has screened approximately 10,000 learners and provided almost 600 pairs of prescription spectacles, enabling those affected to participate more and act confidently in the classroom,” shares Crawford.

The group also supports educational facilities, community-based training, local contractor development, and initiatives that assist vulnerable children and families, contributing time, skills, and materials.

“Infrastructure is ultimately about people: those who build it, those who benefit from it, and the communities whose long-term prospects are improved by it,” he reflects.

In August 2024, Stefanutti Stocks handed over a fully equipped physical and life sciences laboratory at St David’s Marist Inanda’s Alexandra Campus, converting an unused classroom into a facility intended to inspire learners towards careers in science and engineering.

In the Western Cape, the group’s long-standing partnership with The Umtshayelo Foundation’s Komani social enterprise (meaning ‘queen’ in isiXhosa) addresses period poverty, a common reason young women miss school.

Komani provides reusable, hygienic, and environmentally friendly menstrual packs, together with education on period health. At Ihlumelo Secondary School in Paarl, nominated by the group’s client Drakenstein Municipality, Stefanutti Stocks sponsored almost 1,000 Komani packs, one for every female learner at the school.

ENERGISED AND ENGAGED EMPLOYEES

Alongside its CSI, the development of the group’s people is of equal importance.

“At Stefanutti Stocks, our employees are our greatest investment; they are our colleagues, our family, and our differentiator. Without their commitment, resilience, and dedication, we would not have successfully navigated our recent restructuring plan,” Crawford says.

An engaged and energised workforce is one of the group’s strategic drivers, and its most recent employee engagement survey achieved a score of 90 percent.

“We are also proud of the role we play in social transformation, with 92 percent of South African employees deemed previously disadvantaged individuals,” he proudly states.

In the past financial year, the group invested approximately ZAR13 million in skills development and supported 271 bursaries, learnerships, and apprenticeships.

Its accredited Stefanutti Stocks Academy offers 134 courses, including 32 specialist earthmoving equipment mechanic apprenticeship modules, delivering industry-relevant curricula, site-specific skills, and operational training that maintain performance standards across the group’s disciplines.

A comprehensive employee wellness programme supports health and well-being at work and at home, offering telephone and face-to-face counselling, trauma counselling, and financial and legal advice. This is complemented by benefits including medical aid, retirement funding, children’s educational cover, and funeral cover.

SAFETY, QUALITY, AND ENVIRONMENT

Safety remains central to how Stefanutti Stocks operates, guided by its commitment to zero harm.

In FY26, the group recorded zero fatalities, a lost-time injury (LTI) frequency rate of 0.06 against a benchmark of 0.10, and 31.6 million LTI-free hours.

“These numbers were achieved through a shared culture of accountability, vigilance and continuous improvement, supported by visible leadership and planning,” says Crawford.

The group’s safety, health, environment, and quality (SHEQ) management system is certified to ISO 9001:2015 (quality), ISO 45001:2018 (occupational health and safety), and ISO 14001:2015 (environmental management), and applied across all operations to manage the risks inherent in construction and continuously improve standards.

Stefanutti Stocks’ board and senior management apply the principles of the King IV Code on corporate governance: an ethical culture, strong performance, effective control, and legitimacy. A flat management structure and hands-on leadership style enable the group to respond quickly to opportunities and challenges, both on-site and with clients.

Visible felt leadership is central to the group’s culture, with senior leaders engaging regularly with construction teams on-site.

“In construction, leadership must be visible. You need to spend time on sites, understand the detail, recognise good performance, and intervene early when safety, quality, programme, or commercial outcomes are at risk,” Crawford says.

“Ultimately, leadership is about aligning people behind a common objective and giving them the clarity, support, and confidence to execute.”

SUSTAINABLE, PROFITABLE GROWTH

Over the next 12 months, Crawford has a clear set of priorities. Top of the list is executing Stefanutti Stocks’ existing order book safely and efficiently whilst protecting quality, strengthening cash conversion, and maintaining disciplined risk management.

“I will continue to support selective investment in our people, plant, and digital capabilities, including BIM and the practical use of data and AI,” Crawford sets out.

The group’s growth focus will remain on sectors where it has proven expertise and can add meaningful value, including water and wastewater, renewable energy, data centres, mining infrastructure, marine works, roads, and rail, together with the continued development of design-and-build solutions.

Alongside this, Stefanutti Stocks aims to deepen its established presence across Southern Africa, evaluating new opportunities selectively based on client demand, appropriate risk allocation, and sustainable returns.

“We are not pursuing turnover or growth for its own sake. Our focus is on securing profitable projects where our experience, multidisciplinary capability, and solutions-driven approach give us a clear competitive advantage.

“The objective is sustainable, profitable growth underpinned by disciplined project selection and execution,” concludes Crawford.

STEFANUTTI STOCKS PARTNERS

The post Stefanutti Stocks : Re-Engineering Africa’s Built Environment appeared first on Africa Outlook Magazine.

SUPPORTING GHANA’S MINING FUTURE

Beneath Africa’s sweeping landscapes lies extraordinary geological wealth, including some of the world’s largest and most productive gold deposits.

Across the continent, large-scale mining operations produce substantial volumes of gold each year, making Africa an important contributor to the global gold supply.

On the continent’s western coast, Ghana is Africa’s largest gold producer. Its mineral-rich terrain supports both underground and open-pit mining operations, and in 2025, Ghana ranked as the sixth-largest gold-producing country globally.

Yet, gold’s importance to Ghana extends far beyond its economic contribution.

Woven into the country’s cultural identity, particularly that of the Ashanti people, gold has symbolised wealth, status, and prosperity for centuries. This enduring connection reflects the important role gold has played throughout Ghana’s history and its continued significance to the country today.

Indeed, Ghana’s position amongst the world’s largest gold-producing countries reflects a rich mining history spanning centuries, including the longstanding knowledge, craftsmanship, and cultural traditions of the Ashanti people.

Beyond its mineral riches, Africa’s gold mining industry makes an important economic contribution, creating employment, attracting investment, supporting infrastructure development, and contributing to local communities, whilst strengthening the continent’s role in the global gold market.

Today, Ghana’s gold mining industry operates at multiple scales, from large commercial mines to smaller artisanal operations.

Collectively, the sector supports employment, investment, infrastructure development, and local economic activity, reinforcing gold’s long-standing importance to the country’s development.

Within this established mining industry, Galiano Gold operates its flagship asset, the Asanko Gold Mine (AGM). Located within the Asankrangwa Gold Belt in Ghana’s Kumasi Basin, the AGM hosts a number of orogenic gold deposits.

Stretching approximately 200 kilometres (km) long and 20 km wide, the belt itself hosts numerous significant gold deposits and occurrences, highlighting both its established mineral wealth and considerable exploration potential.

Within this comparatively underexplored region of Central Ghana, the AGM encompasses an extensive land package, covering approximately 476 square km. Through its established operations and ongoing investment in exploration and development, Galiano Gold continues to contribute to Ghana’s well-established gold mining industry.

The AGM is a multi-deposit complex comprising several deposits, including Abore, Esaase, Nkran, and Miradani North, along with a number of satellite deposits. The operation is supported by a central processing plant with an annual capacity of 5.8 million tonnes.

Since entering commercial production in 2016, the AGM has produced approximately two million ounces (oz) of gold.

“Today, Galiano Gold’s principal mining areas are Abore, Esaase, and Nkran, and we process ore through our centrally located processing facility,” introduces Michael Cardinaels, COO of Galiano Gold.

“From an operational perspective, one of the strengths of the AGM is the infrastructure and team we already have in place. We have a very experienced workforce that is almost entirely Ghanaian, with a lot of knowledge of the operation built up over many years,” he continues.

In terms of technology, Galiano Gold takes a practical approach, focusing on where technology can improve safety, productivity, equipment management, and the reliability and performance of the processing plant. For example, three radars are used to actively scan pit walls to monitor geotechnical stability.

“For me, the focus is on ensuring we operate the AGM safely and efficiently, deliver the mine plan, and continue improving the operation as we prepare for the next phase of mining,” explains Cardinaels.

GHANA’S GOLD MINING LEGACY

In 2025, Ghana ranked as the world’s sixth-largest gold-producing country and the largest in Africa, reflecting its long-established gold mining industry.

For more than a decade, the AGM has contributed to this established industry, generating employment, developing local skills, creating commercial opportunities, and supporting economic activity in Ghana.

The AGM is now entering its next phase of development. In the near term, production is expected to benefit as mining progresses to the lower elevations of the Abore pit, where higher-grade ore is anticipated. At the same time, Galiano continues to invest across the operation to support its longer-term production profile.

The mine’s impact, however, extends far beyond the gold recovered from the ground. With Ghanaian nationals comprising 99.9 percent of its workforce, the AGM has built a highly experienced local team with strong operational and technical capabilities.

In 2025, more than 3,500 people worked across the AGM and its business partner network, bringing the experience and capability needed to keep the operation running safely and efficiently each day.

“I believe that one of the important things about the AGM is what has been built around the mine over that time. We have an established processing plant and infrastructure, an experienced Ghanaian operating team, and long-standing relationships with the business partners and suppliers that support the operation,” Cardinaels tells us.

Alongside employment and commercial activity, the AGM makes a direct financial contribution to Ghana through taxes, royalties, and other statutory payments, extending the economic contribution of the operation beyond employment and local procurement.

“Since 2016, the mine has contributed hundreds of millions of dollars to the Government of Ghana through these payments, and we expect that support to continue to grow as the operation develops,” says Cardinaels.

The AGM also supports an extensive network of Ghanaian companies that supply the materials, equipment, expertise, and services required to operate a large-scale mine. This local supply chain creates opportunities for Ghanaian businesses whilst strengthening domestic mining capabilities.

“When I think about the AGM’s significance within Ghana, it is not just the gold we produce; it is also the operating capability, employment, skills, and local supply chain that have developed around the mine over many years,” notes Cardinaels.

The AGM’s contribution also extends across the 35 communities surrounding the mine. Through sustained engagement and investment, the AGM supports initiatives spanning education, healthcare, water and sanitation, infrastructure, skills development, and livelihood support.

Together, these programmes are designed to build local capacity and create lasting opportunities that extend beyond the life of the operation.

“For us, community investment is part of the broader relationship we have built with our partner communities and reflects the role the AGM plays beyond the operation itself,” he emphasises.

RESPONSIBLE MINING, RESILIENT COMMUNITIES

For Galiano Gold, responsible mining means balancing operational performance with careful environmental stewardship and meaningful community development.

At the AGM, sustainability is integrated throughout the operation, informing decisions from mine planning and mining operations to mineral processing, land rehabilitation, and eventual closure.

Environmental management forms an integral part of the mine’s daily activities, providing a structured approach to managing environmental impacts and supporting compliance with applicable regulatory requirements.

“We have an Environmental Management System covering our operations at the AGM, which provides the framework for managing areas such as water, waste, tailings, rehabilitation, and other environmental risks,” Cardinaels says.

“Operationally, the key is building environmental considerations into mine planning and day-to-day decision-making. Whether we are mining, processing, managing water or tailings, or rehabilitating disturbed areas, those requirements have to be considered alongside safety and operating performance.”

Galiano Gold uses defined environmental targets and ongoing performance monitoring to identify potential issues and continually strengthen its practices. In addition, the company is progressing towards ISO 14001 certification for its Environmental Management System.

This approach extends beyond the boundaries of the mine. Galiano Gold works closely with its environmental specialists, regulatory authorities, and neighbouring communities to understand and manage the environmental impacts associated with its activities.

“We work closely with our environmental team and the Ghana Environmental Protection Authority (EPA), as well as our host communities, particularly on areas such as water management, rehabilitation, and other activities that can have an impact beyond the mine site.

“For me, responsible mining means making environmental management part of the operation rather than treating it as a separate activity. It needs to be considered from the way we plan and operate the mine today through to rehabilitation and ultimately closure,” Cardinaels observes.

