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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 115th edition of Africa Outlook magazine.
Translating as ‘cornerstone’ in Hebrew, Rosh Pinah Zinc (RPZ) is the cornerstone of Namibian mining and this issue’s front cover.
RPZ’s roots trace back to the discovery of the Rosh Pinah ore deposit, which subsequently became one of the country’s most important sources of zinc concentrate, contributing significantly to the national economy.
Its full potential is now being unlocked through the development of the RP2.0 expansion project, which is expected to nearly double the mine’s output.
“Even amidst ongoing change, RPZ has consistently produced high-grade zinc and lead concentrates, making a significant contribution to Namibia’s export revenue and local economic development,” says Alex Mayrick, General Manager.
“The RP2.0 expansion project will drive innovation, boost efficiency, and support sustainable growth, firmly establishing RPZ as a leading operation for years to come.”
Mike Buyskes Construction (MBC) is likewise a leading South African construction firm that specialises in commercial and retail spaces, as well as commercial tourism and lodges as a specialist niche offering.
MBC is recognised for the quality of its work, proactive involvement in contracts, and timely completion of projects, driven by family values and differentiated by its family culture.
“We are far more adaptable to a changing environment and seen as very proactive and engaging with professional teams and developers,” acclaims Managing Director, Jayson Buyskes, whose late father Mike founded the familyowned business in 1972.
Since we last spoke to the Centre for Infectious Disease Research in Zambia (CIDRZ), the nation’s healthcare sector has progressed significantly.
HIV levels, for example, have now achieved epidemic control status, whilst the incidence of tuberculosis has reduced and case detection has increased.
As a Zambian non-government, non-profit organisation, CIDRZ works to improve health outcomes through research, service delivery, and training.
“CIDRZ combines scientific innovation with practical health solutions to strengthen Zambia’s health systems and improve lives,” outlines Chief Scientific Officer, Dr Monde Muyoyeta.
Other cornerstones of African industry featured in this edition include Moolmans, Afrimat Mining Services (Pty) Ltd, and Safresco.
We hope that you enjoy your read.
Jack Salter Head of Editorial,
Outlook Publishing
46 Afrimat Mining Services (Pty) Ltd
An Integrated Approach to Excellence
Pit-to-port solutions
54 Moolmans
Delivering Resources for a Better Future
One of Africa’s largest open-cut mining contractors
64 Sierra Mineral Holdings I Limited
The Future of Responsible Mining
Sustainably developing resources and communities
HEALTHCARE
70 Centre for Infectious Disease Research in Zambia
Researching for a Healthier Zambia
A beacon of excellence for medical research
78 Charlotte Maxeke
Johannesburg Academic Hospital
A Hub of Clinical Excellence
Pioneering cutting-edge medical procedures
CONSTRUCTION
84 Mike Buyskes Construction
With Passion from Pretoria From luxury lodges to commercial and retail spaces
92 GIBB
Complex Projects in a Complex Environment
Understanding the challenges and opportunities in South Africa
102 RDC Properties Limited
From Local Foundations to Global Heights Properties with purpose
FOOD & BEVERAGE
110 Safresco
Unpeeling the Flavours of Success Freshness and quality straight from the farm
MANUFACTURING
120 Bühler Group
Sustaining People and Planet
Prioritising food safety, security, and sustainability
128 Limak Cimentos SA
Manufacturing a Sustainable and Digital Future
Improving efficiency through innovative digitalised processes
132 Plastic Packaging
Leading Namibia’s Circular Packaging Future
Leveraging forward-thinking packaging technology
AVIATION
MILLION-DOLLAR INVESTMENT FOR NEW MEGA AIRPORT
THE AFRICAN DEVELOPMENT
BANK (AfDB) recently announced its plans to contribute USD$500 million towards the development of a new mega airport in Ethiopia.
Slated to be Africa’s largest airport, it will position the country amongst the world’s top 20 aviation hubs over the next decade, according to Ethiopia’s Minister of Finance,
Ahmed Shide.
Appointed as the project’s Mandated Lead Arranger, AfDB will lead efforts to raise as much as USD$8 million of funding for the building’s construction.
State-owned entity Ethiopian Airlines will also provide 20 percent of the project’s total finance, which is expected to reach USD$10 billion.
EDUCATION
CRAYDEL’S CROSSCONTINENTAL EXPANSION
CRAYDEL, A COMPANY FOCUSED on transforming education pathways in Africa, has further expanded its operations across the continent.
The Kenyan educational technology (EdTech) platform, which recently branched out into Burundi and Tanzania, helps students apply to universities abroad primarily via an artificial intelligence (AI)-powered
ECONOMY
KENYA FORECASTS ACCELERATED ECONOMIC GROWTH
THE PRESIDENT OF KENYA, William Ruto, has announced that he anticipates the country’s economy to grow by 5.6 percent in 2025 whilst at the Ninth Tokyo International Conference on African Development (TICAD 9) in Yokohama, Japan on Wednesday 20th August.
This forecast is higher than the 4.7 percent growth recorded in 2024 and surpasses projections of 5.3 and 5.2 percent made by The National Treasury and the Central Bank of Kenya respectively in June this year.
Whilst acknowledging potential headwinds from global trade disruptions and tariffs, Ruto expressed optimism about the trajectory of sustained growth in East Africa’s largest economy.
university matchmaker tool.
Its fourth expansion in under a year, the move solidifies Craydel’s position as the first Kenyan EdTech start-up to build a significant continental footprint, now operating across seven African nations.
The platform was initially set up to support the growing number of students seeking overseas education, with an estimated 400,000 individuals choosing to study abroad each year.
SUPPORTED BY THE NIGERIAN Communications Commission (NCC), Nigeria will become the first African country to adopt the AfricaBB-Maps initiative – an International Telecommunication Union (ITU)-led project.
The programme aims to provide comprehensive data on existing broadband networks to identify
LIBYA RETURNS AFTER 17-YEAR OIL HIATUS
OIL & GAS FOLLOWING A PAUSE ON its oil exploration activities, Libya is set to host its first exploration bidding round in 17 years.
The news came in the form of a televised address from the acting Chairman of the National Oil Corporation (NOC), Masoud Suleman. This move will solidify Libya as
coverage gaps and guide future investments in connectivity.
Funded, in part, by the European Union, Africa-BB-Maps also seeks to establish harmonised national broadband mapping systems across 11 sub-Saharan African countries, shaping policies and strategies that promote digital inclusion, bridge connectivity divides, and support socioeconomic growth across the continent.
The Executive Vice Chairman of the NCC, Dr Aminu Maida, praised the initiative as a vital catalyst for meeting the country’s national broadband targets.
AGRICULTURE
FORGING A NEW PATH FOR DIGITAL AGRICULTURE
THE AFRICAN FORUM FOR Agricultural Advisory Services (AFAAS) and the International Maize and Wheat Improvement Centre (CIMMYT) have taken steps towards expanding agricultural extension in Africa.
Africa’s second-largest oil producer and a significant player in the international gas market.
The announcement follows a sustained period of downtown in the country’s oil sector following decades of geopolitical disturbance and limited foreign direct investment.
The new bidding round is, therefore, a major turning point for the industry, opening the door to the exploration of new oil fields and increased capacity.
ETHIOPIA TO INCREASE CIVIL SERVANT SALARIES
ETHIOPIA’S FEDERAL CIVIL SERVICE Commission has recently announced that the minimum salary for civil servants will increase from ETB4,760 to ETB6,000, whilst the maximum salary will nearly double from ETB21,492 to ETB39,000.
In a statement released this month, the commission reported that the salary uptick is part of the
government’s ongoing effort to feasibly ease the burden of rising living costs without negatively impacting the country’s financial capacity.
According to official statistics, the salary adjustment will require an additional ETB160 billion of funding, raising the government’s total annual salary expenditure to ETB560 billion.
A groundbreaking webinar hosted on 13th August this year marked a strategic milestone in the AFAAS-CIMMYT collaboration, launching a joint initiative to codeploy and scale digital platforms that address critical gaps in agricultural extension.
Building on engagements from the Consultative Group on International Agricultural Research (CGIAR) Science Week in May, CIMMYT brings adaptable digital tools for farmers, alongside AIdriven advisory services.
Meanwhile, AFAAS leverages its extensive network to localise and scale these innovations.
Africa’s Carbon Moment is Now
The European Union’s (EU) July decision to consider reintroducing international carbon credits to meet its 2040 climate targets marks a major shift and a huge opportunity for Africa.
After years of scepticism towards offsets, Europe now recognises that net zero demands global cooperation, and Africa’s vast potential for nature-based and technological solutions will be essential.
At the same time, the UK is signalling change. The UK Emissions Trading Scheme (UK ETS) authority plans to integrate greenhouse gas removals into its trading scheme, with legislation due by 2028 and operations from 2029.
Whilst the initial focus is domestic, this creates scope for future crossborder offsets, potentially opening the
Dr Storm Patel, Commercial Director at TASC - a carbon finance and project development company uniquely positioned to identify emerging opportunities in the energy market – reflects on how a seamless payment ecosystem could unlock Africa’s gaming economy
Writer: Dr Storm Patel, Commercial Director, TASC
door for African projects to support UK compliance.
But there is a caveat. For Africa to become a meaningful supplier of high-quality credits to European and UK buyers, governments must act decisively now. The window to establish pragmatic Article 6 frameworks is narrowing, and competition is heating up.
THE CAPITAL CONNECTION
Having worked across four African countries developing both naturebased and device-based carbon projects, it’s clear that early alignment with Article 6 standards is critical for securing investment.
Investors are sitting on significant capital, waiting to deploy it into African projects, but only if they can trust the
regulatory framework. Above all, investors need a fair, predictable, and stable regulatory environment.
A central concern is how governments structure fees and the share of proceeds. If accreditation charges are high and governments claim 50 percent of credits or revenues, projects become unviable. African governments that offer reasonable, transparent fee structures will attract the lion’s share of capital.
From experience, fixed fees per credit work far better than percentage-based models. They are predictable, easier to model in financial projections, and give investors the clarity they need for long-term commitments.
LEARNING FROM THE GROUND UP
One of the clearest lessons from our work at TASC is that success under Article 6 will depend less on big policy declarations and more on how governments handle the small print, such as authorisation vintages.
The Article 6 rulebook allows countries to authorise credits back to 2021, yet some governments are hesitant to backdate, preferring only forward-looking approvals.
This seemingly small detail has major commercial implications. It risks cutting off valuable earlier vintages that are particularly important under schemes like the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA).
Buyers want access to the full pool of credits, not artificially restricted timeframes.
THE EXPEDIENCY AND CONSISTENCY IMPERATIVE
African governments must also prioritise speed. Developers are already gravitating towards countries with faster, clearer approval processes. If one country takes 18 months and five layers of review whilst another delivers in six months, capital will flow accordingly.
Consistency within governments matters too. Any momentum gained
is at risk of stalling if trained officials driving Article 6 work are moved elsewhere, something I have witnessed first-hand. In these early years, continuity of expertise is vital. Governments that build and retain institutional knowledge will reap long-term benefits.
BUILDING BUYER CONFIDENCE
For European and UK buyers who increasingly rely on international credits, confidence comes down to proof, not promises. When a credit is ‘correspondingly adjusted’, that claim must rest on clear documentation.
Buyers are asking tough questions: Is the adjustment labelled on the registry? Is the project listed in the host country’s Biennial Transparency Report? Has the adjustment been reflected in the national greenhouse gas inventory? Most importantly, is there a legally binding non-revocation clause?
Without firm answers, buyers wonder whether they need insurance to cover the risk that adjustments never materialise or are revoked later. This uncertainty kills deals and deters investment.
The solution is not perfectionism; it is pragmatism. African governments should resist designing Article 6 systems so complex that they never get off the ground. High-integrity markets do not require byzantine bureaucracy.
