Full Battery Dump Truck Demonstration Highlights Progress Toward Zero-Emission Mining

The “Battery Truck & Electrification Showcase” brought together close to 30 mining customers from approximately 25 companies to observe the battery-electric haul truck operating and charging under overhead trolley lines at the mine site.

The event followed a technological feasibility trial conducted at Kansanshi Copper Mine between June 2024 and August 2025.

Mine-Site Operating Data Supports Commercialisation Plans

According to Hitachi Construction Machinery, the Full Battery Dump Truck achieved zero CO2 emissions during trial operations at the Zambia mine, where approximately 92% of the country’s electricity supply comes from hydropower.

During the trial, the truck covered more than 4,000 kilometres of haul road distance and transported over 30,000 tonnes while operating in line with its development targets.

The trial also demonstrated improved acceleration and reduced noise levels compared with conventional operations.

Attendees at the showcase were able to inspect the truck’s design, which maintains manoeuvrability and stability without changing gross vehicle weight when loaded or altering the centre of gravity.

Electrification and Trolley Infrastructure in Focus for Mining Operations

The feasibility trial was conducted in partnership with First Quantum Minerals, which provided access to its existing trolley line infrastructure and operational experience with trolley dump trucks.

The showcase also included demonstrations of other mining technologies from the Hitachi Construction Machinery Group, including electric excavators, diesel trolley trucks, Bradken buckets and dump bodies, alongside digital mining solutions including Wenco FMS and LANDCROS Connect Insight.

“We are delighted to have successfully completed the technological feasibility trial in partnership with First Quantum and to have showcased the results to many customers,” said Hiroshi Kanezawa, Hitachi Construction Machinery Executive Officer, Vice President of Mining Business Unit.

“The real-world operating data obtained from this technological feasibility trial demonstrates the Full Battery Dump Truck’s capability for continuous operation in actual mine sites, enabling us to propose optimal operational plans and trolley line designs.”

He added: “We will continue to refine this innovative technology and solutions with a view to commercial deployment in FY2027, contributing to sustainable mining operations by leveraging diverse power sources while achieving zero emissions and greater energy efficiency.”

First Quantum Highlights Role of Pit Electrification in Decarbonisation Strategy

First Quantum said the project supports its broader focus on reducing the carbon intensity of copper production.

“Pit electrification is an area of focus for First Quantum as we seek productive, safe and profitable decarbonization of our mining activities in order to deliver lower carbon intensity copper that will be essential for the global energy transition,” said Gordon White, Director of Mining Operations and Technology for First Quantum Minerals.

“Our extensive trolley line infrastructure and Zambia’s renewable energy provided an optimal environment for validating this groundbreaking technology. The success of the trial marks a significant step towards decarbonization in the mining industry.”

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Key Developments

• Research found mixed robusta plantings increased yields by up to 86%
• Study evaluated 18 coffee varieties across four regions in Côte d’Ivoire
• Six top-performing varieties were officially registered for farmer deployment
• Findings support climate resilience and long-term coffee supply sustainability
• Coffee blend also demonstrated improved cup quality and flavour profile

Coffee Breeding Research Targets Climate Resilience

Nestlé has announced new research findings showing that planting a carefully selected combination of robusta coffee varieties can substantially improve agricultural productivity while supporting climate resilience in coffee-growing regions.

The multi-year study, conducted by the Nestlé Institute of Agricultural Sciences in collaboration with Centre National de Recherche Agronomique (CNRA), found that a blend of six robusta varieties increased yields by up to 86% compared with commonly used local coffee varieties.

The research was carried out across four coffee-growing regions in Côte d’Ivoire, where climate variability and declining productivity are increasingly affecting coffee farming operations and supply-chain stability.

Six-Variety Blend Delivers Higher Yield and Improved Quality

Since 2018, researchers evaluated 18 robusta coffee varieties for yield performance, drought tolerance, bean quality, flavour characteristics, and resilience under climate stress conditions.