However, Galiano Gold’s sustainability approach is not limited to environmental stewardship. The company also recognises its responsibility to support the people and communities surrounding the AGM, with a focus on creating opportunities that can extend beyond the life of the mine.

Central to this commitment is developing Ghanaian talent. By prioritising local employment, practical training, and long-term career development, the company is building a skilled workforce that can support both the AGM and Ghana’s wider mining industry.

As one of the area’s major employers, the AGM also provides pathways for people to develop their skills and progress into increasingly skilled roles across the operation.

“Having local capability is very important because we need people with the skills and experience to operate and maintain the mine, and we also need to keep developing the next generation of people who can move into more skilled roles over time.

“That is why we put a lot of emphasis on training and development. We have graduate training, apprenticeship, and vocational programmes, and we work with our business partners to give young people from our host communities practical experience in the industry. Since 2016, around 700 people have participated in our vocational training programmes,” details Cardinaels.

Galiano Gold’s relationship with its host communities extends far beyond employment. Regular engagement enables the company to better understand local priorities and direct its investment towards initiatives that respond to identified community needs.

Its Five-Year Socio-Economic Development Plan encompasses 35 communities and supports projects across education, skills development, agriculture, healthcare, water and sanitation, and local enterprise.

By investing across these interconnected areas, the plan is intended to build local capacity, support more diverse livelihoods, and expand economic opportunities beyond those directly associated with the mine.

“We currently support 31 STEM tertiary scholarships and continue to invest in community infrastructure and livelihood programmes,” says Cardinaels.

“The connection between the operation and communities around us is very important. We want local people to have the skills and opportunities to participate in the mine, whether directly with the AGM, through our business partners, or via other organisations that support the operation. At the same time, we want to support opportunities and livelihoods that don’t depend solely on mining.”

FORGED FROM EXPERIENCE

Cardinaels’ leadership at Galiano Gold is grounded in a career spent close to the operational realities of mining.

From working underground in Australia to managing complex African operations, each stage of his journey has deepened his technical knowledge, broadened his operational experience, and shaped his practical, people-focused approach to leadership.

Cardinaels’ path into the industry began at The University of Queensland, where he completed a Bachelor of Engineering in Mining. During his first year, he initially considered pursuing chemical, mechanical, or materials engineering, but an introduction to mining showed him a discipline that combines technical problem-solving with tangible, real-world outcomes.

“Once I learnt about mining, I knew that was the path for me. It is a very tangible industry – you can see the direct link between technical decisions and what happens in the field. I was drawn by the challenge of solving complex operational problems in real environments.

“I began at the operational end of the industry in underground gold mining in Queensland, working as an operator. That early experience was important because it gave me a practical appreciation for safety, production discipline, teamwork, and the realities of running a mine day to day, which can be very different from what you learn at university,” recalls Cardinaels.

Working underground gave Cardinaels an immediate understanding of the physical demands, operational pressures, and teamwork required to run a mine safely. Rather than observing operations solely through plans and calculations, he experienced firsthand how decisions made by engineers and managers affect the people carrying them out in the field.

Over the following decade, Cardinaels progressed through technical services, mine planning, contractor, and owner-operator roles across Australia, primarily within the open-cut coal sector. This varied experience enabled him to develop a broad understanding of the mining lifecycle, from planning and budgeting to operational execution and continuous improvement.

In 2011, Cardinaels’ career took him to Africa, marking a new chapter in his professional journey. Working across a range of operating environments exposed him to different cultures, operating conditions, and leadership challenges, broadening his perspective on what is required to build capable teams and deliver consistent results.

“It brought a whole new set of challenges and gave me the opportunity to grow as an engineer, leader, and person. I spent over five years at a copper mine in the Democratic Republic of the Congo (DR Congo). After that, I took that hard-earned experience and knowledge and went to Côte d’Ivoire to further my career and knowledge with another new experience of starting up a greenfield gold operation, where I later served as the general manager.”

Cardinaels’ time in the DR Congo strengthened his ability to navigate complex operational environments, whilst the greenfield development in Côte d’Ivoire presented the distinct challenge of helping develop a new gold mine from the ground up.

Together, these experiences required technical expertise, adaptability, cultural awareness, and the ability to bring teams together around shared operational objectives.

One of the most demanding periods of Cardinaels’ career came during the COVID-19 pandemic when international travel restrictions meant he remained at the mine site for five months. Far from home, he and the leadership team faced the dual responsibility of protecting the workforce and maintaining a safe, reliable operation.

“It was an uncertain time for everyone – people worried about their families, travel restrictions changed constantly, and we had to keep the operation running whilst protecting our workforce. It was a totally new challenge, with problems to solve that I had never faced before.

“As a leadership team, we focused heavily on communication, calm decision-making, and maintaining morale. We put practical controls in place, kept people informed, and made sure the team felt supported. Despite the uncertainty, the site not only continued operating safely, but we thrived, and by maintaining strong morale we went on to break records in both safety and production,” he recalls.

The experience reinforced the importance of leadership when established routines are disrupted and teams are required to adapt to rapidly changing circumstances. In that environment, clear communication, visible support, and consistent decision-making became as important as technical knowledge, helping the workforce navigate uncertainty whilst continuing to operate safely and effectively.

“I learnt that a lot of what made us successful during that time and the problems we solved really had nothing to do with mining. The fundamental core of engineering is problem-solving, and that never changes no matter what role you are in, even as you progress through your career and tend to get further from your original discipline, but you never stop learning,” outlines Cardinaels.

Forged through underground operations, open-cut mines, greenfield development, and periods of unprecedented disruption, Cardinaels’ leadership philosophy is rooted in experience. Each challenge has reinforced the importance of building capable teams, investing in people, setting clear expectations, and remaining composed when conditions change.

Today, those lessons guide his approach at Galiano Gold, where safety, operational discipline, continuous improvement, and collective responsibility remain central to delivering consistent results.

DIGGING DEEPER, AIMING HIGHER

Galiano Gold is laying the foundations for its next phase of growth, combining the continued development of the AGM with a disciplined approach to longer-term growth opportunities.

Across its Ghanaian portfolio, the company is advancing several deposits focused on accessing higher-grade ore, extending the AGM’s productive life and making effective use of its established processing infrastructure. Central to these plans is Nkran Cut 3.

“We are advancing the pre-stripping to open up the next phase of the Nkran orebody. It is a significant mining programme – effectively three years of pre-stripping – and the work we are doing now is critical to accessing the higher-grade ore and supporting the future mine plan,” Cardinaels reports.

The programme will progressively remove the substantial volume of material overlying the orebody, providing access to higher-grade ore expected to become an increasingly important part of the AGM’s production profile. Its scale requires disciplined planning, dependable equipment and close coordination across the mine’s operational teams.

Beyond the next stage of open-pit mining, Nkran also has longer-term underground potential. Alongside Nkran Cut 3, Galiano Gold is advancing opportunities at Esaase and Abore.

“At Esaase, the expanded drilling programme is focused on resource conversion and increasing the open-pit mineral reserve, which could provide additional ore for future mine plans. Elsewhere, we are evaluating the mineralisation below the existing open pit at Abore and the potential for underground development, including planning and permitting for an exploration adit.”

Together, these deposits could provide additional ore sources, increase flexibility within the mine plan and support the AGM’s longer-term production profile.

One of the AGM’s principal advantages is its established operational platform. The centrally located processing plant can receive ore from multiple deposits and was enhanced by the addition of a secondary crushing circuit in late 2025.

“We already have the processing plant and much of the infrastructure in place, so the opportunity is to develop additional sources of ore, sequence them effectively through the mine plan, and make the best use of the infrastructure we already have.”

Realising this potential will require disciplined execution whilst maintaining reliable day-to-day production.

“We need to continue delivering from our existing mining areas and maintain reliable performance through the processing plant. That means staying disciplined around mine planning and sequencing, equipment availability, maintenance and plant performance, and working closely with our teams and business partners to keep the operation running consistently.”

Safety remains fundamental throughout this work. Cardinaels’ immediate priorities are to execute the mine plan, advance Nkran Cut 3, maintain reliable mining and processing performance, and continue advancing opportunities at Esaase and Abore for potential inclusion in future mine plans.

Underpinning every stage of this work are the people who translate the mine plan into safe and reliable operations. The AGM has operated for more than a decade, during which time Galiano Gold has assembled a highly experienced Ghanaian workforce and built long-standing relationships with the contractors, suppliers, and communities surrounding the mine.

“Mining is very much a team effort. Every day, people across mining, processing, maintenance, technical services, and many other areas work together to keep the operation running safely and reliably. Our business partners are an important part of that as well.

“We have a lot of work ahead of us as we move into the next phase of the AGM, but we also have a strong operating foundation from which to build. From my perspective, the focus is on continuing to develop our people, improving how we operate, and making sure we execute well on the opportunities in front of us,” Cardinaels concludes.

GALIANO GOLD PARTNERS

The post Galiano Gold : Supporting Ghana’s Mining Future appeared first on Africa Outlook Magazine.

WORLD-CLASS MINING SERVICES ON AFRICAN SOIL

“We were founded in 1993 on a simple but, at the time, radical conviction: that Ghanaians could build and run world-class mining services on African soil.”

This powerful determination, as voiced by Kofi Peter Amponsah-Mensah, Chief Opportunities Executive at Pamicor Limited (Pamicor), demonstrates the admirable and steadfast foundation on which the company was built – a determination which still rings true today.

Pamicor is a wholly Ghanaian-owned company, fully compliant with Ghana’s local content regulations (L.I. 2431). It is headquartered in Accra, with operations in Ghana and Burkina Faso and a project track record that also extends to Guinea.

It began as a pioneer in civil and construction works and has since evolved into a leading Indigenous partner for complex underground mining services. Some of the company’s clients and partners include AngloGold Ashanti, Asante Gold, Endeavour Mining, Underground Mining Alliance, and Master Drilling.

“Our portfolio covers contract mining, raise boring and shaft sinking, production and exploration drilling, geotechnical and hydrogeological investigations, tailings storage facility (TSF) construction and management, water treatment, mining equipment leasing, and labour management,” expands Amponsah-Mensah.

The mining industry is currently going through one of the most exciting periods Amponsah-Mensah has ever seen in his career – particularly for indigenous operators in Ghana and West Africa.

Commodity fundamentals, especially for gold, have given mine owners the confidence to invest in development and expansion, and much of that growth is going underground. At the same time, the policy environment has shifted decisively.

“Ghana’s local content regulations and the Minerals Commission’s push for greater Indigenous participation across the value chain mean the question is no longer whether Ghanaians will run mining services, but how well they will run them,” Amponsah-Mensah states.

“The challenge is capacity – skills, equipment, capital, and safety systems – and that is where companies like Pamicor must step up. The opportunity is real, but only for those who prepared for it early.”

PROVIDING COMPLEX SERVICES

Amponsah-Mensah first began his career at the very bottom – at the production face, as a production hand – which fundamentally shaped everything he has experienced since.

“I worked my way up through technical operations and management. Along the way, I served as Group Manager for New Business Development and Strategic Planning, where I worked on mergers and acquisitions, and ultimately as General Manager of the Bibiani mine,” he informs.

Alongside founding and leading Pamicor, Amponsah-Mensah is Director of Nsoromma Resources, a Fellow of the West African Institute of Mining, Metallurgy, and Petroleum, and sits on the advisory board of the Accra Mining Network. Additionally, he has previously chaired the management board of CSIR-Water Research Institute and was Director of Asanko Gold.

“Over three decades, I have served on boards in mining, education, banking, and research – but I have never lost the perspective of the person at the face,” he cements.

Now, at Pamicor, Amponsah-Mensah uses his vast expertise to assist the company in developing its four main focus areas, namely contract mining, drilling, tailings, and water processing.

Specifically, contract mining is the company’s primary service, where it manages the full mining cycle for clients. In January 2026, it commenced an underground development mining contract with Asante Gold at Bibiani and took on full development mining of an underground decline for another partner mine.