The most successful frameworks share common traits: clear, fixed fees; streamlined but robust approval processes; consistent application of rules; and transparent, accessible documentation. They prioritise getting quality projects operational quickly rather than designing theoretical perfection that deters investment.
PREPARING FOR A SUCCESSFUL FUTURE
Africa has natural advantages that position it well for this renewed focus on international credits: abundant opportunities for nature-based solutions, growing capacity for technological
interventions, and increasingly sophisticated domestic expertise.
Our continent can lead in providing the high-quality, transparently governed credits that international buyers demand. However, these advantages only matter if governments create enabling conditions for investment.
The EU’s July announcement, as well as CORSIA’s Phase 1 compliance deadline approaching at the end of 2027, creates urgency as other regions position themselves to capture international carbon finance. Africa’s window to establish itself as the preferred partner is open, but it will not remain so indefinitely.
The choice is clear. Build pragmatic, investor-friendly Article 6 systems now, or watch capital flow elsewhere. For those ready to act decisively, the opportunity to lead the global carbon market has never been greater. The question is not whether Africa can compete, but whether our governments will create the conditions that allow us to win.
ABOUT THE EXPERT
Having been appointed as the Commercial Director at TASC in 2024, Dr Storm Patel is a self-motivated and outgoing leader with a passion for establishing the business case for sustainability and climate action, translating this into actionable programmes. She has experience working across value chains and interacting with diverse stakeholders. In her ongoing role at TASC, Dr Patel looks forward to continuing to contribute positively to the fast-paced global issue of creating a sustainable future for all.
TRIUMPHANTLY GROWING GHANA
Barbex Group is a leading Ghanaian multi-business operator with roots in mining, agriculture, and technology. David Tabi, Head of Operations and Business Development, outlines how the company has been building its business on the foundations of integrity and excellence
Writer: Ed Budds
Founded in 1990 by Henry Tabi to serve the growing needs of Ghana’s mining sector, Barbex Group (Barbex) has been proudly enhancing the nation ever since.
“As one of the first Ghanaian-owned companies to start consignment stocks of critical reagents in the industry, we managed inventory and
Pictured centre: Henry Tabi, Founder
allowed mines to focus on their core operations,” introduces David Tabi, Head of Operations and Business Development.
The company quickly became, and still is, a trusted partner offering a wide range of solutions such as overseeing logistics and port services, exporting samples for lab analyses, and liaising with regulators and companies on interesting assignments such as visa assistance, amongst others.
“Many of these services have grown over the years to make us a leading supplier of mining reagents, industrial chemicals, and equipment. To date, we have represented reputable companies such as DuPont, Orica,
Evonik, CyPlus GmbH, Solvay, Dunlop, and many others,” he prides.
Barbex’s facility and warehouses in Tarkwa – complete with the stateof-the-art Jubilee Terminal, which houses stock control and inventory management systems – allow it to deliver just-in-time supply services for clients across Ghana and beyond.
This includes effectively storing, supplying, and managing various quantities of reagents such as quicklime, cyanide, activated carbon, and hydrogen peroxide.
“We pride ourselves on being the first Ghanaian service support company to earn the International Cyanide Management Code (ICMC)
certification, which reinforces our commitment to global safety and environmental standards.”
AHEAD OF THE CURVE
The global mining sector is evolving rapidly, with technology and sustainability shaping its future.
As such, digital tracking systems, automation, and environmentally responsible practices are now considered industry benchmarks.
“We have embraced these trends by deploying cutting-edge technology to improve service speed, accuracy, and safety. This ties in perfectly with our just-in-time delivery philosophy,” Tabi affirms.
Furthermore, to remain ahead of the curve, Barbex partners with renowned laboratories and technology innovators.
“These collaborations allow us to introduce advanced solutions that minimise environmental impact whilst increasing efficiency for our customers,” he adds.
For Barbex, the goal is simple – to deliver exceptional value without compromising the environment.
ADAPT AND OVERCOME
At present, Barbex is particularly excited about a strategic partnership with a technologydriven company that focuses on sustainable materials processing.
WHAT ARE YOU MOST PROUD OF OVERALL IN RELATION TO THE BUSINESS?
David Tabi, Head of Operations and Business Development: “Reaching 35 years as a fully Ghanaian-owned, family-run company in a sector dominated by global players is a remarkable milestone.
“The smooth transition of leadership from our founder Henry Tabi to Mary Asante-Asamoah is a proud achievement and a significant highlight in our 35-year history. Running the business with a female Executive Director is a masterstroke that has allowed Barbex to also flourish under her leadership whilst staying ahead of the curve.
“Our success and growth are built on integrity, safety, diligence, and excellence – values that have carried us through every challenge.
“Seeing Barbex expand from a local operation to a trusted name in West Africa’s mining industry is something we take immense pride
“For example, over the last 10 years, we have been supplying quicklime to the mining industry in Ghana – a feat we are particularly proud of, given the monopoly that had been placed on the chemical for more than 25 years.
“We hope to continue our success in this area by serving other countries in the sub-region as well.
“Prior to this achievement, in the early years, our ability to become one of the few to handle consignment stock for a mining giant was, and still is, one of our proudest moments.”
This initiative is designed to reduce environmental degradation through sustainable metal processing with traditional mining methods.
“In the modern age of environmental awareness and consciousness, Barbex is seeking to help in this regard. We are also looking into viable ways of ensuring sustainable production and manufacturing whilst safeguarding profit and longevity,” Tabi explains.
“It’s a bold step towards integrating secular economy principles into our operations and represents the future of mining support services in Ghana and beyond.”
The COVID-19 pandemic was one of the toughest periods for the company as it exposed vulnerabilities within global and local supply chains, forcing Barbex to rethink and redesign its operational model.
“We implemented a more flexible but resilient logistics framework, diversified our supplier base, and strengthened our digital capabilities to manage inventory and track shipments more efficiently,” he tells us.
This period of disruption became a turning point, enabling the company to identify bottlenecks, close gaps, and innovate in ways that continue to benefit its clients today.
“WE AIM TO BECOME NOT ONLY A TRUSTED SUPPLY CHAIN PARTNER FOR ALL IN THE VALUE CHAIN BUT ALSO A REGIONAL LEADER IN INTEGRATED MINING SOLUTIONS”
– DAVID TABI, HEAD OF OPERATIONS AND BUSINESS DEVELOPMENT, BARBEX GROUP
INNOVATION AND EXPANSION
Moving forwards, Barbex’s vision is to evolve further up the mining value chain.
“This means expanding and upscaling our operations beyond Ghana and scaling into sub-Saharan Africa whilst adding manufacturing and processing capabilities to our portfolio,” Tabi sets out.
“We aim to become not only a trusted supply chain partner for all in the value chain but also a regional leader in integrated mining solutions.”
The coming year will be one of innovation and expansion for the company.
As such, Barbex is exploring new lines of business within Ghana and the West African subregion, strengthening its logistics infrastructure, and forming new alliances and partnerships through the Ghana Chamber of Mines as well as other recognised institutions, all whilst leveraging advanced technologies to better serve its clients.
“Our focus is on creating a robust, diverse, dynamic, future-ready company that can compete on both regional and international stages,” he finishes with pride.
The Barbex management team
GREY PARROT SHOWCASING THE
The new community-run Grey Parrot Museum has recently opened on the edge of Kibale National Park in Uganda, becoming the first institution in Africa dedicated solely to parrots Writer: Jack Salter
Grey parrots are one of the world’s most intelligent, fascinating, and beloved– but threatened – bird species. Indeed, they are known for their advanced mimicry, social behaviour, and cognitive abilities, traits that have made them popular as pets worldwide. However, that demand has driven a devastating illegal pet trade which, along with habitat loss, is pushing wild populations of grey parrots towards extinction in much of West and Central Africa.
As a result, they are a highly endangered species listed under Appendix 1 by the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES).
AFRICA’S FIRST PARROT MUSEUM
Located in the biodiverse Ugandan village of Bigodi, the recently-opened Grey Parrot Museum showcases the biology, history, and conservation of this special animal.
GREY PARROT MUSEUM’S GOALS
• Raise awareness about parrot conservation and the impact of human activities on parrot populations.
• Educate visitors about parrot behaviours, social structures, and intelligence.
• Promote appreciation and respect for the parrots and their importance in ecosystems.
• Support parrot conservation efforts through partnerships, donations, and fundraising.
• Provide a platform for conservation messages, campaigns, and initiatives.
• Host events, workshops, and programmes for schools, communities, and parrot enthusiasts. GREY PARROT MUSEUM
• Inspire visitors to take action to protect parrot habitats and prevent extinction.
A TYPICAL DAY IN THE LIFE OF A GREY PARROT
A grey parrot’s day is determined by the weather; on a good day, parrots wake up from the roost and link up with others to determine their flyways and where to find food.
The parrots fly in pairs or flocks to the feeding sites, mostly in the community. They feed in the morning and have a little rest in the afternoon as they wait for the evening to have their last meals, before flying back to the forest for the night.
Bilingual displays in English and Rutooro – a Bantu language spoken mainly by the Tooro people from the Tooro Kingdom in Western Uganda – guide visitors through five themed sections, namely Introduction, Endangerment, Grey Parrots, History, and Local Conservation.
The museum’s exhibits explore the species’ natural history, the threats they face, and the innovative grassroots efforts emerging from Bigodi to protect them.
It is the brainchild of Director, Nick Byaba, a Bigodi native and professional bird guide who has long championed local conservation efforts.
The museum was developed in collaboration with a team from Brown University (Brown) in Providence, Rhode Island, including historian Professor Nancy J. Jacobs who is currently writing a book on the history of grey parrots.
With funding from Brown’s SPRINT/ UTRA programme and Department of History, three undergraduates from the university – Anna Zulueta, Stephen Ololade Ogunbiyi, and Alyssa Gorman – assisted with exhibit research, poster design, and educational programming.
COMMUNITY-BASED CONSERVATION
The Parrot Tree Caretakers Association (PTCA), a communitybased organisation founded by Byaba in 2020, takes a leading role in the development and management of the Grey Parrot Museum.
The PTCA cultivates and protects native fruit trees that are essential to the diet of grey parrots and other wildlife in the area.
There are over 28 different recorded tree species fed on by grey parrots in the wild and around their main
habitat, the state-protected Kibale National Park, with their favourite being the oil palm tree.
By supporting community-based conservation efforts for grey parrots, such as those led by the PTCA, locals are empowered to protect these intelligent birds and their habitats.
This helps to ensure a future where grey parrots thrive in the wild, free to soar for generations to come.
Whether a parrot enthusiast, a family looking for fun, or simply someone who appreciates the beauty of nature, the Grey Parrot Museum is a must-visit destination that leaves visitors inspired and educated.
SOWING THE SEEDS OF CHANGE
Armed with over 30 years’ experience in developing solutions for Africa’s agricultural industry and with a solid understanding of the challenges and opportunities it faces, Mike Ogg, Head of Africa and the Middle East for the global sustainable sugarcane platform Bonsucro, tells us about his commitment to developing the continent’s sugar industry to transform the lives of people and communities
Writer: Lily Sawyer
Africa Outlook (AO): Firstly, could you provide us with some insight into your career to date and explain how you became involved in various large agricultural infrastructure projects across Africa?
Mike Ogg, Head of Africa and the Middle East (MO): My career has been shaped by a deep interest in sustainability and rural development. I started out working on a number of large-scale rural development projects in Southern Africa, where I saw first-hand how climate variability and land degradation were impacting rural livelihoods.
That experience led me into broader agricultural development, where I could help bridge development objectives with economic opportunity for smallholder farmers and agri-businesses.
Over the years, I’ve worked on a range of agricultural infrastructure projects, from irrigation schemes and smallholder outgrower models to climate-smart farming systems and market access platforms.