The six strongest-performing varieties — including two developed by Nestlé and four developed by CNRA — were then tested in combination to assess whether mixed planting strategies could improve outcomes further.

According to the findings, the six-variety blend delivered the best overall results, improving not only yield performance but also crop resilience and beverage quality.

Sensory testing showed that coffee produced from the varietal mix had a smoother flavour profile with reduced bitterness and fewer woody notes commonly associated with robusta coffee.

Supporting Farmer Livelihoods and Supply Security

The six coffee varieties have now been officially registered in Côte d’Ivoire and will be distributed to farmers through cooperatives participating in the Nescafé Plan, Nestlé’s sustainable coffee sourcing program.

“Côte d’Ivoire, the third-largest coffee producer in Africa, is feeling the effects of climate change, with shifting rainfall and rising temperatures impacting crop health and yield,” said Hubert Coffi, Agronomy Manager for the Nestlé Institute of Agricultural Sciences in Côte d’Ivoire.

“Together with partners such as CNRA, we are exploring resilient coffee varieties to help protect farmers’ livelihoods and ensure consumers can continue to enjoy great-tasting coffee in the future.”

The initiative reflects growing efforts across the food and beverage sector to strengthen agricultural supply chains against climate-related disruptions while supporting long-term farmer productivity and economic resilience.

Regenerative Agriculture and Farmer Training Remain Central

Nestlé said the breeding program is supported by its experimental farm in Zambakro, Côte d’Ivoire, where researchers collaborate with local agricultural partners and plant science teams based in France.

In parallel with varietal development, the company said it continues to work directly with coffee growers on regenerative agriculture practices designed to improve long-term soil health and farm sustainability.

Farmers participating in the program receive hands-on agricultural training aimed at improving cultivation methods and adapting production practices to evolving climate conditions.

The post Nestlé Research Shows Coffee Variety Blends Could Improve Climate Resilience and Boost Yields by 86% appeared first on Africa Outlook Magazine.

AN INDUSTRY-LEADING ‘PET’-TACULAR EVENT

Boasting upwards of 2,150 exhibitors from 68 countries and anticipating over 40,000 trade visitors from 140+, Interzoo 2026 is more than just the leading trade fair for the global pet industry; it is an unmissable event for all players in the ever-growing sector.

Taking place at the NürnbergMesse exhibition centre in Germany from 12-15 May, Interzoo 2026 is the most important business-to-business trade fair for the industry, presenting an opportunity to immerse oneself in the world of pet products and make countless contacts with international experts, producers, and suppliers of pet food and accessories.

As ‘the place to be’ for anyone who works with pets – from shop owners and retailers to groomers and wholesalers – this event is an unparalleled incubator and catalyst for new trends and fresh ideas in the sector, offering a platform to observe current market developments in all areas of the international industry and engage in dialogue with top decision-makers.

Presenting a comprehensive range of products and trends for pets and domestic animals, Interzoo 2026 allows for a global market overview of the latest in pet food, care products, and accessories for dogs, cats, small mammals, birds, ornamental fish, and terrarium animals.

SHOWCASING A ONE-OF-A-KIND SUCCESS STORY

Among this year’s exhibitors, Montego Pet Nutrition represents a compelling African success story. Having already established export markets across Africa, the Middle East, Europe, and the US – including successfully navigating complex GCC regulatory requirements and entering the US market with its Karoo Wild range of African antelope-based dog treats – Montego is not approaching Interzoo as a newcomer. It arrives as a leading brand with world-class FSSC 22000-accredited facilities, a robust innovation pipeline, and a growing portfolio that spans complete nutrition, functional treats, and licensed product ranges, including PAW Patrol.

“Our presence at Interzoo 2026 will serve as our most prominent global platform yet for engaging buyers and distributors across multiple markets. We look forward to showcasing our latest innovations to the international pet industry,” says Johan van Jaarsveld, Managing Director of Montego Pet Nutrition.