“For drilling, we deliver underground development and long hole production drilling, as well as surface reverse circulation, diamond, and blast hole drilling. Through our strategic joint venture (JV) with Master Drilling, we offer turnkey raise boring and shaft sinking, combining a world-class fleet with full local-content compliance,” Amponsah-Mensah explains.

Additionally, Pamicor’s tailings service comprises constructing and maintaining compliant TSFs, with its Burkina Faso operation having recently handed over a reinforced-concrete TSF diversion channel at Endeavour Mining’s Houndé gold mine.

Furthermore, the company recognises that water management is central to responsible mining. Therefore, it operates a mine-site water treatment plant at AngloGold Ashanti’s Obuasi mine, supported by its specialist technology partner PROXA.

LEADING WITH INTENT

For Pamicor, what differentiates the company is its discipline and foresight.

“Discipline, because in mining, time is money and our clients cannot afford to wait. When a client needs us, we move on schedule safely and with speed,” Amponsah-Mensah emphasises.

“On a recent drilling contract, the clients asked for immediate mobilisation, and we had the rig and crew on-site before the definitive contract was even signed – and exceeded the meterage plan in the first days of operation.”

Foresight means preparing for where the industry is headed, not where it has been. Long before local content became a directive, the company was building the Indigenous capability it now demands. Pamicor formed its JV with Master Drilling to bring raise boring and shaft sinking technology into Ghanaian hands. Additionally, the company partnered with Sandvik to train its technicians.

Ultimately, foresight allows Pamicor to be ready; speed lets it deliver.

“Together, with 33 years of mining industry experience and a deep understanding of West African ground conditions, our discipline and foresight give us the focus and attention to detail planning to deliver safely; this is what sets Pamicor apart,” prides Amponsah-Mensah.

Further cementing the company’s steadfast reputation are several milestones it has recently accomplished.

Specifically, it commenced an underground development mining project with Asante Gold at Bibiani – a landmark contract for an Indigenous operator. The company also expanded its drilling footprint with a production drilling contract at a partner mine, showcasing its latest fleet acquisitions and geotechnical capabilities at the Minerals Commission’s Local Content Summit.

Additionally, Pamicor is actively building an ultra-modern rock testing laboratory in Kumasi.

“When complete, it will be the only ISO-certified laboratory of its kind in Ghana and one of only a few in West Africa. Today, many mines send rock samples abroad for testing, which adds costs and delays to mine design and ground support decisions. The Kumasi laboratory will put that capability on Ghanaian soil, giving mine owners faster, internationally credible results to support safer, better-engineered operations,” Amponsah-Mensah states.

SURPASSING EXPECTATIONS

To meet the sector’s evolving challenges whilst consistently surpassing client expectations, Pamicor prioritises its team’s skill sets.

Its technician training programme with Sandvik has developed a cadre of original equipment manufacturer (OEM)-trained Ghanaian technicians, and the company continuously invests in learning so its people can operate and maintain modern equipment safely. Equally, Pamicor looks beyond its own walls – having invited the Mining Engineering Department of the University of Mines and Technology to collaborate on innovation and help close the gap between academia and industry.

This year, Amponsah-Mensah was honoured with the opportunity to chair the AusIMM Tarkwa Student Chapter’s annual conference on building the workforce of the future.

“Mindset is also crucial. I want every person at Pamicor to own the outcome – the ‘NET’ mindset of No Excuses and Tomorrow. We give supervisors and crews the authority to solve problems at the face and hold everyone accountable for safety first,” he expands.

“Finally, there is care. Fair labour practices, respect, and recognition keep people motivated; when our people feel valued and capable, surpassing client expectations becomes the natural result.”

Pamicor’s values are exemplified through its commitment to the communities where it works. It runs corporate social responsibility (CSR) programmes in both Ghana and Burkina Faso, with two clear priorities: access to safe water and education. Clean water transforms health and daily life in host communities, and education provides the next generation the opportunity to build careers – including in mining.

The company’s support has ranged from water provision to refurbishing school facilities and providing a school canteen for young children.

“Mining must leave communities better than it found them,” Amponsah-Mensah closes emphatically.

“I would also like to thank our clients and partners – Asante Gold, AngloGold Ashanti, Endeavour Mining, Master Drilling, Sandvik, and Underground Mining Alliance – and above all, our people, who have carried Pamicor for 33 years.”

The post Pamicor Limited : World-Class Mining Services on African Soil appeared first on Africa Outlook Magazine.

BETTER WAYS TO BUILD

Over the last decade, Raubex Building has meticulously pieced together a reputation as one of the leading construction companies in South Africa (SA).

The scope of its commercial work includes both public and private projects as well as partnership initiatives between government and the private sector.

Raubex Building is an integral part of the Raubex Group, one of SA’s leading infrastructure development and construction materials supply groups.

The Raubex Group was established in 1974 and boasts 50 years of experience across the construction industry.

It now operates successfully in countries across Southern Africa and consists of five divisions – Materials Handling and Mining, Construction and Materials, Roads and Earthworks, Australia, and Infrastructure, which Raubex Building forms part of.

“Today, in the construction industry, there are a lot of opportunities, but it often feels as though nobody is making money. Developers, contractors, and professional teams are all under pressure.

“Therefore, I think a reset is needed in the SA market in terms of how projects are procured and executed,” introduces Barend Badenhorst, Managing Director of Raubex Building, who we last spoke to in December 2024.

Keen to address this, the company is now spearheading a reset and leading the way for a new continuum of innovative construction methods for the nation.

Meanwhile, the company has diversified further with Raubex Building Cape, a subdivision that carries the Raubex Group’s lineage into the Western Cape with a dedicated local company, under the expert leadership of Badenhorst.

The coastal building specialist is now developing shopping centres, hospitals, hotels, student accommodation, and some of the country’s largest housing programmes.

Raubex Building Cape was formed in July 2020 to give the Cape regions a building contractor that is run from the Western Cape – with the backing of one of SA’s largest listed construction groups.

ADJUSTING THE MODEL

Drawing on the vast amount of experience he has accrued throughout a plethora of roles within the construction industry across both SA and the US – including managing high-end residential projects and learning about procurement – Badenhorst was presented with the exciting opportunity to start Raubex Building 14 years ago.

“We began with existing clients we knew in the industry and delivered several housing projects, and from there the business started growing steadily. Then, because we had the financial backing of the Raubex Group and wanted to expand, we began looking for additional resources,” Badenhorst recalls.

Influenced by his time working in the US, and studying the procurement methods he witnessed there, Badenhorst identified that many tenders were being delivered on a design-and-construct basis.

“We are now working to promote that approach and show clients, developers, and listed funds that the traditional SA model can sometimes lose value,” he expands.

Under the current approach, clients assemble professional teams who go through many design and cost permutations without necessarily producing the most value-optimised product.

“We are therefore trying to demonstrate that involving the contractor at an early stage can create better value in the finished product and setting up an in-house design team, including a full architectural team, to deliver bespoke design-and-construct projects can shorten delivery timelines, simplify the process, and provide better value for clients, developers, and end users,” elaborates Badenhorst.

MODULAR CONSTRUCTION

At present, Raubex Building is focusing strongly on construction technology, particularly modular construction – a method of breaking a complex system down into smaller, self-contained, and independent parts known as modules that connect using standardised interfaces.

This transformative methodology is where buildings are created off-site in a factory using repeatable volumetric sections or panels then transported and assembled on location.

“We see a major opportunity in SA, especially in housing, where modular elements can reduce time on-site and improve efficiency and quality. We are also very interested in applying this approach to student housing,” Badenhorst excites.

“Our modular drive has brought a great deal of new energy into the business and we’re now seeing opportunities to approach clients directly, knowing we can deliver a better product if they come to us on a design-and-construct basis.”

Because Raubex Building has developed intellectual property in modular delivery, the company now believes it can offer clients a better deal and a stronger overall product, which has created a lot of momentum and energy across the whole business.

There are numerous key benefits associated with this method of construction, such as speed of completion – projects typically finish 20 to 50 percent faster than traditional methods.

Additionally, modular construction avoids delays relating to adverse weather conditions such as extreme rain, snow, or temperature delays.

Modular construction also means less waste, as a controlled environment reduces material waste by up to 50 percent compared to traditional building sites, and a higher level of quality control as repeatable processes in a factory lead to stricter quality and safety standards across the board.

GUIDED LEADERSHIP

For Raubex Building, mentorship is a major focus, particularly when it comes to growing people internally rather than simply looking externally for new talent.

In this way, the company tries to map out clear career paths for its staff.

“We prefer to look within the business, identify people with potential, mentor them, work through any areas where they need support, and empower them to overcome those challenges,” Badenhorst emphasises.

“Beyond that, we have developed a strong training programme in partnership with a training facility we have worked with for some time, supported by our internal HR managers.”

Badenhorst believes that respect is the most crucial characteristic to mentorship within the company.

“I always handle people with respect, not for their position, but for who they are as a human being,” he affirms.

Alongside its staff, another key reason for Raubex Building’s growth since it was established in 2012 are partnerships and relationships.

“Much of our success is attributable to the fact we value relationships and place great importance on how we engage with clients and professionals – ultimately, we are a solutions-driven business,” acknowledges Badenhorst.

THIRST FOR INNOVATION

Agile and responsive to new emerging industry trends within the realm of construction, Raubex Building is always ready to embrace fresh innovation.

For example, it recently sent a team to China, including one of its newly appointed architects and three senior colleagues, on a fact-finding trip to explore the best and latest building materials currently emerging from the Chinese market.

On top of this relentless drive for innovation, the next year will be an extremely busy period for the business.

“Raubex Building was awarded the National Assembly reconstruction project, which is progressing well – we look forward to delivering a cleverly designed building that reflects our nation’s heritage,” Badenhorst enthuses.

“Over the next 12 months, we will focus specifically on product design, bringing our architectural team fully on board, and developing a range of products for the housing market,” he sets out.

The aim is to have these products designed and ready for market so the company can offer clients design-and-construct and potentially turnkey solutions.

“Meanwhile, we will consolidate our current projects and continue to progress the National Assembly towards completion,” Badenhorst closes.

RAUBEX BUILDING PARTNER

The post Raubex Building : Better Ways to Build appeared first on Africa Outlook Magazine.

AT THE HEART OF MITCHELLS PLAIN

South Africa (SA) utilises a two-tiered healthcare system designed to provide medical care to all citizens, with a well-resourced private sector serving between 15 and 20 percent of the population and a public framework catering to the vast majority.

Within this space, Mitchells Plain Hospital (MPH) is a large public district hospital located in Lentegeur, Cape Town, operating as one of the busiest in the region and functioning as a vital clinical training site for the University of Cape Town (UCT).

Having qualified as a pharmacist in 2000 before completing his MBA and postgraduate diploma, Evan Swart, CEO, has spent the majority of his career in healthcare leadership roles.

Hired by MPH in 2020, Swart brings a wealth of expertise to the hospital having spent six years working as a general manager in the private healthcare space prior to his appointment.

During this time, he witnessed the incredible sophistication of SA’s private healthcare space, alongside cost escalations, an ageing population, and the COVID-19 pandemic, which placed additional pressures on state-provided health services.

“This has since pushed the universal health coverage (UHC) discussion further into the country, stimulating conversations around how best to achieve a unified health ecosystem,” Swart opens.

There has been subsequent focus on moving from hospital-centric, illness-focused models towards embracing a community-oriented primary care approach integrated across communities and within the home.

“This will keep our communities healthy with a preventative approach, as opposed to a treatment-focused, reactive approach,” he adds.

AT THE CENTRE OF COMMUNITIES

With more than 415 beds, MPH is a major contributor to healthcare in SA, offering emergency, medical, surgical, orthopaedic, paediatric, obstetrics, gynaecology, and acute psychiatric services, as well as outpatient clinics in several disciplines.

Mitchells Plain, which has developed into a 900,000-strong catchment area, commemorates its 50th anniversary this year and is proud to have MPH at its centre.