My work has taken me across East and Southern Africa, often operating at the intersection of public policy, private investment, and community engagement.
What I’ve learned is that infrastructure in agriculture is not just about physical assets – it’s about building systems of trust, resilience, and inclusive growth. Importantly, it’s about growing people and communities to ensure resilience.
I became involved with Bonsucro because I saw a clear opportunity to drive sustainable change at scale through a recognised platform that combines credible certification with practical tools, robust data, and multistakeholder collaboration.
My role is to support African producers and stakeholders to align with global sustainability standards, unlock new market opportunities, and prepare for the environmental and social challenges ahead.
AO: What is your take on Africa’s sugarcane industry today? How have you seen it evolve over the years and what recent challenges or opportunities have you encountered?
MO: The African sugarcane industry is growing and has the right ingredients to thrive – both in terms of its natural resources and improving infrastructure.
Over the past two decades, Africa’s sugarcane sector has undergone significant transformation. Whilst still concentrated in countries like South Africa (SA), Eswatini, Mauritius, Egypt, Kenya, Zambia, and Sudan, regional production has grown through modernisation, improved irrigation, and the adoption of highyield crop varieties.
SA, for example, consistently produces around 18 to 20 million tonnes of cane annually, supported by both commercial estates and smallholder outgrowers.
“I BECAME INVOLVED WITH BONSUCRO BECAUSE I SAW A CLEAR OPPORTUNITY TO DRIVE SUSTAINABLE CHANGE AT SCALE THROUGH A RECOGNISED PLATFORM THAT COMBINES CREDIBLE CERTIFICATION WITH PRACTICAL TOOLS, ROBUST DATA, AND MULTI-STAKEHOLDER COLLABORATION”
– MIKE OGG, HEAD OF AFRICA AND THE MIDDLE EAST, BONSUCRO
There are challenges too, though. The climate is having a negative effect – systems were built around a climate that was known, but that is now changing and its unpredictability is problematic.
Whilst the infrastructure is improving, it is also still a limiting factor and, on top of all that, there are new rules with the introduction of various European Union (EU) regulations like the Corporate Sustainability Due Diligence Directive (CSDDD) and EU Deforestation Regulation (EUDR), as well as human rights due diligence (HRDD).
At the same time, regional trade agreements, technological innovation,
and sustainability initiatives are creating opportunities.
Modernised irrigation systems, preferential export access under regional and EU trade agreements, and growing interest in bioethanol and cogeneration offer multiple pathways for transformation.
AO: In the context of the global sugar market, how big a role does Africa play? How does a Bonsucro certification enable more farmers from the continent to access international markets?
MO: With 35 out of 54 African countries producing sugarcane, the continent is a major region for the crop.
Advancing responsible practices amongst African producers is vital to our collective journey to transform the sector.
Bonsucro is a voluntary global sustainability platform and standard for sugarcane, with a growing presence in and focus on Africa. Currently, there are 12 Bonsucro members on the continent and two certified mills.
Our certification enables producers to access high-value international markets by meeting global benchmarks for environmental, social, and economic sustainability.
It assures buyers that sugarcane is produced responsibly with controlled use of water and fertiliser, in compliance with greenhouse gas (GHG) and traceability requirements, and particularly without forced or child labour.
Several countries provide clear examples of this pathway:
• Brazil – Bonsucro-certified mills are amongst the top exporters of sugar and ethanol to the EU and Japan. Certification has enabled them to meet the EU’s Renewable Energy Directive (RED) sustainability criteria and secure contracts for sustainable aviation fuel (SAF) and bioethanol.
• Thailand – Certification has helped Thai producers build credibility and traceability in competitive Asian markets, particularly for food-grade and specialty sugars.
• India – Indian mills working with smallholder groups have used Bonsucro certification to access multinational buyers looking for ethically sourced sugar for branded products.
For African producers, this certification not only opens EU and UK markets, where sustainability standards are increasingly enforced, but also makes them eligible for credit trading through the likes of Bonsucro’s Credit Trading Platform.
This allows certified producers to monetise sustainability performance even when physical traceability is difficult.
With environmental, social, and governance (ESG) regulations tightening in the EU and new traceability requirements emerging under the EU Green Deal and CSDDD, certification is becoming not just a
benefit but a necessity.
African producers who meet these standards will be best positioned to supply Europe’s regulated sugar markets and biofuel sectors.
Furthermore, international buyers – particularly food and beverage and bio-packaging companies – are increasingly prioritising suppliers that offer transparency and meet sciencebased targets.
Certification helps African producers to become part of these responsible supply chains and compete on quality, not just price.
AO: Could you provide an overview of Bonsucro’s Climate Action Toolkit and how it seeks to help African farmers assess climate risks and build resilience?
MO: Bonsucro’s Climate Action
Toolkit is a suite of practical tools designed to help sugarcane producers, particularly in vulnerable regions like Africa, to measure, manage, and reduce their GHG emissions whilst preparing for climate impact risks.
The toolkit includes the:
• Bonsucro Calculator – A robust tool that assesses GHG emissions at farm and mill level using sugarcane-specific life cycle analysis. It also supports compliance with sustainability standards like the EU RED and helps identify areas for efficiency gains. There are 300 data points, of which 82 are used to calculate land management and land use change GHG emissions.
The calculator uses the GHG protocol and components of the Greenhouse Gases, Regulated Emissions, and Energy Use in Technologies (GREET®) lifecycle model to ensure international standardisation.
• ClimateCane Tracker – Developed to help companies set science-based GHG reduction targets. It supports producers in estimating emissions from land use, fertiliser
application, and processing, and helps align operations with the Paris Agreement targets.
• Soil Carbon Accumulation Tool (under development) – Assesses the carbon sequestration potential of improved land management practices, including no-till farming, straw retention, and organic fertiliser use.
This is particularly relevant for African producers looking to tap into carbon finance or climate funds. This may be included in the calculator in due course.
• Climate Resilience Tool (under development) – In partnership with Better Cotton, the Alliance of Bioversity International, and the International Center for Tropical Agriculture (CIAT), this tool supports farmers in conducting climate vulnerability assessments and developing location-specific adaptation plans.
This is particularly important in the African context as many farmers in Africa feel a disproportionate impact of climate change on their production. By understanding the potential
impacts of climate on the physiological and production parameters of the sugarcane crop and production systems, farmers are able to develop adaptation plans with a future climate lens. This can then be used to apply for green funding for their operations.
Together, these tools enable African farmers and mills to futureproof their operations, whether by reducing emissions, improving soil and water health, or qualifying for green climate funding.
Importantly, Bonsucro is working to ensure these tools are accessible, user-friendly, and locally adaptable to the needs of African producers.
AO: How might farmers and producers operating in this space leverage new and emerging technologies to enable more sustainable production?
MO: Farmers and producers in Africa’s sugarcane sector have a growing opportunity to adopt emerging technologies that improve both sustainability and profitability.
Credit: Nicolas Viart
“OUR GOAL IS TO ENSURE MORE AFRICAN PRODUCERS ARE EQUIPPED TO MEET GLOBAL MARKET DEMANDS FOR TRACEABILITY, ENVIRONMENTAL STEWARDSHIP, AND ETHICAL LABOUR PRACTICES”
–
Precision agriculture tools such as global positioning system (GPS)guided planting, soil sensors, and drone-based crop monitoring can help optimise input use, reduce water consumption, and improve yields.
For example, variable-rate fertiliser application reduces run-off whilst lowering costs and smart irrigation systems can ensure efficient water use in drought-prone areas.
Tools like the ClimateCane Tracker and Bonsucro Calculator enable producers to quantify their emissions, identify hotspots, and develop sciencebased mitigation plans, thereby
aligning them with international buyers’ ESG expectations.
Meanwhile, blockchain-based traceability, now being piloted in parts of Asia and Latin America, has the potential to transform transparency in African supply chains – building buyer confidence and facilitating access to premium markets.
On the processing side, bagassebased cogeneration, bioethanol plants, and bioplastic production from sugar derivatives are all scalable technologies that can help diversify revenue whilst lowering carbon intensity.
Some African mills, such as those in Mauritius, Eswatini, and Sudan, are already exporting excess renewable electricity to national grids – a model others can replicate.
The key to unlocking these opportunities is partnership –producers need support with finance, training, and infrastructure.
As such, Bonsucro is actively working with stakeholders to ensure smallholders and millers alike can benefit from these technologies and not be left behind in the sustainability transition.
AO: Why is it important for producers to set science-based climate targets, such as those offered by the ClimateCane Tracker?
MO: We know that agriculture, including sugarcane cultivation, contributes significantly to GHG emissions, so setting science-based targets allows producers to track their impact and implement strategies to reduce their carbon footprint.
Once the targets are set, it also ensures their practices – like improving soil carbon storage and optimising fertiliser use – support long-term climate stability and responsible use of resources.
Additionally, setting science-based targets means producers can enhance their market competitiveness,
MIKE OGG, HEAD OF AFRICA AND THE MIDDLE EAST, BONSUCRO
meet regulatory requirements, and contribute to a more sustainable bioeconomy.
AO: How can more collaborative and resilient partnerships between millers and growers across Africa’s sugarcane communities bring more environmental, social, and economic benefits?
MO: A successful partnership in the sugar industry must be rooted in mutual understanding and respect.
Sugarcane growers and millers rely on each other – growers need mills to crush their cane, whilst mills require a reliable supply to stay operational. This interdependency is critical to growth and success.
When millers consider growers as partners rather than mere suppliers, they foster trust, cooperation, and shared values, leading to more sustainable and resilient supply chains.
These companies go beyond simply paying for cane; they invest in their growers’ success, using nonprice mechanisms such as group input purchasing, shared contractor services, and training programmes to help growers become more sustainable and productive.
In my experience, Bonsucro certification can be a powerful catalyst for building and sustaining partnerships, especially amongst smallholder growers.
The certification process takes joint planning, shared commitment, and regular communication between mills and growers.
It aligns values around sustainability and mutual improvement; in doing so, it binds both parties together towards common goals.
As an example, Bonsucro certification requires the development of a climate change adaptation and mitigation plan, which strengthens both growers’ and millers’ resilience against climate impacts.
AO: What did you discuss at the 12th Annual Africa Sugar Conference in Nairobi, Kenya this April, and what insights did you glean?
MO: I presented Bonsucro’s evolving Climate Action Toolkit and discussed how African sugar producers can measure, mitigate, and manage climate risks more effectively.
It was encouraging to see climate resilience take centre stage in a forum that has historically focused on trade and infrastructure.
The audience – comprising producers, millers, investors, and policymakers – was highly engaged, reflecting growing awareness that climate adaptation is now a business imperative.
One of the key insights was the urgency around data and decision-making. Many producers acknowledged the need for robust, farm-level data but raised practical concerns about access to digital tools, technical expertise, and consistent reporting frameworks.
This reinforced the importance of Bonsucro’s role not just as a standards
body, but as a partner in building capacity and simplifying complex methodologies into actionable insights.
A particularly challenging and insightful question came from a mill representative who asked how smallholder-heavy operations, which are common across Africa, can afford to participate in carbon markets or sustainability certification when margins are already thin.
It was a valid point that underlined the importance of aggregated models, blended finance, and enabling frameworks to ensure smallholders aren’t excluded from climate finance or premium markets.
Bonsucro will be reviewing its Smallholder Standard this year and we will be looking at this point very carefully.
Another critical takeaway was the role of regulatory frameworks at national level. Whilst international standards like Bonsucro help to provide consistency and access to global markets, their impact is magnified when national policies actively support sustainability goals.
Several participants pointed out that a lack of clarity or coordination between ministries, such as agriculture, energy, trade, and environment, can create roadblocks for producers seeking alignment with climate-smart or export-oriented practices.
Governments need to step in not only as regulators but as enablers, aligning national sugar strategies with climate goals, trade access requirements, and support for certification schemes.