The company’s guiding philosophy of Better Every Day is not aspirational language. It reflects a deliberate, disciplined approach to product development, manufacturing excellence, and long-term market building that has taken a small Karoo operation to over 350 SKUs, a 100,000-tonne annual output, and distribution across more than 35 countries.

At Interzoo 2026, the world will see what Africa’s pet nutrition industry is capable of. Visit Montego Pet Nutrition at Stand 2-517.

The post Montego Pet Nutrition : The World’s Frontmost Pet Industry Trade Fair appeared first on Africa Outlook Magazine.

A New Model for Sustainable Coffee Supply Chains

Airbus Defence and Space and JDE Peet’s have partnered to deliver what is described as the world’s first comprehensive, open map of coffee plantations—an initiative designed to support deforestation-free and more resilient coffee supply chains.

The effort, led by JDE Peet’s through the Coffee Canopy Partnership, brings together major coffee traders and roasters alongside institutional support from the UK Foreign, Commonwealth & Development Office (FCDO) and the UN Food and Agriculture Organization (FAO). The goal is to move beyond fragmented sustainability efforts and enable a more coordinated, landscape-level approach to supply chain transparency.

Satellite Data and AI Enable New Levels of Supply Chain Visibility

At the core of the initiative is the integration of very high-resolution satellite imagery with advanced artificial intelligence models. By combining Pléiades (50 cm) and Pléiades Neo (30 cm) imagery with AI trained on large datasets, the partnership can identify and monitor coffee plantations with unprecedented precision.

These capabilities have already been deployed across multiple countries in East Africa, covering more than 1.2 million km² of complex agricultural landscapes, including shade-grown and agroforestry systems.

The resulting data provides stakeholders across the value chain—from governments to producers—with actionable insights to identify deforestation risks, support landscape restoration, and strengthen long-term supply resilience.

“Leveraging our very high-resolution Pléiades and Pléiades Neo satellite imagery combined with advanced AI capabilities, Airbus helps identify deforestation risk and protect our world’s forests, while simultaneously empowering food producers and smallholder farmers with the transparency and reliable data needed to strengthen their resilience and build a truly sustainable supply chain,” said Eric Even, Head of Space Digital at Airbus Defence and Space.

From Fragmented Initiatives to Industry-Wide Collaboration

“The Partnership is designed to move beyond fragmented, company-led deforestation initiatives by fostering collaboration at a landscape scale – supporting efforts to map and safeguard coffee-growing regions, not just individual supply chains,” said Laurent Sagarra, VP Engagement at JDE Peet’s.

“This is not another certification scheme; it is a sector-led initiative aimed at strengthening collective action to help keep forests vibrant and reduce the risk of coffee-driven deforestation over time.”

This collaborative model reflects a broader trend in food and beverage supply chains, where shared data ecosystems are becoming critical to addressing systemic sustainability challenges.

East Africa Coverage

The Partnership initiative launches with an East Africa pilot covering Ethiopia, Tanzania, Kenya, Uganda, Burundi and Rwanda – mapping 1.2 million square kilometers of coffee landscapes. Building on the pilot’s success, the Coffee Canopy Partnership will aim to achieve worldwide coverage of all coffee-growing regions in 2027 through expanded industry and institutional co-investment.

The Partnership aims to support coffee-related deforestation remediation efforts over time, subject to the availability of validated data and in collaboration with governments and local communities, with the objective of contributing to landscape restoration and reducing future forest loss.

“The initiative led by JDE Peet’s and Airbus is well aligned with the AIM4Commodities program (Accelerating Innovative Monitoring for Forests and Commodities), through which FAO promotes transparent and sustainable commodity production, encouraging sector-wide transformations toward open and inclusive data and technical solutions, protecting forests whilst leaving no one behind,” said Julian Fox, Team Leader on Forest Monitoring, UN Food and Agriculture Organization (FAO).

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Africa Growth Strategy Driven by Conversions and New Market Entries

The milestone reflects strong momentum for the group’s African business, with more than 15 new hotels signed and roughly 2,500 rooms added over the past 12 months alone. The expansion also includes new market entries in the Democratic Republic of Congo and Zimbabwe.