Prior to the hospital being built in 2013, the community was serviced by the 24-hour Mitchells Plain Community Health Centre and Maternity Obstetric Unit.

Since its inception, MPH has heralded countless healthcare advantages for the local population.

“The hospital has evolved to meet more of the community’s needs closer to home, such as the introduction of hip and knee replacements,” Swart shares.

Today, MPH receives more than 5,000 emergency centre (EC) visits per month and accepts referrals from various primary healthcare clinics in the community, making it the busiest facility in the province. When tertiary services are required, the hospital refers to Groote Schuur Hospital (GSH) in Cape Town.

Linked with eight other clinics in the geographical area that work together to improve health outcomes, MPH does not function as a sole entity but as part of a comprehensive healthcare ecosystem, which helps when it comes to tackling the high levels of disease burden faced by the Western Cape.

“Our province and catchment area face amongst the highest incidences of tuberculosis (TB) cases in SA, and our medical wards are constantly fighting new or recurring TB outbreaks,” reflects Swart.

“Whilst we understand there are socioeconomic factors driving these infection rates, we are doing our utmost from a medical standpoint to work in unison with clinics and local non-governmental organisations (NGOs) to track and trace TB cases, with an aim of reducing loss and ensuring adherence to the highest standards of care.”

Naturally, this is one of MPH’s ongoing priorities as it seeks to play a crucial role in countering the major health issues facing SA today.

STEMMING THE TIDE

In addition to TB, HIV rates persist in local communities, further exacerbated by the withdrawal of international aid in 2025.

Despite this, MPH has worked hard to ensure patients continue to be treated; campaigns and education on prevention are ongoing, and morale amongst healthcare workers remains high in the battle against HIV and AIDS.

“There is significant coordination between primary healthcare (PHC) campaigns and the hospital to ensure TB and HIV are treated as integrated services rather than separate,” Swart observes.

“When combining TB, HIV, and the prevalence of other chronic diseases in our community, it’s no wonder our EC patient numbers are high.”

Indeed, MPH admits up to 40 patients a day who are experiencing chronic conditions, which is why a focused, linked care pathway is now in place to ensure patients are followed up with in the community by PHCs and NGOs.

“We must focus our efforts on prevention with our communities to stem this tide,” he asserts.

Another unfortunate occurrence in the region is violence against women and children, the consequences of which MPH treats at its EC.

As such, it has recently constructed a Thuthuzela Care Centre (TCC) – a dedicated centre for survivors of sexual assault, rape, and gender-based violence offering support and care – on the hospital grounds.

The TCC has been curated in partnership with the National Prosecuting Authority and MOSAIC – a local NGO funded by the Networking HIV and AIDS Community of Southern Africa (NACOSA) and The Global Fund to Fight AIDS, Tuberculosis, and Malaria.

“In order to give dignified care to victims and try to convict offenders, we have a good working relationship with the police services and law enforcement in this regard.”

To maintain high standards within the facility despite the high and continuous volume of patients, MPH’s senior clinicians and nurses drive quality care whilst holding both management and their colleagues to account.

“We also take our National Quality Standards seriously, complying with annual audits and recently receiving compliance status in the Office of Health Standards Compliance external audit,” he tells us.

The quality management system in the hospital is actively managed, recording incidents, complaints, and serious incidents, investigating and responding to authorities, and conducting quality improvement plans with the relevant monitoring and evaluation.

INNOVATION ACROSS THE BOARD

As a busy, patient-focused hospital, innovation is at the heart of MPH, whose staff are dedicated to improving conditions for themselves, their patients, and the system itself.

“As leaders, we embrace this spirit and endeavour to support ideas coming from our teams,” emphasises Swart.

Indeed, the hospital’s emergency medicine specialists have taken it upon themselves to develop the Hospital and Emergency Centre Triage and Information System (HECTIS) for MPH’s EC so they can track patients in real time.

“As HECTIS has developed, more information has been captured, meaning the system has now become akin to an electronic patient record, indicating triage status and enabling us to track a patient’s journey,” he details.

The HECTIS Implementation Team won the Gold Award for Best Digital Innovation at the Western Cape Government Service Excellence Awards for the innovative solution.

MPH’s Dr Moosa Parak is currently rolling out HECTIS to all public sector 24-hour ECs in the Western Cape province.

Elsewhere, an MPH specialist has developed an innovative electronic discharge programme to ensure patients are followed up by their local clinic post-discharge from the hospital.

“There has been a huge uptake of this programme; it has been extended to other departments and rolled out further to the rest of the province,” Swart prides.

The hospital is also trailing an advanced transitional care space due to the high numbers of medical patients and shortage of beds.

“This space is designed to allow lower-acuity patients to be moved and cared for in lower-cost wards whilst they await transfer to step-down facilities or TB hospitals, complete courses of parenteral antibiotics, or even receive palliative care,” he shares.

This system is designed to improve flow through MPH and alleviate pressure at its EC.

TRAINING THE FUTURE OF HEALTHCARE

As a hospital aligned with the UCT Medical School, MPH welcomes medical students, interns, registrars, nursing, and allied health workers in training.

It is proud to be a facility where interns and registrars request to be placed and one of the most sought-after destinations for junior doctors.

Medical students from UCT rotate through the hospital across various departments, with specialists often overseeing both student examinations and research work, bringing fulfilment to the work environment.

The Western Cape is lucky to be home to three universities in terms of local talent, namely UCT, the University of the Western Cape (UWC), and Stellenbosch University (SU).

“We also have students from UWC and SU rotating through our hospital and have a good relationship with these institutions, as well as the Western Cape Department of Health and Wellness,” Swart insights.

“Part of our duty is to cultivate good healthcare professionals for our country and health system, which is why we are proud to welcome medical interns and community service doctors from all over the country.”

MPH is likewise a choice destination for medical students from abroad due to the exposure to various conditions that interns can experience at the hospital.

“We currently have a waiting list of students from Europe to attend our hospital as part of their course,” he confirms.

Coordinated by the EC and UCT, interest from international students is also a source of revenue for the hospital board academic fund, which enables local doctors to embark on training courses and attend conferences.

There are also community colleges in the area offering courses in administrative and technical competencies which, when paired with the internships in people management, finance, and supply chain, and technical disciplines offered by MPH, provide a supported career pathway for young people in the province.

In addition, MPH’s nursing department has partnered with NGOs to train community healthcare workers, who can be placed within the hospital for practical training before being sent out into the community.

THE GREATER GOOD

Swart highlights how MPH’s greatest asset is its staff, who have an innate understanding of the pressures presented by a hospital setting and therefore support each other.

“This can be clearly witnessed in the strong working relationships our doctors and nurses have with one another, along with the senior clinicians from different departments working for the greater good rather than seeking personal comfort,” he observes.

“This stood us in great stead during the COVID-19 pandemic and is something I cherish amongst the top aspects of the daily functioning of the hospital.”

MPH’s doctors also go on courses and attend conferences and learning exchanges across the world in their field of study.

“We support our staff by granting time away from the workplace for continued professional development and subsidise a portion of their costs via our training budget or hospital board academic fund,” Swart shares.

In addition, MPH provides senior clinicians with the opportunity to work with UCT in forums around the province, adding an important dimension to their work-life balance.

The hospital’s largest contingent of staff are its nurses, many of whom have undertaken leadership courses in recent years.

“Our nurses also ensure their ward staff enjoy health and wellness events to keep them motivated,” he outlines.

An area of improvement for MPH is its allied health services, which have so far struggled to keep pace with the increase in bed numbers.

“Whilst this is an area we must work on, there is a positive collegiate relationship between the allied health service and the respective clinical teams, who often attend conferences and courses run by the allied health services,” shares Swart.

Elsewhere, MPH has been implementing policy frameworks around harassment in the workplace, which are focused on understanding human rights and the code of conduct.

“We are proud to have active union representatives who host a management and labour caucus every month where staff can discuss issues,” he expands.

MPH also has departmental employee health and wellness support systems in place, through which staff can disclose matters causing stress, alongside occupational health and wellness support nurses who attend to workplace injuries or incidents.

“Whilst we have our share of staff complaints, we attempt to address these fairly and equitably. For example, I host regular town hall meetings to update staff on new policies or systems, where they can ask questions to the management team,” Swart exemplifies.

MEETING FUTURE HEALTH NEEDS

In a world where sustainability is becoming increasingly important, another exciting development from MPH is its effort to be more environmentally conscious.

As such, it is completing an energy-saving initiative relating to the hospital’s lights and energy consumption and has recently installed a Newster NW50 eco-medical waste heat treatment sterilisation system to manage its clinical waste, reducing the environmental impact of typical incineration processes.

“As a result of our sustainability efforts, we are even seeing some financial savings. This will be a continual process and we will soon look to identify other areas of the facility that require improvement,” Swart sets out.

Looking ahead, MPH strives to continue meeting the health needs of the community it serves, which will include installing high-care beds at the facility.

Despite being designed as a district hospital service at the time of commissioning, MPH plans to work together with its tertiary service hospital, GSH, to install high-care beds to benefit the wider community.

As its service offering has grown, the hospital often has to take care of critical care patients post-EC, which requires a dedicated space, equipment, and staff.

MPH must find a solution for the increasing number of medical patients waiting to be admitted to hospital, overcrowding in the EC, and increasing patient waiting times.

“We will have to find space for these patients to be kept outside the EC whilst they wait to be admitted, which will also mean increasing the bed capacity of the hospital,” Swart firmly concludes.

The post Mitchells Plain Hospital : At the Heart of Mitchells Plain appeared first on Africa Outlook Magazine.

ARCHITECTING HEALTH SYSTEM TRANSFORMATION

When I accepted the responsibility of leading the Eastern Cape Department of Health (ECDH) in 2021, my ambition extended beyond improving annual performance indicators.

Lasting public value comes not from isolated projects, but from institutions that grow stronger and more resilient regardless of who occupies leadership positions.

The transformation agenda we built was therefore deliberately systemic: governance reform, financial sustainability, infrastructure renewal, workforce stabilisation, and digital innovation, integrated into one programme rather than pursued as disconnected initiatives.

Better governance would improve financial discipline; improved finances would fund people and infrastructure; modern infrastructure would support better clinical outcomes – each reinforcing the next.

That conviction was tested directly. Between October 2023 and August 2024, I was moved out of the Department for close to a year, seconded to a provincial support unit in the Office of the Premier, where I worked on cross-government interventions including the education turnaround and scholar transport reform.

Away from ECDH, the continuity we had spent two years building faltered, and accruals and payables grew significantly by an additional ZAR1.5 billion, putting pressure on the provision of basic supplies like surgical consumables and medicines. Additionally, from leaving in a position where we were able to employ staff, there was now a deficit of ZAR900 million to pay staff salaries and benefits.

I returned in August 2024 after the National Treasury, National Department of Health (NDH), and Office of the Premier convened to address the deterioration directly.

I raise this not to relitigate a difficult year, but because it makes the point of this article better than I can. It was never about any one person occupying this office; it was about whether the institutions we were building could hold without them. For 10 months, that question had a real, measurable answer.

What follows is not a catalogue of achievements, but a reflection on institutional transformation in one of South Africa’s largest, most fiscally constrained health systems.

But, before turning to what was built, it is worth pausing on who built it.

Institutions that Outlast Individuals

Every figure in this article – every rand recovered, every audit finding cleared, every appointment made – is a proxy for something else: thousands of people choosing, every day, to show up.

ECDH spans 777 clinics, more than 90 hospitals, 85 emergency medical services (EMS) bases, and nine districts across some of the most demanding terrain in the country.

No single leader runs a system that size. It is run by doctors and nurses treating patients through unreliable water and power; by pharmacists, therapists, community health workers, and emergency personnel reaching patients other systems cannot; by administrators, finance, and supply chain officials keeping a multi-billion-rand department moving; and by cleaners, security officers, and maintenance teams whose work never appears in an annual report but without which no hospital functions at all.