Overall, the conference reaffirmed that the African sugar sector is not lacking in ambition, but to realise it, we need more collaboration across value chains, targeted investment in climate-smart infrastructure, and strong, coherent regulatory frameworks at both national and regional levels.
AO: What are your key priorities, targets, and goals for the year ahead to continue creating a sustainable future for farmers, communities, and the planet?
MO: Our key priorities for the year ahead are focused on making sustainability more accessible, impactful, and inclusive, particularly for African sugarcane farmers and mills.
At Bonsucro, we’re doubling down on efforts that translate global sustainability ambitions into practical outcomes for farmers, communities, and ecosystems on the ground.
A major focus is the revision of our Smallholder Standard. We’re working to ensure the updated standard is fit for purpose in the African context, where production systems are often informal, dispersed, and resource- constrained.
The revised standard will aim to reduce barriers to entry, streamline compliance requirements, and introduce tools that better reflect the realities of African smallholders without compromising on sustainability or human rights safeguards.
Alongside this, we’re investing in improved training and guidance materials to support farmers and millers in understanding and applying
the Bonsucro Production Standard.
A lot of this is becoming available due to the many successful Bonsucro Impact Fund projects that have been underway for the last few years.
We have created a resource centre of information and tool that is accessible to our members. This includes guidance documents, regional workshop recordings, and the rollout of digital tools to simplify measurement and data collection –especially around water use, labour practices, and climate resilience.
Another priority is to grow our footprint across the continent. We’re actively expanding membership and aiming to increase the number of certified producers and mills, particularly in emerging markets such as Kenya, Tanzania, and countries in West Africa, whilst deepening engagement in established regions like SA, Mauritius, and Eswatini.
Our goal is to ensure more African producers are equipped to meet global market demands for traceability, environmental stewardship, and ethical labour practices.
We also plan to strengthen partnerships with governments, financial institutions, and regional trade bodies, aligning Bonsucro certification with national sustainability goals and helping certified producers gain better access to climate finance, investment, and preferential trade channels.
Ultimately, our mission remains clear – to collectively accelerate the sustainable production and uses of sugarcane, ensuring the environmental, social, and economic benefits are equitably shared.
Whether it’s reducing GHG emissions, improving working conditions, or enhancing biodiversity, Bonsucro will continue to serve as a platform for measurable, scalable impact – anchored in science, driven by collaboration, and grounded in local realities.
AO: Finally, can you talk about Bonsucro’s work on regenerative agriculture?
MO: Bonsucro’s work on regenera-
tive agriculture is an approach that goes beyond sustainability to actively restore ecosystems, enhance soil health, and support resilient farming communities.
We’re currently running a project in partnership with the Sustainable Agriculture Initiative Platform’s ‘Regenerating Together’ framework, which benchmarks practices across four key impact areas – climate, water, soil health, and biodiversity.
Our goal is to potentially align the Bonsucro Production Standard and Calculator with these regenerative principles so sugarcane farmers can be recognised for progressive practices that build long-term resilience and environmental value.
The early results are promising. We’ve found strong alignment between our metrics and regenerative benchmarks, and we’re now exploring how this alignment can help producers transition towards regenerative models in a practical, verifiable, and market-recognised way.
This matters because the future of
agriculture, particularly in climatevulnerable regions like Africa, depends not only on reducing harm, but on restoring soil, regenerating landscapes, and ensuring the longterm viability of farming communities.
Regenerative agriculture offers a compelling path forward, and Bonsucro is committed to ensuring sugarcane producers can be part of this journey with the right tools, standards, and support.
In closing, I’d say that African producers are ready to lead, but they need clear pathways, consistent market signals, and meaningful partnerships.
At Bonsucro, we’re here to help make that possible.
www. bonsucro.com
SUSTAINABLE BEYOND MINING
Translating as ‘cornerstone’ in Hebrew, Rosh Pinah Zinc is, indeed, the cornerstone of Namibian mining, working to achieve its vision to become the nation’s most innovative, sustainable, and safe underground mining operation. Alex Mayrick, General Manager, outlines how the company is efficiently extracting minerals in partnership with its stakeholders
Writer: Lily Sawyer | Project Manager: Thomas Arnold
Spanning 400 years, Namibia’s mining landscape boasts a rich and multifaceted history.
Whilst evidence of copper smelting by Indigenous peoples predates European arrival, modern commercial mining operations began in the mid-1800s with the opening of the Matchless Mine and the Pomona Mine in 1856 and 1864, respectively.
Today, Namibia’s mining sector is
widely considered the backbone of the nation’s economy, contributing significantly to GDP and attracting widespread foreign investment.
As such, the country has emerged as a major global producer of diamonds, uranium, gold, zinc, and copper, amongst other minerals and precious metals.
Mining has also created numerous employment
opportunities across the region, providing livelihoods for a large percentage of the population.
The industry also contributes to national and local government funding through corporate taxes, royalties, and export levies, which are often used to finance public and community development initiatives such as schools and healthcare facilities.
In certain regions, investment in the mining sector has spurred the development of critical national infrastructure – including roads, ports, and utilities – from which many have benefitted.
It’s important to note that, as Namibia’s economy is heavily dependent on mining, the government is also actively pursuing strategies to future-proof the industry and bring it in line with modern global requirements.
For example, it is investing in the long-term sustainability of mining by promoting eco-friendly activities and is prioritising environmental, social, and governance (ESG) practices due to the advantages afforded by safer, greener, and more efficient mining techniques.
Nevertheless, Namibia’s mining sector has not been without its challenges, which include fluctuating commodity prices and a growing
need for a skilled workforce.
Efforts are being made to address these factors through policies promoting sustainable development –such as the Minerals Policy of Namibia – alongside investment in national workforce expansion programmes and collaboration with Namibian educational institutions to promote local skills development.
One company operating within this complex landscape is Rosh Pinah Zinc (RPZ) – primarily a zinc mining business – whose preeminent and lasting contribution to Namibia’s mining legacy extends beyond economic benefits, shaping the country’s reputation as a stable and resource-rich region.
A BRIEF HISTORY
A long-standing player in Namibia’s mining sector, RPZ has roots tracing back to the early 1960s when the Rosh Pinah ore deposit was discovered,
comprising rich base metals.
The mine itself was established in 1969, following the discovery of highgrade zinc and lead deposits in what is now the Tsau Khaeb National Park – formerly known as Sperrgebiet – in southern Namibia.
The site subsequently became one of the country’s most important sources of zinc concentrate, contributing significantly to the national economy.
However, in 1993, the global market price of zinc fell substantially, and the mine began making a loss – forcing it into liquidation.
It was subsequently acquired by Ispat Iscor Limited (formerly Iscor Limited) through its mining division, Kumba Resources (Kumba), which acquired a 95 percent interest and management control. Kumba also partnered with PE Minerals (Pty) Ltd, which ceded the mining rights.
In 2011, Glencore – the global
THE METALS MINED AT RPZ
Predominantly, RPZ’s operations comprise the processing of lead and zinc ore. Considered important within various contexts, the numerous uses of these metals are wide-reaching, as is their impact on everyday life.
Zinc
A chemical element, zinc is a brittle transition metal at room temperature but malleable at higher temperatures. It is also known for its anti-corrosive properties.
An important metal with many applications, it is primarily used as galvanising material for steel structures like bridges and buildings since it provides more superior protection against corrosion than iron or steel.
Zinc oxide can be found in cosmetics like sunscreen lotions because it helps absorb ultraviolet rays from the sun.
Lead
Lead is a heavy metal that is denser than most common materials. Soft and malleable, it has a relatively low melting point.
Lead has been used throughout history for a variety of purposes – in ancient Rome, it was used to make water pipes and acted as a component of solder. The metal was also used in medieval Europe to make stained glass windows. Today, it is predominately used for producing car batteries, radiation shields, bullets, pipes, bearing alloys, solder, and can be used to protect electrical components such as cables and wires against corrosion.The material is also commonly used in paints due to its ability to resist corrosion.
commodity trading firm – acquired a controlling interest in RPZ which it subsequently sold to Trevali Mining Corporation in 2017.
In June 2023, funds advised by Appian Capital Advisory Limited (Appian) – the investment advisor to long-term value-focused private capital funds specialising in metals, mining, and adjacent industries –acquired RPZ.
Appian has a global track record in responsible resource extraction, community engagement, and environmental stewardship.
Throughout the changes in ownership and operational structure over recent decades, RPZ has maintained a similar capacity. However, Appian’s acquisition and investment in the asset is now unlocking its full potential through the development of the RP2.0 expansion project, which is expected to nearly double the mine’s output.
“Even amidst ongoing change, RPZ has consistently produced high-grade zinc and lead concentrates, making a
Reinforcing Steel Contractors (Pty)
Reinforcing Steel Concrete (Pty) Ltd (RSC) provides total reinforcing solutions to the construction, civil, mining, fencing, agricultural and engineering business sectors. This includes delivery, cutting, bending, and wiring into position of steel reinforcing products.
The company has a recognised and acknowledged industry track record of service excellence and delivering products of the highest quality.
RSC operates to international standards and is ISO 9001, ISO 14000 and OHSAS 18000 compliant and certified.
Original Equipment Manufacturers – Mining, Civil and Construction Industry
RSC includes the following industry-related companies: BRC Mesh Reinforcing, Steeledale Mesh, and RSH Mining & Duraset Strata Control.
All mining product manufacturers are subsidiaries of RSC. It has a proud legacy of successfully conducting business in the African mining industry for over 40 years.
Both BRC Mesh Reinforcing (situated in Vereeniging, Gauteng, South Africa) and Steeledale Mesh (situated in Meyerton, Gauteng, South Africa) are industry leaders, producing and delivering customer-focused products and solutions, locally and internationally, to major mining and construction houses.
The businesses are committed to sustainable development by finding solutions that are good for the environment, relevant stakeholder communities and employees.
Operating to international standards, both mesh manufacturing facilities prioritise the research and development of new products, resulting in recognition as an industry innovator. Partnering closely with stakeholders and customers is fundamental to this process. The two companies employ the latest plant and technology in the manufacture of their products. This capability, combined with excellent management and staff, has proven to be a very successful formula.
The range of products produced is extensive, catering to both industrial customers and private consumers.
BRC and Steeledale manufacture and supply gusset welded mesh to the mining industry for underground roof support.
The businesses are ISO 9001, ISO 14001 and ISO 45001 certified and compliant. BRC is additionally SABS approved to produce welded steel fabric to SANS 1024:2012 and ACRS certified to manufacture Steel Reinforcing Mesh for Australia to AS/NZS 4671:2019 specifications.
Duraset Strata Control, with its premises situated in Alrode, Gauteng, South Africa, is a well-diversified supplier of engineered support solutions to the mining and geotechnical industries.
With very well established research and development facilities, manufacturing plants and commercial services for each of our market-focused divisions, Duraset has positioned itself over time as a well-branded and leading supplier of safety-critical products to the mining industry.
Duraset manufactures a comprehensive range of high-quality mining underground products such as resin bolts, roof bolts, dynamik yielding bolts and cable anchors to only mention a few. They also supply ground support materials to the infrastructure and construction sector.
Mining is an established roof bolt manufacturing business with its premises situated in Olifantsfontein, Gauteng, South Africa.
The manufacturing plant is a fully automated facility, allowing RSH Mining to offer its customers the best quality at competitive pricing.
RSH Mining is an ISO 9001:2015 and ISO 45001:2018-certified company offering high-quality manufactured components and products to its customer base. RSH is highly automated and positioned to be a leading supplier offering excellent customer service that will exceed the industry’s most demanding requirements.
Roof bolt assemblies for resin anchoring (chemical anchoring) comprise the stud, nut, bearing plate washer and a selection of accessories and modifications which can be configured to suit particular installation and rock support requirements. Roof bolt assemblies are packaged as complete, ready-to-install units.