Radisson Blu continues to anchor the company’s established footprint across Africa, while the Radisson brand has emerged as its fastest-growing flag, supported by a strong conversion strategy and a pipeline focused on faster openings.

Over the past five years, Radisson and Radisson Blu have ranked among the most signed hotel brands in Africa, with one of the highest shares of cumulative openings across the region.

The past year marked a new benchmark, with over 2,500 rooms signed and multiple new market entries strengthening the group’s continental reach.

Morocco, South Africa and Nigeria Remain Priority Growth Markets

According to the company, Morocco, South Africa, and Nigeria remain its core priority markets, where it is expanding both operational presence and brand distribution.

Elie Younes, Executive Vice President and Global Chief Development Officer at Radisson Hotel Group, said: “We’ve crossed the 100-hotels mark in Africa by staying true to our values, executing our plan, and delivering compelling results to owners while moving fast on quality conversions.”

He added: “The next phase evolves into a geographic focus in Morocco and Nigeria and strengthens our presence in South Africa with a concrete pipeline under construction. The trust of our owners, the momentum of our journey, and the expertise of our regional leadership will drive resilience and unlock opportunities.”

Nigeria Pipeline Highlights Strong Owner Confidence

Nigeria remains one of the clearest examples of the group’s strategy in action.

Radisson Hotel Group now has 13 hotels in operation and pipeline across the country, while Abuja alone accounts for a significant share of future growth, with three hotels totaling 458 keys currently in active development.

The company also recently signed Radisson Collection Lagos Atlantic, further strengthening its premium positioning in the market.

South Africa Expansion Targets Leisure and Secondary Cities

In South Africa, the group is reshaping its growth strategy with a stronger focus on Cape Town, while also targeting secondary cities such as Durban and Pretoria.

Leisure destinations are also becoming a bigger priority, including opportunities around Kruger National Park, Sun City, and the Garden Route.

It  also plans to enter Zanzibar and is exploring lodge, safari, and affiliation opportunities across Namibia, Botswana, and Zambia to meet growing demand for nature-led travel experiences.

Hotel Conversions Remain Key to Speed and Scale

Conversions continue to play a central role in the company’s African growth model.

Over the past five years, more than 15 hotels — representing nearly 3,000 rooms — joined the portfolio through conversions, helping the group accelerate openings while maintaining brand standards and delivering value for owners.

This strategy has supported faster market entry and reduced time-to-opening compared with traditional development models.

New Signings Expand Reach Across Central and Southern Africa

Recent signings underline the breadth of the pipeline, spanning city hotels, resort destinations, and quick-to-market conversions.

These include Radisson Blu Kinshasa and three Radisson hotels in Lubumbashi, alongside Radisson Harare and Park Inn Victoria Falls.

In Morocco, the group added Radisson Blu Resort & Conference Center, Casablanca Bouskoura and its first Radisson hotel in Rabat, while further expansion is also planned in Marrakech.

The post How Radisson Hotel Group’s 100-Hotel Africa Milestone Signals Faster Expansion appeared first on Africa Outlook Magazine.

BRIDGING THE CONSTRUCTION DIVIDE

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

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

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

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

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

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

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

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

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

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

BUILDING THE PORTFOLIO

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

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

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

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

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

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

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

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

ROAD REHABILITATION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

THE WAY OF WATER

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

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

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

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

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

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

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

LED BY PASSION

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

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

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

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

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

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

SAFETY AS A PRIORITY

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

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

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

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

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

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

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

THE NEXT CHAPTER

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

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

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

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

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

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

WBHO CONSTRUCTION PARTNER

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

A STORY OF AFRICAN MANUFACTURING

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

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

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

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

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

A ZAMBIAN SUCCESS STORY

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

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

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

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

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

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

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

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

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

A UNITING, CENTRAL STRENGTH

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

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

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

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

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

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

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

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

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

BIGTREE BEVERAGES

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

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

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

“This is where BigTree Beverages has become strong.”