The results that follow are not a personal scorecard; they are what became possible when thousands of public servants, many working in extraordinarily difficult circumstances, stayed committed to a shared purpose for five straight years.

My role has been to build the governance and financial conditions in which that commitment could translate into outcomes. The credit for the outcomes belongs to the people who deliver the care.

BUILDING THE FOUNDATIONS OF A MODERN PUBLIC HEALTH SYSTEM

When I assumed office as Accounting Officer in 2021/22, the Department faced a defining moment. The COVID-19 pandemic had redirected infrastructure programmes towards emergency response, backlogs had accumulated, and fiscal pressure had intensified – just as demand for modern, equitable healthcare facilities had never been greater.

We repositioned infrastructure as a long-term investment rather than a collection of construction projects. Expenditure rose to approximately ZAR1.09 billion in 2021/22 alone, resuming hospital revitalisation, critical maintenance, equipment replacement, and stalled COVID-19 capital projects.

By 2022/23, ECDH had completed every statutory infrastructure planning instrument and prepared 111 Project Initiation Reports – well beyond target – building one of the most comprehensive infrastructure pipelines in ECDH’s history.

That planning translated into delivery. Six major hospital developments advanced, including Greenville and St Elizabeth, alongside new and replacement primary healthcare facilities across several districts.

Khutsong and Siphethu Hospitals achieved targeted upgrades; five further hospitals were refurbished, with parallel investment in water, sanitation, power, lifts, and mortuaries addressing years of deferred maintenance. By 2023/24, 10 major projects were under construction and eight had been completed, spanning seven districts at once.

Facilities matter beyond clinical function, too: a ZAR33 million clean-up programme reached 80 facilities, and a ZAR82.9 million security upgrade – fencing, guardhouses, lighting – reached 29 more.

The International Labour Organisation’s preliminary assessment has already found measurable improvements in workplace safety at participating sites.

Specialised care has grown alongside general infrastructure. A linear accelerator and dedicated radiotherapy bunker at Nelson Mandela Academic Hospital, one of the Department’s most significant single investments in this period, will open in October 2026.

As climate variability and ageing municipal systems raise the stakes, the infrastructure programme now builds in water security, energy resilience, and lifecycle asset planning as standard, not exception.

The most enduring achievement, though, isn’t any single building – it’s the transformation of infrastructure governance itself: stronger planning systems, deeper technical capability, and a genuine pipeline of future investment. The Health Facility Revitalisation Grant achieved 99.9 percent expenditure in 2022/23 and has sustained that discipline through to 2025/26.

None of this was about building more for its own sake; it was about a health system that’s more accessible and better able to meet the needs of the Eastern Cape. Infrastructure isn’t the goal here – it’s the foundation everything else depends on.

The Terrain ECDH Builds In

Four realities shape every infrastructure decision in the province:

Extreme terrain and roads – In deep-rural municipalities like Mbhashe, Alfred Nzo, Joe Gqabi, and O.R. Tambo, unpaved roads become unmotorable in heavy rain, cutting off villages and construction vehicles alike.

Utility backlogs – Rural facilities often need their own boreholes and septic systems simply to secure water, whilst cellular backlogs hamper the digital systems described later in this article.

Century-old buildings – Many rural health outposts still operate from missionary-era structures, forcing expensive rehabilitation of foundations that predate modern healthcare standards.

Staffing resistance – Even a fully built facility can sit chronically understaffed: clinical staff resist deep-rural postings without safe accommodation, security and schooling for their children.

Building Around the Constraints, Not Against Them

Rather than wait for roads or municipal grids to catch up, the Department began deploying self-contained health hubs. The ZAR64-million Cebe Clinic in Centane runs on off-grid solar, its own borehole, and septic systems – keeping vaccine cold chains uninterrupted, independent of municipal reliability.

The same logic applies to people. Modern project blueprints now standardise premium, secure on-site accommodation for nurses and doctors alongside the clinical facilities themselves, turning remote postings from a hardship into a viable career step.

Centralised electronic medical records, alongside our own HMS2 platform, are closing the information gap that isolation used to guarantee.

The lesson for leaders anywhere: resource constraints should never dictate the boundaries of innovation.

RESTORING GOVERNANCE AND PUBLIC CONFIDENCE

Institutional transformation begins with governance. Public confidence is earned when organisations demonstrate integrity and accountability consistently, not occasionally.

Strengthening governance, decision-making, and accountability was one of our earliest priorities. Internal controls were strengthened, governance structures reviewed, and executive oversight extended to strategic programmes, with particular attention to audit readiness, procurement, infrastructure, and contract management. Governance failures, after all, tend to show up eventually as poorer services for patients.

The results: an unqualified audit opinion in 2024/25, only ECDH’s fifth since 2000 – following 2002/03, 2015/16, 2016/17 and 2017/18 – and the end of six consecutive years without one. This one landed in the middle of the most fiscally constrained period in the Department’s recent history.

ECDH also recently received confirmation that it has obtained an unqualified audit opinion for 2025/26, with zero issues of non-compliance. This is the Department’s sixth unqualified audit opinion confirming credible annual financial statements.

Irregular expenditure tells a similar story from a different angle. The historic balance is down more than 95 percent – from ZAR279 million in 2021/22 to below ZAR13 million by 2024/25.

In-year irregular expenditure – new instances identified within the reporting year itself – is down 97 percent, from ZAR197 million in 2020/21 to below ZAR6 million a year for the past three years; of every ZAR100 once lost this way, ZAR97 no longer is.

Fruitless and wasteful expenditure dropped 81 percent in a single year from ZAR78.7 million to ZAR15.2 million; departmental debt growth slowed accordingly.

Accountability, in other words, has become an organisational value, not a box to tick.

Remaining Challenges and the Period Ahead

The focus now is supply chain management reform – procurement tracking, e-quotations, and e-tendering – and rebuilding HR capacity through training.

A clean audit within five years will require further digital investment; ECDH is working with the National Treasury, Provincial Treasury, and NDH on a reform and investment plan intended to position the Eastern Cape as a model of multi-level collaboration for national health sector reform.

Two developments show the work becoming institutional rather than project-based. The Provincial Occupational Health and Safety Forum was reactivated on 16th July 2026, with a multilateral structure for organised labour launching 28th July – a formal channel to resolve concerns and improve working conditions before they become industrial action.

From 8th-10th July, a joint workshop with both treasuries, the NDH, and the Department of Justice and Constitutional Development (DJCD) worked through ECDH’s two highest-priority reforms: debt restructuring and continued medico-legal reform.

STRENGTHENING FINANCIAL STEWARDSHIP

Leading a public health system under sustained fiscal constraint demands difficult choices. Sustainability isn’t just about spending less; it’s about protecting frontline services whilst making every rand go further.

Financial Discipline in Practice

The results are concrete: ZAR849 million saved on goods and services over two years, debt growth roughly halved from 31 percent to 16 percent, and a further ZAR200 million recovered from accruals and payables, redirected to frontline care rather than lost to inefficiency.

None of this was free. Strict controls on employee compensation kept that budget line on target, but at the cost of a net staff reduction in 2024/25 and 2025/26, the trade-off the recruitment drive later in this article exists to reverse.

Accruals and payables remain a structural risk, not an administrative footnote: unpaid bills in one year mean less for medicines, maintenance, and equipment the next, and can push the Department towards paying suppliers late. Resolving it, alongside medico-legal reform, is one of two priorities identified as central to long-term sustainability.

Medico-Legal Reform: Stopping the Financial Bleeding

Few reforms link governance, finance, and patient care as clearly. ECDH now spends roughly 40 cents for every rand it once spent settling medico-legal claims – annual payouts are down from more than ZAR900 million in 2020/21 to ZAR340–400 million a year, cumulatively saving more than ZAR2 billion.

Contingent liabilities have nearly halved from ZAR38 billion to below R20 billion since 2020/21. New claims are down 60 percent since their 2018 peak, supported by parallel investment in safer pregnancy and childbirth care and declining maternal mortality.

This is not only a financial reform. In March 2026, ECDH appealed to the Constitutional Court of South Africa to uphold the Griffiths judgment, which allows the public system to provide future medical care to successful claimants directly rather than through lump-sum settlements, protecting the services on which 6.5 million Eastern Cape residents depend whilst still honouring what claimants are owed.

The Department’s own e-liability system, built into HMS2, now makes that case management auditable rather than paper-based.

Financial sustainability remains a journey, not a destination, but disciplined management has protected infrastructure spending and investment through some of ECDH’s most constrained years.

INVESTING IN THE PEOPLE WHO DELIVER CARE

Health systems are ultimately built by people. Buildings, technology, and equipment create opportunity; healthcare professionals turn that opportunity into outcomes.

Workforce stability came under real pressure over the past two years: fiscal consolidation and reduced donor funding drove a net staff reduction in 2024/25 and 2025/26, the direct cost of the compensation controls described above.

Ministerial intervention followed, refocused on strengthening primary healthcare: eliminating clinics staffed by a single professional nurse and capacitating mobile outreach, community health centres, and hub hospitals.

With finances more stable, ZAR415 million has been allocated to appoint more than 1,700 employees, alongside replacing critical staff lost since February.

Block advertisements ran in June and again on 17th July 2026 prioritised one-nurse clinics, mobile outreach, and hub hospitals. 220+ doctors and 248 EMS practitioners were appointed in 2025/26 alone – enough to activate 31 additional EMS vehicles – before counting nurses and support staff still being appointed against the wider target.

Filling vacancies was never the real goal. The goal is an environment where dedicated public servants are equipped and supported to do the work only people can do.

DIGITAL TRANSFORMATION AS A CATALYST FOR BETTER HEALTHCARE

Digital transformation is one of the defining features of a modern health system – and, like infrastructure and people, far easier to buy than to build well. The Department chose to build.

HMS2, its electronic medical record and hospital management platform, was originally developed at Frere Hospital in 2013 and rolled out provincially within one month of my taking office in August 2021.

Five years on, HMS2 runs in 43 facilities, with 20 more in a second phase already under way. Because ECDH owns it outright, there are no third-party licence fees, no recurring costs scaling with every new site, and no vendor dictating the roadmap.

Its modules now cover medico-legal case management through e-liability, revenue collection, emergency services, adverse-event reporting, and theatre performance.

The platform’s relevance now extends past the province: the Free State has adopted it and, following a Council for Scientific and Industrial Research (CSIR) assessment, at least three more provinces are considering the same.

A system built to solve one province’s problem is becoming a candidate for solving the country’s. Electronic procurement is being extended across districts in parallel to strengthen transparency.

DELIVERING BETTER CARE THROUGH SYSTEM INTEGRATION

The purpose of every governance reform, infrastructure investment, and financial decision in this article is the same: a better experience for patients and communities.

Primary healthcare, oncology capacity, emergency care, and clinical technology have all advanced together over the past five years – supported by infrastructure, stronger district systems, and closer integration between planning and clinical governance.

Transformation in healthcare rarely comes from one intervention; it shows up in a patient triaged faster and treated closer to home by a system whose parts finally talk to one another.

PARTNERSHIPS AS MULTIPLIERS OF PUBLIC VALUE

No public institution succeeds in isolation. Partnerships with national government, the Provincial Treasury, implementing agents, academic and research institutions, the private sector, and development partners have extended capability, mobilised expertise, and accelerated delivery across every area of this transformation – infrastructure, digital innovation, workforce, and specialised care.

The July 2026 joint reform workshop with both treasuries, the NDH, and DJCD is a recent example: collaborative in design but ultimately answerable to one department for the outcomes it delivers.

Complex public challenges require leadership that crosses organisational boundaries whilst holding firmly to accountability for results.

LEADERSHIP AS STEWARDSHIP

Leadership in the public sector is an act of stewardship measured not by the number of projects initiated, but by the strength of the institutions left behind.