RSH
RPZ’S PURPOSE AND VALUES
In line with its vision to become the most innovative, sustainable, and safe underground mining operation in Namibia, RPZ has defined a core set of values which help it to deliver on this. These include:
• Care and safety – The company cares for the safety and wellbeing of its workforce, the surrounding environment, and the communities it touches.
• Integrity – Accountable and responsible, RPZ vows to always deliver on its promises.
• Partnership – The company believes it is stronger when it bands together and embraces differences within the company, community, and with stakeholders.
• Performance –innovative, and agile, RPZ takes on challenges and continues to deliver.
significant contribution to Namibia’s export revenue and local economic development,” says Alex Mayrick, General Manager at RPZ.
“The RP2.0 expansion project will drive innovation, boost efficiency, and support sustainable growth, firmly establishing RPZ as a leading operation for years to come.
“At the same time, RPZ remains committed to regional economic development by providing employment, supporting local businesses, and investing in education, infrastructure, healthcare, and youth programmes within surrounding communities,” Mayrick adds.
One of Namibia’s flagship mining operations, RPZ under Appian places a strong focus on safety, sustainability, and innovation, and continues to proudly contribute to the country’s economic growth.
WIDELY USED MINERALS
At the helm of one of the largest and most important zinc mines in Namibia, Mayrick notes the versatility of the material and its wide range of industry applications.
“Zinc’s primary use is in galvanisation where it coats steel to prevent rust, making its use vital
in construction and infrastructure contexts,” he tells us.
Also used to create alloys like brass and die casting metals for appliance and vehicle parts, zinc is a crucial component in the automotive industry.
In the health and agriculture sectors, meanwhile, the material has emerged as an essential dietary supplement and a micronutrient in fertilisers to boost crop yields.
“It also plays a key role in battery technologies, including alkaline and zinc-air batteries, and in the production of zinc oxide, which is used in rubber, cosmetics, and sunscreens,” Mayrick points out.
Alongside zinc, RPZ’s considerable deposit also includes lead and silver, both of which have a plethora of uses.
Lead’s excellent ability to store and release energy has seen it commonly used in car batteries.
It is also useful in radiation shielding for medical and nuclear applications due to the material’s effectiveness in blocking harmful rays and can be found in some types of solder, cable sheathing, and weights.
Silver, a by-product of the mine, in addition to being a valuable precious metal, has industrial and clean energy
applications, often used in solar power and electronics thanks to its electrical conductivity and ability to catalyse chemical reactions.
As such, demand for the metal has become particularly prevalent in recent years, given the increasing global demand for renewable energy.
ONGOING EXPANSION
RPZ is currently focused on optimising its ongoing operations whilst progressing the RP2.0 expansion project – a major initiative aimed at nearly doubling the mine’s ore processing capacity to 1.3 million tonnes of ore per year, resulting in an annual production of 170 million pounds (lb) per year of contained zinc metal.
Specifically, the project comprises further development of the existing underground mine, as well as the construction of new and modernised surface facilities.
A cutting-edge processing plant, for example, alongside the addition of a paste backfill and water treatment plant will be implemented to manage tailings and waste materials from ore processing.
A new access decline (tunnel) from the surface to the bottom of the mine is being developed. This will bypass historical access routes and create a direct and efficient production corridor to support and enable
increased production capacity.
The construction of RP2.0’s surface facilities is now over 77 percent complete and remains within budget, demonstrating the company’s commitment to the project.
“Completion is expected in Q3 2026, with ramp-up commencing in quick succession,” Mayrick explains.
Employing over 1,800 dedicated staff and contractors across its operations, approximately 600 of
“EVEN AMIDST ONGOING CHANGE, RPZ HAS MAINTAINED CONSISTENT PRODUCTION OF HIGH-GRADE ZINC AND LEAD CONCENTRATES, MAKING A SIGNIFICANT CONTRIBUTION TO NAMIBIA’S EXPORT REVENUE AND LOCAL ECONOMIC DEVELOPMENT”
–
ALEX MAYRICK, GENERAL MANAGER, ROSH PINAH ZINC
Ripinda Communication Systems is a technical services provider which deals with surface and underground communication systems such as two ways radios, Leaky feeder, Wi-Fi, fibre optics splicing, networking, CCTV to list but a few.
As Ripinda Communications Systems we noticed that having a good product doesn’t necessarily guarantee that you will make good sales and that the clients will come to your door step if you do not have support for the products or a way of maintaining the systems as well as a good customer service.
Ripinda Communications Systems was formed to bridge the gap between the brand and the customer by providing the much needed technical and customer support services for most of the products that we supply and install.
Tel: +2711 882 0144
info@ripindacs.co.za www.ripindacs.co.za
RPZ’s team are currently focused on the development of RP2.0.
“As the expansion project progresses, we are looking to build our internal capacity as well as expand our team to support the mine’s
A RESPONSIBLE OPERATION
growth ambitions,” he states.
In addition, 99 percent of RPZ’s fulltime employees are Namibian.
“Our workforce reflects the scale and complexity of our current operations and ongoing expansion,
With the utmost respect for the communities in which it operates, RPZ’s activities follow industry best practices and international standards in areas including:
• Waste management – All hazardous and non-hazardous waste is handled according to regulatory guidelines and disposed of through licensed service providers.
• Water use and protection – The company operates under a water abstraction permit and continuously monitors its use and discharge to prevent contamination of surface and groundwater.
• Air quality control – Dust and emissions are managed through dust suppression systems, paved access routes, as well as ite roads rehabilitation and air quality monitoring.
• Climate change – RPZ uses renewable energy from solar parks controlled by Appian to provide 30 percent of its power.
• Rehabilitation and biodiversity – Implementing progressive rehabilitation plans, the company protects indigenous vegetation and works to limit its footprint within the sensitive Tsau Khaeb National Park.
reinforcing RPZ’s role as a key economic player in Namibia.”
CULTURE OF CONTINUOUS IMPROVEMENT
As a company that prioritises the growth of local communities, RPZ is proud to have a forward-looking procurement strategy in place, which includes a supplier development programme.
“Through the establishment of the programme, we are committed to ensuring local businesses not only benefit from current projects but are also positioned for long-term success,” Mayrick prides.
As a result, in 2023-24, over 27 percent of the company’s goods and services were proudly procured locally.
“Our goal is to cultivate a thriving, self-sustaining local industry that extends well beyond the life of mine, transforming Rosh Pinah into a recognised hub for goods and services,” he continues.
In addition, the programme unlocks opportunities for regional suppliers to grow, compete, and ultimately export their products and services across Namibia and even internationally.
Chefe Grande Trading CC is a Namibian-owned consulting, engineering, andconstruction firm based in Rosh Pinah, southern Namibia. Established in 2021, the company delivers innovative and cost-effective solutions across infrastructure development, industrial services, and eventmanagement. Driven by a team of experienced professionals, commitment to quality, integrity, and client satisfaction.
Chefe Grande Trading CC offers a variety of Engineering and Consultancy services, including:
• Utility and infrastructure planning
• Civil and construction engineering
Project management
Feasibility studies and design
The transition to clean energy technologies places higher demands on mining companies to extract more minerals even more efficiently without compromising on safety or sustainability. An impossible equation? Not if you dare to think new We are constantly developing new intelligent technologies that accelerate this transformation.
By fostering an internal culture of continuous improvement and professional development, RPZ recognises that investing in its staff is an essential factor in sustaining excellence.
“We provide comprehensive training programmes spanning technical mining operations, safety protocols, environmental stewardship, and leadership development, granting employees the opportunity to grow and advance within and beyond their current role,” Mayrick outlines.
“These initiatives collectively create a dynamic environment for career advancement and skills development,” he explains.
Meanwhile, through various mentorship programmes, bursaries, and placements for students from the University of Namibia, RPZ cultivates local talent whilst attracting experienced professionals from the mining industry.
LOCAL DEVELOPMENT
Deeply committed to social responsibility, RPZ actively supports community development as a core part of its operations.
The company believes progress lies in the ability of local communities to stand on their own two feet and thrive. It is therefore on hand to facilitate this level of autonomy amongst the communities it serves.
To achieve this ambition, RPZ continues to support programmes that empower personal development, build local capacity, and create meaningful change.
In 2024, RPZ invested over NAD$7 million in community initiatives.
One such project is the Obib Training Centre (OTC), which provides vocational training and skills development opportunities for local residents, facilitating access to meaningful employment and improving their livelihoods.
OTC’s mission is to initiate and sustain efficient and effective
“WE PROVIDE COMPREHENSIVE TRAINING PROGRAMMES SPANNING TECHNICAL MINING OPERATIONS, SAFETY PROTOCOLS, ENVIRONMENTAL STEWARDSHIP, AND LEADERSHIP DEVELOPMENT, GRANTING EMPLOYEES THE OPPORTUNITY TO GROW AND ADVANCE WITHIN AND BEYOND THEIR CURRENT ROLE”
– ALEX MAYRICK, GENERAL MANAGER, ROSH PINAH ZINC
community development, working to deliver on the physical, mental, emotional, and spiritual needs of local people.
Elsewhere, RPZ has invested in equipment and contracted a new teacher to provide a computer science course in a secondary school, elevating the workforce of tomorrow’s digital education.
It is also actively delivering a learnto-drive programme that includes lessons, vehicle hire, and test fees –supporting approximately 40 drivers per year.
“These initiatives contribute to the broader economic growth and social well-being of the surrounding
communities,” Mayrick notes.
In addition to adhering to social responsibility regarding community outreach, RPZ also takes sustainability very seriously, operating in full compliance with Namibia’s environmental legislation.
RPZ closely follows the Environmental Management Act of 2007 – which promotes sustainable environmental management and natural resource use – and its associated regulations.
“We also continue to maintain a valid Environmental Clearance Certificate issued by the Ministry of Environment, Forestry, and Tourism, and conduct regular Environmental
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Impact Assessments and audits to monitor our performance,” he emphasises.
The company complies with mining governance laws such as the Minerals (Prospecting and Mining) Act of 1992, which regulates the prospecting, exploration, and mining of minerals in Namibia.
Moreover, it reports frequently to regulatory authorities, engaging with the local community and stakeholders on environmental concerns.
“Internally, our environmental management plan guides all operations to ensure risks are minimised and sustainability is prioritised throughout the mine’s lifecycle.”
A NEW IDENTITY
Having rebranded in 2023, RPZ’s ethos of responsibly extracting minerals in the most innovative,
A MILESTONE ACHIEVEMENT
Following months of meticulous planning and surveys between surface, collar point, and the underground holing position, RPZ drilled a pilot hole to create a new shaft for ventilation. Proving RPZ’s technical excellence, the team successfully met the parameters required with a final deviation of just 0.27 percent at a total final drilling depth of 220 metres.
The company’s achievement was supported by technology solutions provided by Dwyka Mining Services – a results-driven business offering technical solutions and consultancy for all manner of mining environments.
sustainable, and safe way is now clearer than ever.
“Our new logo is a bold and modern representation of our company’s identity,” Mayrick reflects.
The stylised quiver tree depicted in RPZ’s updated logo represents its heritage, whilst the blue and green colour scheme signifies the company’s commitment to environmentalism.
“The logo is designed to evoke a sense of strength and stability, which is important to us as we work to build a successful and sustainable future,” he adds.
A new tagline – ‘sustainable beyond mining’ – is a clear statement that distinctly lays out the company’s mission.
“Recognising zinc as a critical mineral for a sustainable future, RPZ is committed to mining and processing it responsibly, minimising
TRENTYRE
NAMIBIA RPZ ON-SITE TYRE MANAGEMENT
Our TrenTyre Namibia on-site maintenance teams have provided 24-hour operational support for RPZ since 2001.