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

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

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

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

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

LOCALLY DRIVEN INDUSTRIALISATION

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

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

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

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

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

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

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

BUILT ON TRUST

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

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

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

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

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

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

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

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

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

STRENGTHENED BRANDS

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

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

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

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

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

TRADE KINGS GROUP PARTNER

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INTEGRAL TO THE INDUSTRIAL LANDSCAPE

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

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

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

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

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

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

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

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

DEEPENING END-TO-END VALUE

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

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

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

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

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

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

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

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

PROUDLY NAMIBIAN

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

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

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

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

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

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

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

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

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

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

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

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

INTEGRATED DELIVERY AT SCALE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

LONG-TERM INDUSTRY STRENGTH

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

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

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

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

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

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

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

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

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

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

LEAVING A POSITIVE FOOTPRINT

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

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

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

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

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

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

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

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

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

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

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

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

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

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

CARGO AT THE CORE

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

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

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

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

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

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

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

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

LOGISTICS LIFECYCLE 

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

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

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

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

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

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

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

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

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

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

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

TRUSTED ECOSYSTEMS 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

OWNERSHIP MENTALITY 

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

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

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

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

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

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

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

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

PEOPLE BUSINESS 

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

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

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

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

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

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

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

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

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

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

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

FUTURE FOCUS 

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

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

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

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

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

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

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

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

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

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

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

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POWDER TO THE PEOPLE

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

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

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

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

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

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

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

GROWING PRODUCT PORTFOLIO

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SUPPORTING COMMUNITIES, BUILDING FUTURES

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

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

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

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

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

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

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

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

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

SUPPLY CHAIN LOCALISATION

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

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

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

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

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

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

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

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

VISION FOR SUSTAINABLE GROWTH

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

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

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

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

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

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

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

GOLDEN PROGRESS

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

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

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

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

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

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

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

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

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

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

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

MULTI-ASSET PRODUCER

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

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

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

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

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

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

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

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

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

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

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

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

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

COMMUNITY ENGAGEMENT

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

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

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

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

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

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

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

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

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

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

ESIA APPROVAL

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

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

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

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

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

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

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

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

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

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

NOURISHING A NATION

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

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

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

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

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

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

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

EVOLVING INTO A PRODUCTION POWERHOUSE

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

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

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

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

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

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

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

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

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

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

STRATEGISING THE SNACK SECTOR

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ADAPTING TO CHANGING DYNAMICS

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

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

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

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

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

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

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

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

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

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

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

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

CUSTOMER-CENTRIC INNOVATION AND INVESTMENTS

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

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

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

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

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

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

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

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

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

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

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

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

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

CHAMPIONING LOCAL DEVELOPMENT

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

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

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

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

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

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

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

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

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

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

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

BOKOMO NAMIBIA PARTNER

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

NATURAL, LOCAL, AND INCLUSIVE

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

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

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

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

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

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

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

SHIFTING LANDSCAPE

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

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

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

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

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

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

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

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

MORE THAN A PRODUCT

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

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

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

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

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

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

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

STRENGTH AND RESILIENCE

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

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

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

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

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

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

THE NEXT STEPS TO SUCCESS

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

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

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

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

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

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

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

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

A SUSTAINABLE PROTAGONIST IN MOBILITY SOLUTIONS

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

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

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

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

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

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

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

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

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

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

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

LONG-TERM COMMITMENT

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

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

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

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

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

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

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

LEADING ROLE IN MOBILITY SOLUTIONS

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

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

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

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

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

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

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

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

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

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

DRIVING TOWARDS THE FUTURE

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

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

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

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

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

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

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

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UNBUCKLING THE WEST AFRICAN GOLD BELT

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

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

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

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

GHANAIAN OPERATIONS 

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

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

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

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

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

WORKFORCE AND COMMUNITY 

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

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

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

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

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

METHOD IN THE MINING 

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

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

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

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

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

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

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

STRATEGY FOR SUCCESS 

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

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

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

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

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