I do not regard infrastructure, governance, financial management, digital innovation, and workforce reform as separate achievements. Together, they are the architecture of a stronger institution – one better equipped to serve the Eastern Cape despite unprecedented fiscal pressure and persistent structural challenge.

The most enduring legacy of any public leader is never a single building, programme, or policy; it is an institution more resilient, accountable, and capable than the one that leader inherited.

That has been the purpose of this journey. I did not set out to manage a department; I set out to help build one capable of delivering quality healthcare for generations to come.

None of it was mine to build alone, and none of the credit is mine to keep alone. It was carried by the thousands of people this article opened with – the doctors, nurses, pharmacists, community health workers, finance officials, cleaners, and security officers – who chose, every day for five years, to show up.

Buildings, systems, and strategies do not deliver healthcare – people do. That has not changed and is the clearest measure of what the Department’s future still depends on.

The post Eastern Cape Department of Health : Architecting Health System Transformation appeared first on Africa Outlook Magazine.

ENERGY FOR ALL

Whether an individual, professional, or public sector actor, Simam Côte d’Ivoire (Simam CI) is the energy supplier of choice in the country. As a major player in Côte d’Ivoire’s petroleum product distribution since 2005, with more than 3.5 million bottles in circulation, choosing Simam CI means opting for practical, accessible energy for everyday comfort.

“Simam CI represents 20 years of expertise serving the energy needs of the Ivorian people and has established itself as the leader in packaged butane gas in Côte d’Ivoire. Our story is one of exceptional growth,” introduces Karim Ousmaes, General Administrator.

Driven by Ousmaes’ leadership, the company has proudly grown from a volume of 50 tonnes (t) per month in 2012 to over 700 t per day in 2026. Its operations cover the full spectrum of energy needs, including butane gas packaged in B6 cylinders for households, B12 gas, bulk gas, diesel, and a comprehensive range of lubricants for professionals and industrial clients under the EUROLUB brand, for which it is the official and exclusive distributor in the country.

Equally, Siman boasts a powerful industrial and logistical infrastructure. Its operational hub is located in the Yopougon Industrial Zone in Abidjan, housing both its headquarters and filling plant.

“This site underwent a two-phase modernisation involving an investment of over €20 million and highlights a storage capacity of 2,600 t. We are also preparing for the future. Between 2026 and 2028, we will construct a new storage sphere, effectively doubling our logistical capacity,” details Ousmaes.

Beyond Abidjan, the company’s network of depots covers the entire country, supported by a fleet of over 100 trucks operated by its group partner, Ivoire Transport, ensuring daily supply. The company proudly serves households, businesses, industrial clients, and public sector entities through a nationwide network of over 4,000 retailers, with approximately three million cylinders in circulation.

Equally, Simam CI’s strength lies in its people and commitment to excellence. Comprising approximately 1,000 employees, the company has a young workforce averaging 34 years of age.

“It is a team dedicated to serving both households and the country’s largest industries with the same high standards. This commitment to excellence was rewarded with ISO 9001:2015 certification, obtained in 2023. Our next steps are getting the ISO 14001 certification for the environment and ISO 45001 for safety,” Ousmaes furthers.

ENERGY SUPPLIER OF CHOICE

Since last speaking to Ousmaes in 2024 about Simam CI’s objectives and priorities, the company’s vision has evolved since successfully concluding its previous strategic plan in 2025, driven by the vision ‘SIMAMCI 2025: The Benchmark for Energy Suppliers’.

Additionally, the company has found success in the business-to-consumer (B2C) market, having proudly become a go-to brand for Ivorian households and earning both an award and a consumer label for bottled gas for households from The Label of African Consumers. Notably, 94 percent of its customers have been satisfied with its products and services for five consecutive years.

“Today, the oil and gas sector is more exciting than ever because the biggest challenge lies ahead – transforming B2C success into business-to-business (B2B) leadership,” enthuses Ousmaes.

“We have a major asset to help us achieve this: a 94 percent customer satisfaction rate for five consecutive years. That is the perfect foundation for tackling the next stage.”

What sets Simam CI apart from the competition is its unique business model, where it has chosen to never sever the link with the end customer. Whilst many competitors rely on intermediaries, Simam CI has built an integrated model. This strategic decision was made in order to maintain contact with the company’s end customers, better understand their needs, and respond with aligned products and services.

Thanks to its retailers and plethora of cylinders in circulation, the company is close to households in their daily lives. Such proximity enables the company to understand actual needs and respond with a perfectly aligned product and service.

Ultimately, Simam CI meets all of the country’s and its customers’ energy needs through supplying gas cylinders, fuel cylinders, bulk gas, diesel oil, lubricants, additives, and biocide for various industries.

FINDING MAXIMUM DAILY COMFORT

Currently, Simam CI is focused on a particularly strategic project for the coming years – the construction of a new 5,000-t storage sphere housed within a protective enclosure, which represents an investment of approximately USD$27 million and will significantly boost the company’s logistics capacity.

This project is crucial on two levels. The first is industrial, as it will lift the ceiling on the company’s current product capacity. The second is financial, with the project enabling Simam CI to generate millions of dollars in savings on its processing costs.

“This project is highly strategic for us. It will not only address the issue of the current plant’s maximum production capacity limits but also generate savings in processing costs estimated at approximately USD$7 million per year. This investment secures our leadership and profitability for the future and is what will allow us to approach the market with confidence,” Ousmaes states.

Equally as important to the company are its staff, whose daily contributions comprise Simam CI’s continued success. The company is steadfast in its belief that its people are the greatest asset it possesses – which is more than just a slogan.

“We have a young, ambitious workforce that has driven the company’s growth. Every year, all of our teams undergo continuous evaluation, and internal promotions are prioritised. As Siman CI grows, our employees grow with us,” expands Ousmaes.

SAFE, EFFICIENT NETWORK

Crucial to Simam CI are the corporate social responsibility (CSR) practices it participates in, such as the Fondation Atef Omaïs (FATOM).

The company’s commitment is tangible and local, notably driven by this significant foundation. Its achievements to date consist of participation in the renovation and construction of schools in North Abidjan in order to provide better learning conditions for students. Soon, this initiative will be extended to South Abidjan as well.

Additionally, the company is aiming to allocate a 2027 budget to fund initiatives in collaboration with the National Commission on Combatting Climate Change – a unit within the Ministry of the Environment, Sustainable Development, and Ecological Transition. For the company, being an energy leader also means acting responsibly.

As Simam CI is planning for the upcoming year, its primary objective is to fully focus on the sphere construction project, without losing sight of its business development goals in line with its strategic plan.

“This serves as the foundation that will enable us to confidently roll out the next phase of our strategic plan – capturing the B2B market whilst consolidating our leadership in the B2C sector,” Ousmaes insights.

Ultimately, Simam CI’s 20 years of success boil down to what lies behind its impressive figures; a truly Ivorian human story.

“Simam CI is an Ivorian company that believed in Côte d’Ivoire. Over the past two decades, we have built a national leader, creating 1,000 direct jobs for young Ivorians and thousands of indirect jobs through our retailers.

“Our ambition goes beyond gas as we aim to contribute to our country’s energy sovereignty and demonstrate that a national champion can compete with multinationals by staying closer to its customers,” confidently concludes Ousmaes.

“When you choose Simam CI, you are choosing high-quality Ivorian energy that is accessible to everyone. I would also like to take this opportunity to thank our 4,000 retailers and 1,000 employees, without whom none of this would be possible.”

The post Simam Côte d’Ivoire : Energy for All appeared first on Africa Outlook Magazine.

STAR OF THE SHOW

The construction industry across Africa presents both significant opportunities and considerable challenges.

Whilst the market remains buoyant in many regions, operating within the continent requires resilience, adaptability, and a deep understanding of local conditions.

One of the primary challenges is the availability of resources, including both human capital and construction materials. Meanwhile, logistics can be complex, and the process of sourcing and transporting materials across vast geographic areas often requires careful planning and execution.

“Construction in Africa is certainly not an environment for the faint-hearted,” opens Derek Wheals, CEO of Tri-Star Construction (Tri-Star).

South Africa (SA), by comparison, offers a more structured and efficient operating environment.

Much of the infrastructure, logistics networks, and supply chains that support projects elsewhere on the continent are routed through SA, making it a strategic gateway into the broader African market.

Tri-Star has responded to this by establishing a procurement company called Supply Sphere Solutions, which procures material and goods for export to Africa using its logistics partners to ensure reliable and competitive supply into the greater African continent.

“That said, SA faces its own challenges – prolonged economic pressures over recent years have resulted in a shortage of skilled human capital. Many experienced professionals have emigrated, semigrated, or sought employment opportunities abroad as expatriates.

“In addition, the government’s ability to provide basic skills and artisanal training is hopelessly short of what the industry requires, putting the responsibility for training and education into the contractor’s hands,” he sets out.

As a result, there is now an increasing shortage of experienced construction professionals and artisanal skills within the local industry.

Despite these challenges, Wheals believes that the construction industry in SA has reached the bottom of its cycle and is now showing positive signs of recovery.

“Improved political and economic stability, together with increased investment and population growth, are creating renewed momentum within the sector, but overall, the outlook for construction in the nation is encouraging,” he predicts.

DIVERSE CAPABILITIES

As a diversified construction group that operates across a broad spectrum of construction sectors, Tri-Star has been growing for more than 45 years and has evolved largely through organic expansion.

Many senior managers and directors have spent decades within the business, helping to establish a strong culture, deep institutional knowledge, and long-term stability.

The company operates across residential, commercial, retail, hospitality, and student accommodation sectors – diversification which enables Tri-Star to manage market fluctuations and benefit from opportunities across different sectors of the construction industry.

“Today, Tri-Star directly employs approximately 700 people, whilst indirectly employing a further 7,000 people on its sites daily through its subcontractors,” Wheals reveals.

“We recognise our responsibility to employees, subcontractors, suppliers, and communities and remain committed to maintaining a sustainable long-term business,” he tells us.

Additionally, the company promotes from within wherever possible. Many directors began their careers as site agents, foremen, or contract managers before progressing into leadership roles, whilst short-term and long-term incentive programmes assist with staff retention and development.

“Employing people from local communities, training them, and building small, medium, and micro enterprises (SMMEs) has become an essential and critical part of our DNA,” he enthuses.

FOUNDATIONAL EXPERIENCE

Wheals’ career in the construction industry began shortly after completing national service at the age of nineteen, whereby he was fortunate to receive a scholarship from Stocks & Stocks, a construction company that sponsored his studies towards a quantity surveying degree at the University of Natal, now known as the University of KwaZulu-Natal.

“This opportunity provided the foundation for what has become a lifelong career in construction and property development,” he recalls fondly.

During his university years, Wheals worked for Stocks & Stocks during holiday periods and, upon graduation, continued employment with the company whilst fulfilling the service commitment associated with the scholarship.

“These formative years provided valuable practical exposure to the construction industry and helped develop both my technical and commercial understanding of the sector,” Wheals informs.

Indeed, Wheals has been the driving force behind Tri-Star’s success for over 29 years. His unwavering dedication, industry expertise, and passion for excellence continues to propel the company forwards, delivering innovative construction solutions and building a strong industry reputation.

DEPTH OF KNOWLEDGE

One of Tri-Star’s greatest strengths is the consistency, experience, and stability of its leadership team.

“Of our 12 directors, the average tenure within the company is approximately 22 years, whilst most have accumulated around 30 years of experience within the construction industry,” acclaims Wheals.

This depth of knowledge provides confidence in Tri-Star’s ability to deliver projects successfully and consistently.

“Working with and including local communities in the construction process by creating employment opportunities, training, mentorship, and building is a critical and important part of our success story,” he continues.

Furthermore, Tri-Star’s extensive experience enables it to maintain high standards in quality assurance, project delivery, productivity, contract management, and client service.

“We are particularly proud of the loyalty and dedication demonstrated by our employees – the longevity of our management team has enabled us to build a culture of reliability and accountability, positioning Tri-Star as a trusted and dependable construction partner,” prides Wheals.