Our team draws from our hands-on knowledge of client operations in Namibia combined with highly skilled technical expertise to help RPZ achieve their specific cost and productivity targets for operations.
Tyres are one of the most significant costs for mining operations and we understand the importance of increasing productivity whilst reducing the total cost of tyre ownership. Our team achieve these results through skilled expertise underpinned by a continual focus on safety first.
environmental impact, and enhancing benefits for the local community.”
Mayrick believes that the company’s new branding is a positive embodiment of RPZ in a new age of mining.
“It reflects our values, mission, and commitment to supporting local communities,” he insights.
PROGRESSING FORWARDS
Looking to the future, RPZ is making great advancements towards becoming the most innovative, sustainable, and safe underground mining operation in Namibia.
“As we progress with the RP2.0 expansion project, we are excited to see the impact it will have on our output, innovation, and sustainability,” Mayrick enthuses.
The next milestone for this project will be completing commissioning of the paste backfill and water treatment
trentyrenam.com
plants, which will be the first of their kind in Namibia.
To achieve this breakthrough, RPZ will continue to actively upskill its workforce, procuring locally where possible.
Upon completion, RPZ will backfill mined voids underground with cemented tailings (backfill), reducing tailings placement to surface tailings facilities.
This will increase ore extraction from underground and reduce future surface impact with reduced tailings volumes. The water treatment plant, meanwhile, will be used to recycle mine process water, helping to minimise RPZ’s water usage from the nearby Orange River.
Furthermore, Appian has acquired Rosh Pinah Solar Park (RPSP) from Emesco Energy to exclusively supply clean energy to RPZ.
Appian plans to increase the solar
and
plant’s output from 5.4 megawatt peaks (MWp) to 16.3MWp, providing 30 percent of the energy supply required for RP2.0.
In parallel to the RP2.0 project, RPZ is undertaking an expansive exploration drilling campaign to extend its mine life for many decades to come.
“These efforts collectively demonstrate our unwavering commitment to responsible mining practices and continuous improvement across all facets of our operations for the long term,” he passionately concludes.
TrenTyre Namibia has also started
AN INTEGRATED APPROACH TO EXCELLENCE
In a rapidly evolving mining landscape, Afrimat Mining Services (Pty) Ltd stands out with its comprehensive pit-to-port solutions, driven by operational efficiency and sustainability. Executive Director, Michael Corbin, discusses its integrated approach, innovative drilling practices, and adaptability across diverse operations
Writer: Rachel Carr | Project Manager: Thomas Arnold
Contributing to the advancement of the mining industry in South Africa (SA), Afrimat Mining Services (Pty) Ltd (AMS), formerly known as Afrimat Contracting International, is a dynamic division of the Afrimat Group (Afrimat) – a leading mid-tier, multi-commodity mining company listed on the Johannesburg Stock Exchange (JSE).
Since its listing in 2006, the group has steadily expanded its footprint across Southern Africa, producing and supplying a range of materials including construction aggregates, iron ore, anthracite, and other
industrial minerals.
AMS was established during the rollout of the Gauteng Freeway Improvement Project, where it initially provided drilling, blasting, and mobile crushing services to major contractors. Since then, the business has evolved significantly as part of Afrimat’s broader strategy to diversify its service offering and expand its value chain.
Today, AMS delivers comprehensive pit-to-port mining solutions across the mining, construction, and quarrying sectors. Its integrated services include mine planning,
drilling and blasting, load and haul operations, crushing and screening, product beneficiation, rehabilitation, and rail load-out management and logistics.
With a strong presence throughout Southern Africa and a growing fleet of modern, fit-for-purpose equipment, AMS continues to play a crucial role in Afrimat’s culture of operational excellence and sustainable growth.
“Our division is powered by a team of highly skilled and dedicated professionals. We are committed to consistently delivering top results and achieving excellence with unwavering
integrity,” introduces Michael Corbin, Executive Director.
“This dedication is deeply rooted in the group’s vision to unlock maximum value across the entire resources sector, ensuring that every endeavour is executed with the highest standards of expertise and ethical conduct,” he adds.
ENHANCING EFFICIENCY
AMS’s strength lies in the seamless integration of its core business segments – mine planning, drilling and blasting, load and haul, crushing and screening, beneficiation, rehabilitation, and rail load-out logistics.
“Each element plays a vital role in the mining and construction value chain, working together to create a streamlined, pit-to-port solution. This integrated model allows for greater control, efficiency, and adaptability across projects, ultimately driving performance and cost-effectiveness,” outlines Corbin.
Of all AMS’s services, drilling and blasting remains one of the most critical. As the first stage of material extraction, its optimisation has a direct impact on the efficiency of downstream processes, which leads
to cost savings for clients.
“By improving blast accuracy and drill performance, we can reduce explosive use, lower material handling costs, and produce enhanced fragmentation, resulting in lower crushing costs and more consistent product quality.”
Current initiatives in this segment include investing in advanced drill technologies, data-driven decisionmaking, and continuous operator training. These efforts are designed to improve precision, safety, and cost control, reinforcing AMS’s position as a leader in efficient mining practices.
Furthermore, owning its fleet of state-of-the-art top hammer and down-the-hole (DTH) drill rigs plays an essential role in enhancing the division’s on-site efficiency and adaptability.
“By having immediate access to equipment, we avoid the delays typically associated with thirdparty rentals, allowing our teams to respond swiftly to changing ground conditions, shifting production targets, or unexpected breakdowns,” Corbin explains.
“It also enables us to tailor rigs to specific geological and operational site requirements. This level of customisation improves drilling accuracy and enhances blasting control – key drivers of overall project performance.”
Beyond operational flexibility,
fleet ownership supports longterm cost control and planning, providing greater predictability in terms of maintenance, upgrades, and replacements – turning the fleet into a strategic asset rather than just a functional tool.
“Ultimately, it gives us greater agility and control – essential qualities in today’s fast-paced mining environment,” notes Corbin.
BLASTING THROUGH BOUNDARIES
As it focuses on supporting Afrimat’s internal quarrying and mining operations, AMS is delivering economical, high-performance drilling and blasting services that maintain the group’s competitive edge through precise cost control and operational efficiency.
“When done accurately, ours remains the most costeffective method of rock and ore fragmentation – setting the stage for successful downstream processes,” Corbin assures.
“Whilst internal support remains a cornerstone of our strategy, our growth trajectory increasingly relies on external opportunities. Building strong partnerships and extending our services beyond Afrimat is a key area for our leadership team.”
As AMS navigates this evolving landscape, it is committed to leveraging both its capabilities and partnerships to drive meaningful progress.
“Currently, several key projects in SA reflect our internal strengths and external growth ambitions. Notably, the De Groote Boom chrome mine in
Mpumalanga marks a significant step in our market expansion.
“We recently signed a two-year contract to manage all drilling and blasting operations at this site, which poses unique geological challenges that require technical accuracy and adaptability,” he reveals.
AMS is managing the mine’s complex geology whilst achieving
“OUR DIVISION IS POWERED BY A TEAM OF HIGHLY SKILLED AND DEDICATED PROFESSIONALS. WE ARE COMMITTED TO CONSISTENTLY DELIVERING TOP RESULTS AND ACHIEVING EXCELLENCE WITH UNWAVERING INTEGRITY”
–
MICHAEL CORBIN, EXECUTIVE DIRECTOR, AFRIMAT MINING SERVICES (PTY) LTD
monthly targets of 100,000 to 130,000 cubic metres (cbm) for both waste and chrome ore, demonstrating consistent results.
“Meanwhile, at the Nkomati Anthracite Mine, AMS operates four DTH drill rigs 24 hours a day, six days a week, drilling down to the coal seam and blasting overburden waste to optimise load and haul operations,”
Corbin continues.
This project achieves approximately 600,000 cbm monthly, totalling over 7.2 million cbm annually, showcasing the division’s capacity for continuous, high-efficiency operations in demanding environments.
“In the Northern Cape, AMS is active at four iron ore sites, managing both drilling and blasting for waste and ore.
BUILDING RESILIENCE
In an industry where conditions shift rapidly and client demands evolve without warning, adaptability isn’t a luxury – it’s a necessity.
AMS has embraced this reality by cultivating strong, long-term relationships with a network of reliable subcontractors who enhance its ability to respond swiftly and effectively.
“Through strategic partnerships with specialists in crushing, load and haul, and drilling, we’ve built a flexible operational model that ensures continuity and performance, even under tight timelines. These subcontractors are not just service providers, they’re extensions of our team, carefully selected for their technical capabilities, safety track records, and alignment with our values,” Corbin enthuses.
“We often tender for projects in collaboration with our subcontractors, a model that has proven highly effective. By blending our core capabilities with the specialised skills and equipment of our partners, we’re able to offer clients smart, scalable solutions, without the heavy capital expenditure (CapEx) burden.”
This exemplifies AMS’s strategic alignment of practicality and innovation, effectively integrating both concepts to develop organisational effectiveness and cultivate creative solutions.
These sites collectively deliver around 500,000 cbm per month and exceed six million cbm per year, reinforcing our reliability in long-term contracts,” Corbin prides.
These projects not only highlight AMS’s technical capabilities but also underscore its dual focus on delivering value within Afrimat whilst expanding the group’s external market footprint.
Every site plays a role in promoting cost efficiency, operational excellence, and building long-term partnerships in the mining industry.
A STRATEGIC PATHWAY
For Afrimat, its most important ongoing investment is in the development and well-being of employees.
“We’re dedicated to cultivating both technical and managerial talent, recognising that strong leaders at every level are essential for the group’s sustainable growth,” Corbin impassions.
“By consistently upskilling our teams, from specialised mechanical expertise to robust leadership capabilities, we’re building a workforce fully equipped to meet future demands and drive our success.”
In addition, AMS provides operational support to junior miners in the form of mine planning, production, and marketing where required.
Elsewhere, Afrimat’s recent acquisition of Lafarge South Africa Holdings (Pty) Ltd from the Holcim Group has significantly impacted its operations and growth strategy.
The acquisition has been transformative in accelerating Afrimat’s diversification into cement and fly-ash, strengthening the construction materials division, unlocking scale and market reach, and delivering upfront synergies with a clear roadmap to profitability across all assets.
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This strategic move is particularly significant as AMS’s primary focus is currently on Sub-Saharan Africa, where it recognises considerable potential within the continent’s vast, underutilised mineral resources and developing mining sectors.
“Many African nations lack in-house expertise or capital, creating a demand for experienced contract miners like us,” enlightens Corbin.
Indeed, strategic growth and diversification necessitate strategic partnerships with local entities, which can provide invaluable local knowledge and shared risks. Afrimat’s proven ability to acquire and revitalise distressed assets could be applied to international mining operations.
“Despite significant opportunities, there are also challenges, including international expansion which involves geopolitical risk, logistical complexities, intense competition, stringent environmental, social, and governance (ESG) compliance, and substantial capital requirements,” he points out.
“WHILST INTERNAL SUPPORT REMAINS A CORNERSTONE OF OUR STRATEGY, OUR GROWTH TRAJECTORY INCREASINGLY RELIES ON EXTERNAL OPPORTUNITIES. BUILDING STRONG PARTNERSHIPS AND EXTENDING OUR SERVICES BEYOND AFRIMAT IS A KEY AREA FOR OUR LEADERSHIP TEAM”
– MICHAEL CORBIN, EXECUTIVE DIRECTOR, AFRIMAT MINING SERVICES (PTY) LTD
However, AMS’s two key priorities for the coming year are the seamless integration of the group’s latest acquisitions and the continued upskilling of its workforce.
These efforts are critical in positioning Afrimat for sustainable expansion, with a particular focus on scaling the contracting division in 2026.
“By strengthening internal capabilities and building a skilled, agile team, AMS is laying the foundation for long-term growth and competitiveness in the mining services sector,” concludes Corbin confidently.
Tel: +27 21 917 8840
info@afrimat.co.za https://www.afrimat.co.za/
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DELIVERING RESOURCES FOR A BETTER FUTURE
With over 75 years in the industry, Moolmans is one of Africa’s largest open-cut mining contractors with an enviable portfolio of projects across South Africa. Rod Dixon, Managing Director, talks through the company’s unmatched reputation for dependable service and quality results
Writer: Lucy Pilgrim | Project Manager: Thomas Arnold
The South African mining industry undoubtedly remains a significant contributor to the country’s economy, employing close to 475,000 people and contributing hundreds of billions of rand to South Africa’s (SA) GDP annually.
However, mining’s total economic contributions have in fact fallen in recent years on account of global and national challenges. Declining production in certain sectors, infrastructure problems, modernisation, safety and security concerns, skills gaps, and logistics and transport challenges, to name a
few, have persisted across SA’s mining landscape.
International industry obstacles, meanwhile, including geopolitical tensions, volatile commodity pricing, uncertain markets, and increasing stakeholder pressure to reduce the sector’s environmental and social footprints, are having an equally detrimental impact.
Nevertheless, there are ongoing efforts to overcome these challenges by attracting investment and increasing spending in new mining projects and exploration activities, which will support the industry’s
HOW HAS YOUR PARTNERSHIP WITH IMMERSIVE TECHNOLOGIES ENHANCED TRAINING AT THE GAMSBERG MINE AND HELPED YOU TO IMPROVE THE OVERALL UPSKILLING OF YOUR EMPLOYEES?
Rod Dixon, Managing Director: “Investment in learning and development is a primary focus of the business as we seek to maintain and grow our position as an employer of choice and develop our current and future talent pipeline at every level to deliver the highest quality service to our customers.
“A key example of our investment in technical training is our partnership with Immersive Technologies, which has resulted in the addition of two simulators in the training centre at our Gamsberg project. This cutting-edge technology allows us to upskill our employees for the mine by integrating people, processes, and technology using real data and hands-on experience.
“The initiative is designed to improve safety, drive efficiencies, and boost productivity in the production and engineering environments and geared towards achieving the mine’s business goals.
“Importantly, Moolmans has a long and proud history of extending training beyond the workplace. By investing in training within the communities where we operate, we are building a skills pool to serve the mines and empower local areas.”
forecasted growth following improvements to the Department of Mineral Resources and Energy’s (DMRE) mining cadastre system.
Investment in the country’s mining sector is also expected to be boosted by growing outlays on renewable energy projects.
“Around 70 percent of confirmed utility-scale renewable energy projects are related to the mining sector. This means there are potentially about 90 mining projects with an estimated investment value of around ZAR275 billion over the next several years,” opens Rod Dixon, Managing Director of Moolmans, one of Africa’s largest open-cut mining contractors. “So, whilst there may not
be significant greenfield mining investment in the foreseeable future, mining companies will be investing to future-proof existing operations,” he expands.
A PREMIER MINING CONTRACTOR
This year marks Moolmans’ 75th anniversary, presenting the company with the opportunity to reflect on its past, celebrate its achievements, and look towards a brighter future.
Over the last seven decades, Moolmans has developed an unparalleled reputation in the opencut mining sector, renowned for its dependable service and commitment to delivering quality results.
“Our proud and long-standing reputation for exceptional reliability and industry performance is
the cornerstone of the strong relationships we enjoy with our clients and the foundation of our success.
“But this reputation alone is not enough to ensure Moolmans remains a forerunner on the continent, as we continue to deliver end-to-end open-cut mining and rehabilitation excellence,” Dixon notes.
With extensive experience in both hard and soft rock environments, the company offers a full range of opencut mining services, from short-term waste mining and bulk earthworks to long-term mining solutions and rehabilitation.
Moolmans’ far-reaching footprint across SA comprises two significant contracts. In January 2023, the company entered into a five-year contract with long-standing client Tshipi é Ntle Manganese Mining, SA’s
largest manganese exporter, whilst also signing a multi-billion-rand contract with Black Mining Mountain (BMM) in the Northern Cape earlier this year.
The strength of Moolmans is further underpinned by robust partnerships, extensive experience in remote and difficult locations, and a track record of sound project delivery.
“Our success is also attributed to an executive team that brings diverse expertise and extensive experience, alongside a workforce of more than 1,600 employees.
“These include skilled and experienced operators, disciplined project managers, qualified engineers, quality, health, safety, and environment (QHSE) professionals, and a range of support staff, all grounded in a culture of customer centricity,” he prides.
A NEW CORPORATE IDENTITY
In August 2024, Moolmans took the opportunity to pursue independent growth strategies after its owner Aveng announced it would be exploring alternative ownership options, presenting scope for a refresh of the strong and respected Moolmans brand.
Building on the company’s solid reputation and 75 years of experience in the African mining landscape, Moolmans’ bold new logo visually demonstrates a progressive outlook for the business and its advanced ways of thinking about mining in a world that is increasingly focused on sustainability.
“Delivering innovative solutions for our clients is driven by harnessing the collective strengths of our people. Our new brand identity reflects our ongoing investment in our people, equipment, processes, and systems,” Dixon adds.
Moolmans’ new brand identity is just as important internally because it focuses the company’s collective action on a common goal – crafting a better future for shareholders and delivering prosperity wherever it operates.
RENEWED CONTRACTS
In February this year, Moolmans secured a 60-month, ZAR10.6 billion contract with BMM –jointly owned by Vendanta Zinc International and Exxaro Resources – for the open-pit Gamsberg mine in the Northern Cape.
The project comes on the back of Moolmans’ previous extended contract at Gamsberg with BMM
– also an open-pit operation and the largest zinc project in the region.
“This renewed contract is a testament to the value-added relationships we have with our customers and suppliers and confirms Moolmans’ reputation in the industry for exceptional reliability and performance,” Dixon highlights.
A dedicated team has already overseen the ramp up of the project to full operation and ensured a seamless
transition to the new contract whilst maintaining the highest safety and productivity standards.
Moreover, in order to meet its obligations to deliver significantly increased volumes at Gamsberg, the company has deployed previously used equipment from completed projects and commissioned new machinery in partnership with key original equipment manufacturers (OEMs) through a ZAR1.3 billion fleet renewal programme, making Moolmans an integral part of BMM’s growth strategy.
Based on the company’s ongoing commitment to operational excellence, and in the context of an increased scope of work, the new contract will facilitate the addition of 340 team members to the existing site workforce, which now sits at just under 700 people in total.
We
INDUSTRY EXPERTISE
Years of experience in delivering superior mining solutions
Utilising the latest equipment for optimal results
across all
“BEING ONE OF AFRICA’S PREMIER CONTRACT MINERS DOESN’T ONLY MEAN THAT WE DELIVER OPERATIONAL EXCELLENCE –IT ALSO MEANS THAT WE CARE”
– ROD DIXON, MANAGING DIRECTOR, MOOLMANS
“This demonstrates Moolmans’ dedication to supporting customers in boosting employment and economic benefits in the areas where we operate,” he affirms.
ADVANCEMENTS IN AUTOMATION
Having traditionally relied upon manual labour in previous decades, the opencast mining sector has experienced a remarkable revolution in process innovation in recent years.
“Automation, real-time data analytics, remote operation centres, and artificial intelligence (AI) are no longer just buzzwords – they
are helping transform the mining sector into a new era of unparalleled efficiency, heightened safety, and improved environmental performance.
“They are also the driving forces behind Moolmans’ quest for continuous improvement,” Dixon expresses.
Automation, in particular, is playing a key role in reforming opencast mining by integrating sophisticated machinery and systems that minimise human intervention and maximise productivity.
With nearly eight decades of experience and one of the largest and
diverse fleets of mining equipment in Africa, next-generation technology is being applied to enhance productivity, safety, and efficiency.
Real-time data analytics, specifically, are transforming the way Moolmans’ operations are monitored and managed.
By leveraging Internet of Things (IoT) devices, sensors, and advanced software, the company collects and analyses vast amounts of data instantaneously.
This data-driven approach allows for real-time monitoring of equipment performance and environmental conditions, whilst predictive
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HOW WOULD YOU DESCRIBE YOUR STYLE OF LEADERSHIP?
Rod Dixon, Managing Director:
“My leadership style is peoplecentric and collaborative. I believe that when you genuinely care about people and invest in their growth, it creates a ripple effect of motivation, trust, and performance. I have a strong drive to help others develop, whether they’re part of my immediate team or someone who crosses my path.
“At the same time, I’m resultsdriven and hold myself and others to high standards. I strive for excellence, but not at the expense of people. I see success as something we achieve together through open communication, mutual respect, and a shared commitment to common goals.”
maintenance identifies potential equipment failures before they occur, reducing downtime and costs.
Adding to the list of innovations, Moolmans’ recently introduced command centres represent significant advancements in mining management and highlight the value of an efficient planning process.
The centres allow for the remote control and monitoring of mining activities, removing individuals from mine site hazards.
“Leveraging state-of-the-art communication technologies, operators can manage equipment, analyse data, and make real-time decisions without being physically present in the pit, enhancing safety and reducing response times,” Dixon elaborates.
Moolmans is equally embracing the transformative potential of AI, recognising its pivotal role in modernising operations and the opencast mining sector as a whole.
The implementation of AI algorithms means the company can analyse vast data sets to identify patterns and optimise mining operations with pinpoint precision, empowering smarter decisionmaking and more efficient resource management.
As such, these systems enhance operational planning by accurately forecasting production outcomes and resource needs.
“The future of mining is sustainable, smart, and highly advanced, and Moolmans is keeping pace with cutting-edge technologies and innovative solutions to achieve our vision of being the premier mining contractor in Africa,” Dixon emphasises.
BUILDING RELATIONSHIPS WITH CARE
Moolmans recognises that the success of its operations relies on a climate of socioeconomic prosperity.
“Being one of Africa’s premier contract miners doesn’t only mean that we deliver operational excellence – it also means that we care,” Dixon shares.
“We care about whether our employees and customers are proud to work with us and our communities are proud to be associated with us, we care about the environment and building a sustainable future, and we care about the way we do things.”
In aid of this conviction, the company’s corporate social responsibility (CSR) strategies across all operations are aligned with internationally recognised sustainability guidelines and principles.
With this in mind, Moolmans responds to a range of community needs and strives to build sustainable
social capital in the communities where it operates.
It is equally important to the company that it mobilises and builds on its relationships with customers and other stakeholders to ensure a broader and more meaningful impact on the local community.
“This closely aligns with our values, from showing we care and collaborating with our partners to ensuring we have a workforce that is fit to deliver excellent performance for our customers,” says Dixon.
As Moolmans looks to the next 75 years, the company must build on its resilience and ability to adapt to an everchanging mining environment in order to solidify its place as a premier mining contractor in Africa.
The immediate focus of the leadership team is to enhance operational efficiencies through strategic capital investments, mine planning, and fleet optimisation.
Longer term, the company seeks
to diversify across geographical, commodity, and currency lines.
“Our ongoing and future investment in our people and the processes, systems, and technology that keep us at the cutting edge will be critical and a key focus for our business,” Dixon concludes.
Sierra Mineral Holdings I Limited is the nation’s largest operational bauxite mine company, promoting sustainable resource development and driving communities through local employment opportunities
Writer: Lily Sawyer | Project Manager: Thomas Arnold
Sierra Mineral Holdings I Limited (SMHL), a prominent bauxite mine headquartered in Sierra Leone’s capital, Freetown, is forging a path of sustainable resource development and community empowerment within the nation’s thriving mining sector.
As the largest operational bauxite mining company in the country, SMHL holds a mining lease covering 322 square kilometres (sqkm) within a geologically distinct section of the mineral-rich belt.