NINETY ONE HEAD OFFICE

One of Tri-Star’s most notable recent projects was the refurbishment and conversion of the Ninety One head office in Cape Town.

A milestone in sustainable construction, the project involved the complete transformation of a nine-storey commercial office building where the structure was fully stripped internally and rebuilt to meet modern workplace requirements.

In addition, the entire external façade was reclad, resulting in a highly efficient and visually striking building.

“The project was completed over an eighteen-month period and achieved a prestigious 5-star Green Star rating. The quality of workmanship and level of finishing required were exceptionally high, making this one of the projects we are most proud of,” Wheals excites.

“Rather than demolish and rebuild, the existing building was retained and substantially refurbished, an approach that required careful planning and coordination whilst avoiding the embodied carbon associated with a new structure.”

Delivering a major refurbishment while preserving the building’s structure takes considered work at every stage, from planning through to execution.

“For our team, the project demonstrates how construction can extend the life of existing buildings and support a lower-carbon built environment,” he adds.

In addition to the Ninety One head office project, Tri-Star has completed 23 Lower Long, a 10-storey apartment building in Cape Town central business district. The development incorporates a borehole water treatment and distribution system together with rooftop solar installations that support the building’s energy requirements.

SHAPING THE BUILT ENVIRONMENT

For Tri-Star, a key strategic objective for the future is the continued improvement of systems, governance, and operational excellence.

The company is pursuing enhanced quality management practices and ISO-aligned standards to strengthen consistency, efficiency, and client service, whilst artificial intelligence (AI) is being incorporated into the business to assist with efficiency across the board.

With these goals in place, today, Tri-Star continues to play a significant role in shaping communities throughout SA.

“From my beginnings as a young quantity surveying student to my current role as CEO of Tri-Star, my career has been shaped by a passion for building, developing people, and delivering quality projects,” Wheals affirms.

“Supported by an experienced leadership team, strong strategic partnerships, and a diverse portfolio of projects, we remain committed to delivering exceptional construction solutions whilst contributing meaningfully to the growth of the built environment,” he concludes.

The post Tri-Star Construction : Star of the Show appeared first on Africa Outlook Magazine.

A BLUEPRINT FOR SUSTAINABLE, LOCALISED MINING

Asante Gold (Asante) is a gold production, exploration, and development company with a high-quality portfolio of mines and projects in Ghana. 

The West African country stands approximately 600 kilometres (km) north of the equator on the Gulf of Guinea, bordered by Burkina Faso to the north, Ivory Coast to the west, and Togo to the east. Ghana is the largest and safest gold producer in Africa, ahead of South Africa, and ranks among the top producers globally.  

The mining sector is the backbone of the Ghanaian economy, contributing over one-third of total export revenues and attracting more than half of the country’s foreign direct investment (FDI). 

Today, Asante is focused on operating, developing, and managing gold mines and projects, including the Bibiani Gold Mine (Bibiani), Chirano Gold Mine (Chirano), and Kubi development project located on the prolific Bibiani and Ashanti Gold Belts. 

Moreover, Asante is rapidly positioning itself as a dominant force in West Africa’s mining sector, leveraging a highly localised strategy to transform a portfolio of historical assets into modern engines of wealth along Ghana’s premier gold belts.  

Headquartered in Vancouver, Canada, but fundamentally rooted within the communities it impacts, the dual-listed enterprise has seamlessly transitioned its operational scope from an exploration junior into an aggressively expanding mid-tier producer with a multi-asset footprint across 80 prospective km. 

TURNAROUND STRATEGY 

Asante’s most modern chapter in its story began in earnest in 2021 when it executed a series of bold acquisitions, targeting historic assets on the Sefwi-Bibiani and Ashanti gold belts.  

By breathing new life into these dormant projects, Asante bypassed the lengthy lead times typical of greenfield operations. Today, its solid operational backbone relies on two highly productive, interlocking flagship mines. 

Bibiani features a robust nine-year Life of Mine (LOM) and is host to an estimated 2.06 million ounces (oz) of Measured and Indicated (M&I) resources alongside 1.53 million oz of proven and probable reserves. Chirano, which adjoins Bibiani, encompasses a multi-deposit open-pit and underground mining complex and a seven-year LOM, housing 2.53 million oz of M&I resources and 1.30 million oz of reserves. 

Meanwhile, beyond its producing engines, Asante is advancing the Kubi Gold Project on the main section of the Ashanti Gold Belt, while managing a high-potential greenfield exploration pipeline that includes the Keyhole, Fahiakoba, and Betenase prospects, all adjoining or along strike of major gold mines near the centre of Ghana’s Golden Triangle. 

OPERATIONAL SCALE AND FINANCIAL VELOCITY 

The successful ongoing strategic consolidation of these assets has triggered explosive financial and operational growth for Asante. Furthermore, the company’s latest mid-year data reveals an upward curve of scaling at rapid velocity, driven by enhanced throughput and operational efficiencies at both main mine sites. 

During the first half of 2026, Asante produced 117,076 gold equivalent oz, representing a sharp 46.1 percent increase year-over-year. This operational surge, coupled with favourable gold pricing, has sent revenues skyrocketing, fuelling overall ambitions across the board and promising no end to the company’s success. 

Looking ahead, Asante’s management has set an aggressive full-year production guidance of 275,000 to 300,000 oz, further reinforcing that its upward scaling trend is far from over. 

SAFE AND RESPONSIBLE 

Safety is one of Asante’s core values, and to strengthen and embed this commitment across its operations, the company has introduced the Asante Safety and Value Awards. 

These awards celebrate individuals and teams who demonstrate an outstanding commitment to Asante’s core values. By recognising their efforts, the company reinforces its belief that everyone has a role to play in keeping workplaces safe. 

Across every facet of Asante, safety is part of how people work every day, everywhere. The company remains committed to responsible mining, which means operating profitably whilst upholding clear principles that guide the business. These principles include working safely, practising environmental stewardship, and treating colleagues, communities, and stakeholders with dignity and respect. 

Asante believes transparent, sustainable practices and good corporate citizenship are central to the long-term success of its business, and it seeks to build enduring relationships with local communities and stakeholders, whilst addressing shared social challenges through meaningful partnerships. 

Through this approach, Asante aims to create lasting value for all stakeholders. 

SUSTAINABLE LOCALISED MINING  

Today, what truly distinguishes Asante from its global peers is the company’s strict adherence to a localised operating model.  

Built on a foundation of international benchmarks – including the IFC Performance Standards and ICMM Mining principles – the company operates with deep domestic roots. 

Additionally, out of a total workforce of roughly 1,500 people, more than 99 percent are Ghanaian nationals. This resolute focus on local inclusion extends beyond employment to environmental and social stewardship and care for its local communities. 

In this way, Asante has also committed to a 10-year reforestation initiative across 800 hectares of the Tano-Suraw Forest, whilst simultaneously funding community infrastructure and educational scholarships through the Chirano Sefwiman Foundation. 

By combining its financial success directly with the environmental and socio-economic health of its host nation, Asante is proving that the future of mid-tier mining lies in deep, local partnership and that it is bright for all involved. 

The post Asante Gold : A Blueprint for Sustainable, Localised Mining appeared first on Africa Outlook Magazine.

WHAT DAKAR 2026 MEANS FOR SENEGAL’S CONNECTIVITY

When the Youth Olympic Games begin in Senegal’s capital city, Dakar, this October, conversations will rightly focus on the country’s young people and the historic significance of hosting the first Olympic sporting event on African soil.

Such a landmark event will excite and inspire the nation. It will also cause an enormous spike in mobile data usage as people across the country go online to follow and stream the Games.

All of this will place additional pressure on Senegal’s mobile networks. Large numbers of people will be concentrated around venues and public spaces, whilst demand for mobile data rises. People have become accustomed to being able to get online when and where they need to, and those expectations don’t disappear when networks are at their busiest.

The country already has considerable experience of managing these fluctuations. Every year, major religious gatherings such as the Grand Magal and Gamou bring huge numbers of people together. During one annual event, the host city’s population can increase from around 800,000 to six million in a matter of days, placing significant additional demand on networks.

The Youth Olympic Games are a very different occasion, but the pressure they place on telecommunications infrastructure is very much the same. When large numbers of people need to communicate, transact, and access information at the same time, operators need networks that can handle sudden demand spikes and infrastructure that keeps performing reliably underneath them.

That is why, for those of us working in the sector, resilience is something we think about every day.

MEETING RISING DIGITAL DEMAND

Since Helios Towers entered Senegal, the average downtime of the infrastructure we operate has fallen from almost six minutes per tower per week to effectively zero.

The significance of that improvement becomes clearest during periods of intense demand, when operators need infrastructure they can rely on as they add capacity and respond to changing patterns of network use.

Those periods of exceptional demand sit within a much broader change in how Senegal uses mobile networks. Data consumption is increasing, the country’s young population is driving demand for digital services, and operators are continuing to expand and modernise their networks.

As a result, infrastructure requirements are changing, including greater use of rooftop sites and indoor connectivity alongside traditional towers.

Meeting this demand efficiently will require greater use of shared infrastructure. Without this approach, building new masts every time an operator needs to expand can increase costs and slow deployment. By allowing multiple operators to use the same sites, tower sharing can support additional coverage and capacity whilst reducing unnecessary duplication.

The requirements vary considerably across the country. In Dakar and other densely populated areas, operators may need to add capacity in places where networks already reach large numbers of people.

By contrast, in rural communities, the economics of network expansion can be more challenging, and the priority may still be extending mobile broadband to people who remain underserved. Shared infrastructure can help operators address both more efficiently.

EXTENDING CONNECTIVITY BEYOND THE GAMES

Expanding networks is one part of widening participation in Senegal’s digital economy.

Despite progress in mobile broadband coverage, 54 percent of the population is covered by mobile broadband but does not use mobile internet. Global System for Mobile Communications Association (GSMA) research points to affordability, limited digital skills, and the cost of smartphones amongst the barriers.

Infrastructure investment cannot solve each of these issues, but reliable, widely available networks provide the foundation for greater digital participation.

This matters far beyond how people experience the Youth Olympic Games. Connectivity increasingly shapes how people communicate, learn, make payments, access services, and participate in the economy.

For a young person, it can mean studying online or accessing new opportunities; for a small business, it can mean reaching customers and accepting mobile payments; and for families, it can be as simple as staying in touch.

Making those opportunities available more widely will require coordination across the telecommunications sector.

Infrastructure providers can help operators expand more efficiently and maintain resilient sites. Operators will continue investing in coverage, capacity, and services, whilst government plays an important role in creating the conditions for investment and supporting the country’s broader digital development.

Senegal’s New Deal for Technology provides an important framework for that work, with ambitions around digital infrastructure, access, and the development of the country’s digital economy. Delivering those ambitions will depend on sustained cooperation between the public and private sectors as demand increases and the country’s networks continue to evolve.

Ultimately, Dakar 2026 will bring an unusual concentration of people and data demand to Senegal, but the work of strengthening the country’s networks will continue long after the Games end. Mobile use will keep growing, operators will keep expanding their networks, and more aspects of daily life will depend on reliable connectivity.

The post What Dakar 2026 Means for Senegal’s Connectivity appeared first on Africa Outlook Magazine.

BEYOND TRADITIONAL BANKING

“Our approach is to build a strong common foundation across the group, with flexibility to respond to local needs.”

As client expectations, regulation, infrastructure, and digital maturity differ across African markets, Standard Bank shares a common direction whilst adapting how it delivers in each country.

A key part of that foundation is the bank’s common application programming interface (API) architecture, informed by the Banking Industry Architecture Network (BIAN).

“It gives our teams a shared language for defining banking services, making it easier to connect systems, reduce duplication, and reuse capabilities,” continues Rita Apell Akot, CIO at Stanbic Bank Uganda, who is also a BIAN board member.

“If we build a capability in one market, we should be able to adapt it for another without starting from scratch.”

Standard Bank already has BIAN-aligned APIs in production in South Africa (SA), Uganda, Kenya, Zambia, and Botswana. Those implementations give the bank practical lessons to draw on as it scales.

“Locally, we start with how our clients live and transact. In Uganda, for example, mobile money is central to everyday payments, whilst connectivity, affordability, and digital literacy influence how people access banking,” Akot explains.

That shapes Standard Bank’s priorities: simpler customer journeys, integration with local partners, and reliable services through familiar channels.

“Ultimately, I judge transformation by its outcomes: is banking easier for our clients, are they using the services, and can we deliver change faster and more reliably? The group provides scale and shared capabilities; our role in each market is to translate those strengths into meaningful local value,” she outlines.

COMMON TECHNOLOGY STANDARDS

Common technology standards help in two very practical ways: they make delivery more consistent and enable Standard Bank to move faster.

Internally, they give its teams a shared language and common foundation for designing services and APIs, which means less time spent reinventing the basics or resolving differences between systems.

Teams can build on what already exists, which reduces rework and makes delivery more predictable.

“That’s particularly valuable across multiple countries. If we develop a capability in one market, we should be able to reuse and adapt it in another whilst accommodating local regulation and client needs; that’s how consistency translates into speed – each market can benefit from the work and experience of others,” notes Akot.

BIAN provides that shared framework for banking capabilities. When teams have a common understanding of what an account or payment service does, it becomes easier to connect systems and reuse services, even where the underlying technology differs.

“The bigger payoff comes when we work with other organisations. Banks, FinTechs, mobile money operators, and technology providers all need to connect; if everyone works from different models, each connection requires translation and custom integration,” she points out.

That adds time, cost, and complexity; greater alignment reduces that friction and helps new services reach clients sooner.

“One of our biggest learnings is that adopting a standard within one organisation only takes you so far. Its value grows as the wider ecosystem starts speaking the same language.

“That’s why growing BIAN awareness and adoption across Africa matters to me, both as a CIO and as a BIAN board member,” Akot affirms.

Standards need to become part of how teams actually work, supported by skills, clear ownership, and governance.

The result Standard Bank is looking for is faster delivery, less duplication, and a more consistent, reliable experience for clients.

GREATER INTEROPERABILITY

Cross-border financial services remain a major opportunity for Africa, and greater interoperability between banks and payment systems can help make moving money across the continent faster and more seamless.

Interoperability is about making the whole payment journey work better for the client.

“A cross-border payment passes through several institutions and systems. When those systems exchange information consistently, we can reduce manual intervention, simplify reconciliation, and give clients better visibility of their money, which supports faster processing and a more seamless experience,” enlightens Akot.

From a Ugandan perspective, this matters for businesses trading across borders and people sending money to their families.

Connecting banks, mobile money operators, and payment networks more effectively can make those services easier to access and use.

“We’re seeing the practical relevance through the Pan-African Payment and Settlement System (PAPSS), where BIAN-aligned APIs within Standard Bank support our internal payment functionality,” Akot insights.

“BIAN provides a common framework for banking services, making it easier to connect our capabilities to wider payment infrastructure.”

The technology also needs to work alongside regulatory requirements, compliance controls, and settlement arrangements.

Reliability matters throughout – clients need confidence that their payment will reach its destination and any exceptions will be resolved promptly.

“That’s why broader collaboration is essential. Banks, payment networks, technology providers, regulators, and standards bodies all have a role,” acknowledges Akot.

“As a CIO and BIAN board member, I see shared standards as an important foundation for collaboration and making cross-border banking simpler, more reliable, and more accessible across Africa.”

COLLABORATION IS CENTRAL

Industry-wide collaboration is important in driving digital transformation across African financial services, particularly when it comes to the adoption of common technology standards.

“Collaboration is central because common standards become more valuable as more organisations adopt them,” asserts Akot.

“When banks and their partners work from a shared framework, it becomes easier to connect services, reuse capabilities, and bring new ideas.”

When Standard Bank first adopted BIAN internally, awareness amongst peer banks across Africa was relatively limited.

It therefore made community-building part of the journey.

“We hosted BIAN member meetings in Cape Town, bringing together architects from banks, insurers, and technology providers. That engagement helped lead to the creation of the BIAN Africa Chapter, with a network of 185 members,” Akot tells us.

“Of course, the responsibility goes beyond adopting standards within our own bank. As technology leaders, we also need to share practical lessons, build local capability, and help others understand the business value. There is an opportunity to bring more African banking leaders and technology providers into that conversation.

“Some of our biggest challenges from cross-border payments to resilience require collective action. We can collaborate on the foundations whilst continuing to compete through the quality of our services; that gives us a stronger basis for delivering simpler, more reliable banking across Africa,” she states.

CONNECTED JOURNEY

Banking and insurance are increasingly interconnected in many African markets.

The biggest opportunity is to make it feel like one connected journey for the client, from identifying a need and taking out cover to paying premiums and making a claim.

Banks bring client relationships and distribution, insurers bring protection expertise, and technology providers help connect those capabilities.

“We saw the potential when we assessed BIAN. It covered roughly 80 percent of the insurance capabilities we needed, but insurance products weren’t formally represented in the reference architecture,” Akot weighs up.

“We took that gap to the BIAN community, which led to the Insurance Product Working Group. Standard Bank chairs the group, bringing together five insurers, six banks, and Astute, an insurance data exchange in SA.

Key gaps to address include consistent definitions of customer, policy, and claims information, and reliable connections between banking and insurance systems.

Shared APIs can help reduce repeated data capture, simplify premium reconciliation, and improve visibility of a claim’s progress, whilst clear consent and data protection arrangements are equally essential.

“The lesson is that we should use these gaps as opportunities to collaborate. By developing common approaches together, we can reduce duplication and make insurance easier to access and service through the banking channels clients already use,” Akot sets out.

CONVENIENCE AND TRUST

As digital financial services continue to evolve across Africa, there is also the opportunity to make banking fit more naturally into clients’ everyday lives.

Whether someone is paying a supplier, sending money across borders, or taking out insurance, the experience should be simple, connected, and reliable.

That starts with removing friction: fewer steps, less repeated information, and a smooth transition between digital channels and human support. A client should be able to start a journey on their phone and continue with a relationship manager without having to start again.

“Our work on APIs and BIAN-aligned architecture helps us connect and reuse services, so we can introduce new capabilities faster and integrate more easily with mobile money operators, FinTechs, and insurers,” assures Akot.

“Data and artificial intelligence (AI) offer further opportunities to personalise services and reduce manual processes, including the work we’ve been exploring on AI-assisted know your customer (KYC) reviews. We also need to design for different levels of connectivity and digital confidence, whilst building security and resilience into the experience.

“Convenience and trust have to go together,” she concludes.

The post Standard Bank : Beyond Traditional Banking appeared first on Africa Outlook Magazine.

Q&A WITH SAZINI MOJAPELO, CEO, VILLAGE ENTERPRISE

Firstly, why is entrepreneurship the best approach for achieving your aim of ending extreme poverty?

Sazini Mojapelo, CEO (SM): People living in extreme poverty do not lack ambition, ideas, or the determination to build better lives. What they too often lack is a genuine opportunity – access to the resources and support needed to turn their abilities into a sustainable livelihood.

That is what makes entrepreneurship so powerful. In many of the rural communities where we work, formal jobs are scarce. Emergency aid can be lifesaving, particularly during a crisis, but aid alone cannot provide a lasting source of income or give families greater control over their futures.

Entrepreneurship can – it enables people to earn a reliable income, build assets, withstand unexpected setbacks, and create choices for themselves and their children.

It can be transformative, but success requires the right foundation. Giving someone money and simply telling them to start a business is not enough, particularly for a person living in extreme poverty.

Village Enterprise uses a poverty graduation model that brings together the support first-time entrepreneurs need to be successful. Participants form companies in groups of three, develop a business plan, and receive training, start-up cash, and a year of mentoring.

They also join business savings groups, where they save together, access loans, and support one another.

The entrepreneurs own and run the companies themselves, and many go on to launch more businesses, diversify their income, invest in their families, and sometimes even create jobs for others in their communities.

Our role is not to determine their futures for them – it is to help remove the barriers that stand between them and the future they are capable of building.

Aid budgets are being cut across the West. How big of a setback is that for ending extreme poverty?

SM: The cuts are a serious setback. When aid budgets shrink, proven programmes reach fewer people at a time when conflict, climate shocks, and rising costs are pushing more families into extreme poverty. African governments cannot fill that gap overnight, and international donors and philanthropists remain essential.

At the same time, ending poverty across the continent requires a more sustainable, African-led model. Governments have the reach and infrastructure to bring proven approaches to national scale. In Rwanda and Kenya, for example, governments are investing in poverty graduation and building teams to deliver their own programmes.

Village Enterprise is helping them develop the skills and systems to do that successfully.

This is not a choice between international support and African leadership. Donor funding can help build evidence, strengthen government systems, and support early implementation.

Governments can then embed successful programmes within national systems and sustain them at scale.

Your Delivering Resilient Enterprises and Market Systems (DREAMS) programme works with refugees. What have you learned from this?

SM: Refugees are often treated as though displacement is temporary and emergency assistance is all they need. Yet, many of the people in our programmes have lived in refugee settlements for years and will most likely remain there for years to come

Meeting immediate needs is essential, but refugees also need opportunities to earn, save, and build sustainable livelihoods.

DREAMS, which we deliver with Prosper Global in Uganda and Ethiopia, has reached more than 22,000 refugee and host-community households.

Independent, randomised, controlled trials found participating households had higher monthly income and consumption than households in the control groups. Across both countries, savings rose by more than 90 percent and household assets increased by between 20 and 24 percent.

Those gains mean more nutritious food, education for children, healthcare, and greater protection from future shocks.

The most important lesson is that refugees are not passive recipients of aid. With the right support and access to markets, they can build successful businesses, support their families, and strengthen the local economies around them.

Why do you believe women make up about 80 percent of the entrepreneurs you work with?

SM: The reason is simple. When a woman has the ability to earn an income, she invests her earnings back into her family. The money goes straight to food, school fees, and healthcare. Backing women is one of the most reliable ways to lift a whole household out of extreme poverty.

Why does it matter that Village Enterprise is now led from Africa?

SM: Being closer to the communities we serve shapes how we understand challenges, build relationships, and make decisions. A policy or programme that appears sound on paper can look very different when put into practice. Africa-based leadership brings that context and proximity into our decision-making from the beginning.

I also believe that African leaders should be setting the direction for African development. As Village Enterprise’s first Africa-based CEO, I can work closely with the entrepreneurs, staff, governments, and partners whose knowledge and experience should shape our strategy.

This transition builds on the strong foundation established by the leaders who came before me. It brings our leadership closer to our work and strengthens our ability to develop African-led solutions that governments can adopt and scale.

What would you ask of the business leaders reading this?

SM: I would ask business leaders to consider the role their companies can play in ending extreme poverty. Financial support remains essential: it enables organisations like Village Enterprise to reach more entrepreneurs, test new approaches, and demonstrate what works. However, businesses can also contribute expertise, technology, networks, and access to markets.

That could mean bringing rural entrepreneurs into your supply chains, offering professional advice, or even providing tablet devices and data for digital training.

Finally, what makes this work personal for you?

SM: I grew up in Zimbabwe. My mother had me when she was a teenager, and no matter how hard she worked, money was always tight. We took the bus everywhere, and I would look at families passing us in their cars and wonder why life appeared so much easier for them. Nobody could give me a clear answer.

I wanted to understand why hard work led to such different outcomes, and that childhood question has been the golden thread throughout my career.

When I meet the rural women in our programmes today, I see my mother in them – hardworking, resilient, and devoted to their children and families.

They do not lack ambition or effort. What they need is a fair chance – start-up cash, training, mentoring, and the support to turn their abilities into sustainable livelihoods.

The post Village Enterprise : Ending Extreme Poverty Through Entrepreneurship appeared first on Africa Outlook Magazine.