Unlike the bauxite found in the Guinea deposits, its ore is characterised by more favourable mineralogical properties. The absence of monoxidic minerals significantly reduces the energy required for chemical
processing at the buyer’s refineries. Additionally, the bauxite’s soft consistency allows for efficient excavation without the need for prior blasting.
Operating across the Moyamba, Bonthe, and Bo Districts in the Southern Province of Sierra Leone – an area located approximately 60 kilometres east of Sherbro Island and accessible by road from Freetown –SMHL underscores its commitment to industry guidelines and standards.
The company’s primary operational focus within the Moyamba District is balanced by an admiral dedication to community development and focus on sustainability.
Its environmental and safety policy statements are well defined
and precise, guiding their approach to maintaining environmental stewardship within the region.
Beyond operational excellence, SMHL actively champions local empowerment via employment opportunities, reflected in the composition of its management and contractors.
This commitment to local talent cultivates a skilled workforce and fosters economic growth within the communities it serves.
FROM EXPLORATION TO EXPORT
SMHL oversees a comprehensive and carefully managed process that spans geological exploration to the final export of high-quality bauxite.
The journey begins with the identification of the most promising resource areas, a task undertaken by SMHL’s highly skilled team of geologists. These specialists utilise advanced exploration tools, including satellite imagery, drilling, and pitting, to accurately delineate mineral resources within the company’s 322 sqkm mining lease.
Once target zones are confirmed, open-pit mining is conducted primarily on hill slopes. The extracted ore is transported by trucks to a beneficiation plant for processing. At this stage, the ore undergoes a wet screening process aimed at removing fine fractions below 2.5 millimetres. These finer materials typically contain elevated levels of silica and iron, which are considered contaminants in alumina production. By eliminating them, SMHL not only significantly improves the ore’s metallurgical quality but also enhances its handling and transport characteristics by reducing stickiness in high-moisture conditions.
Following beneficiation, haulage operations – mostly outsourced –move the upgraded ore from the plant to the Nitti-2 loading port (Nitti-2). Throughout the mining and
logistics chain, SMHL rigorously complies with the highest safety standards in line with Mine Safety and Health Administration (MSHA) guidelines, ensuring a safe and efficient working environment.
At Nitti-2, bauxite is sorted and stockpiled according to quality grades to enable optimal blending and handling. Moisture reduction is achieved through sun drying, ensuring the product meets the required specifications for shipping.
The dried bauxite is then transhipped using barges and push boats from Nitti-2 to a deep-water loading buoy – Buoy 4 – located 32 nautical miles offshore.
SMHL is currently capable of loading vessels with a deadweight tonnage of up to 60,000 tonnes at this offshore facility. The final product
SMHL – AT A GLANCE
• 572 employees
• Nine operational sites
• 3,414,000 mining tonnage
• 1,787,000 export tonnage
is exported from Sierra Leone under Free On Board (FOB) terms, ready for delivery to international clients.
COMMITTED TO COMMUNITY AND ENVIRONMENT
SMHL’s operations are based on a strong policy framework, including legal compliance and a commitment to sustainability.
The company follows all applicable Sierra Leonean laws and regulations, such as the Environment Protection Agency Act, 2021 and the Local Content Agency Act, 2016.
Notably, SMHL produces premium washed bauxite – a high-grade gibbsite suited to low-temperature aluminium refineries.
To produce this sought-after version of the mineral, the company crushes run-of-mine bauxite before wet screening it on inclined or vibrating screens to refine it, which produces a washed product.
SMHL’s current production of premium washed bauxite is 1.7 million tonnes per annum (t/pa).
Sustainable development is also key to SMHL’s operations and includes health, safety, environmental (HSE), and community development management policies.
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SMHL’S VISION, MISSION, AND VALUES
VISION
• To build a sustainable mining business that delivers shareholder returns whilst leading in safety, environmental stewardship, and social responsibility.
• To be the most valued and reputable mining company, demonstrated by industry leading performance.
MISSION
• To contribute to the global supply of alumina and aluminium through bauxite mining in the West Coast of Africa.
• To be entirely compliant to all national and international standards and regulations whilst bringing added value to its staff, communities, and the nation.
• To promote sound public policy at all levels of government, educating the community on the benefits of mining and supporting the sustainability of a safe and responsible industry.
VALUES
• Exhibit leadership in safety, stewardship of the environment, and social responsibility.
• Act with reliability, trust, and esteem.
• Insist on and establish teamwork, as well as honest and transparent communication.
• Train employees in pursuit of excellence.
• Support positive change by encouraging innovation and applying agreed-upon practices.
Corporate social responsibility (CSR) is very important to the company, with many of its activities seeking to support local communities and, in turn, provide its mines with a social licence to operate.
SMHL’s health and safety vision, ‘Safety First, Safety Always’, focuses on both the human and technical aspects of bauxite mining, fostering a culture that places safety at the forefront.
The company is equally committed to environmental protection, preserving the site’s natural surroundings throughout the mining process.
SMHL was amongst the first mining companies in Sierra Leone
to sign a community development agreement with the government and communities, establishing a formal, legally-binding framework for benefit sharing, community development, and conflict prevention.
As such, project-affected areas can use this process to address local needs and ensure sustainable infrastructure.
SMHL also practices CSR in this context, working with nongovernmental organisations (NGOs), health providers, and government agencies.
Elsewhere, the company helps rebuild public roads and infrastructure to support the local community.
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INVESTING IN THE FUTURE
SMHL, in collaboration with the Community Development Committee (CDC), plays a vital role in complementing the Government of Sierra Leone’s efforts to promote education.
Its annual scholarship award programme benefits indigenes of the affected bauxite mining operational chiefdoms – Dasse, Lower Banta, and Upper Banta in the Moyamba District; Bumpe Ngao in the Bo District; and Kpanda Kemoh in the Bonthe District.
This year’s programme saw a significant investment of SLE3,115,000 awarded to 723 students enrolled in various tertiary institutions across Sierra Leone.
The initiative is aimed at enhancing the skills, knowledge, and cognitive capacities of individuals from SMHL’s host communities, improving their employability and enabling access to higher-paying job opportunities
– particularly within the company itself. Human Resources Director
Zhanna Volosevich emphasised the company’s strong commitment to sustainable community development and its understanding of the vital role that development funds play in delivering long-term social and economic benefits.
She also acknowledged the Government of Sierra Leone’s robust policy framework for improving mining governance and community engagement.
FUTURE FOCUS
Looking ahead, SMHL is in the final stages of securing investment for the development of the northern section of its mining concession.
This expansion plan includes the construction of a new high-capacity beneficiation plant with an annual processing capability exceeding 4.5 million tonnes.
Additionally, the company plans to transition to shipping via ocean-going vessels with a deadweight capacity of up to 200,000 tonnes.
This strategic development is expected to significantly boost the region’s economic prospects by creating a substantial number of new jobs and catalysing wider infrastructural growth.
It reflects SMHL’s continued commitment to fostering local empowerment, sustainable growth, and inclusive development in the areas where it operates.
Tel: +232 77 780204 sierramineral.com
RESEARCHING FOR A HEALTHIER ZAMBIA
With a footprint spanning all 10 provinces of Zambia, CIDRZ continues to collaborate closely with the Zambian Ministry of Health, particularly on the HIV and TB programmes.
Its research is mainly focused on the country’s capital, Lusaka, but has more recently expanded to the Copperbelt Province through the Social Science Research Group (SSRG) and the TB department.
In total, CIDRZ boasts 1,185 dedicated staff working across its programmes and portfolio of research projects, which continues to expand having recently added human papillomavirus (HPV) and HIV cure research to its undertakings.
LOCALLY AND REGIONALLY RELEVANT
As per its mission – to improve access to quality healthcare across Zambia and beyond – CIDRZ
“CIDRZ COMBINES SCIENTIFIC INNOVATION WITH PRACTICAL HEALTH SOLUTIONS TO STRENGTHEN ZAMBIA’S HEALTH SYSTEMS AND IMPROVE LIVES”
–
DR MONDE MUYOYETA, CHIEF SCIENTIFIC OFFICER, CENTRE FOR INFECTIOUS DISEASE RESEARCH IN ZAMBIA
conducts both locally and regionally relevant research.
Through its work, the organisation has been able to identify gaps in Zambia’s healthcare sector and advocate for international research and grant applications as it evolves alongside the government’s wider health agenda.
“We are now also focused on building our science capacity which will ultimately lead to medicine
discoveries,” Muyoyeta discloses.
This development also resonates with national vaccine manufacturing strategies, medicines, and medical devices.
With the construction of a new head office in Lusaka completed last year and ongoing plans to modernise its research labs, CIDRZ anticipates continuing to make great strides in the research space.
“Our wonderful new head office
has brought the whole team together under one roof. Having our own headquarters is strategically important, particularly in terms of sustainability,” she reflects.
The new facility will capacitate the organisation’s basic science infrastructure and allow it to be competitive in both the basic and translational scientific research spaces, as it will have capacity to support bigger projects.
INVESTING IN THE FUTURE
CIDRZ’s commitment to advancing public health research in Africa is strongly reflected in its postgraduate training initiatives, namely its PhD Fellowship and MSc by Research Studentship.
Under the second phase of the Developing Excellence in Leadership, Training, and Science in Africa
(DELTAS Africa) initiative, meanwhile, which is supported by Wellcome Trust via the Science for Africa Foundation, CIDRZ currently provides training and mentorship to one mid-career investigator, two postdoctoral fellows, four PhD candidates, and seven MSc students.
Beyond DELTAS Africa, the organisation’s education portfolio includes partnerships with other funding bodies such as the Schlumberger Foundation, which supports African women in research.
“So far, we’ve successfully trained three women at PhD level through this funding mechanism,” Muyoyeta prides.
In addition, the organisation’s collaboration with the Integrated Networks of Scholars in Global Health Research Training (INSIGHT) programme currently funds one postdoctoral fellow.
HOW HAS YOUR INTEREST AND CAREER IN HEALTHCARE DEVELOPED OVER THE YEARS?
DR MONDE MUYOYETA, CHIEF SCIENTIFIC OFFICER: “My interest in healthcare developed from a very young age – I always said I would become a doctor.
“I trained in medicine at the University of Zambia and graduated as a doctor in 1999 before starting my public health and research career in 2004.
“In 2014, I got my PhD in infectious diseases epidemiology focused on TB from the London School of Hygiene and Tropical Medicine.
“I have now been at CIDRZ for 10 years, starting off as Director of TB Programmes before being promoted to Chief Scientific Officer last year.”
Elsewhere, CIDRZ’s flagship training programme, led by CIDRZ faculty members and visiting university mentors, seeks to build Zambia’s future health leaders through hands-on, high-impact field
work and research.
“At the heart of sustainable health systems lies the capacity of local professionals,” she explains.
Through the programme, guided by industry professionals with over two decades of experience, CIDRZ delivers structured mentorship and real-world learning across clinical research, implementation science, public health, and data analytics.
“The training programme supports students, early-career scientists, and public sector professionals through fellowships, internships, and targeted skillsbuilding workshops, with alumni now serving in leadership roles across government, academia, and international health organisations,” Muyoyeta adds.
Strategic investment in CIDRZ’s training platform directly fuels a pipeline of well-equipped professionals driving innovation in healthcare and research – not only in Zambia but across the region.
“Supporting this programme is not just a commitment to education – it’s an investment in health equity and Africa’s scientific future.”
DIGITAL DEVELOPMENTS
Digitalisation and the presence of digital solutions have grown tremendously across CIDRZ in recent years, improving its access, efficiency, and impact across the healthcare sector.
“Digitalisation has increased our reach to rural populations, reduced paperwork, and improved real-time data accuracy by empowering users with decision support tools,” Muyoyeta tells us.
In addition, CIDRZ’s data centre is complete with the latest technologies, with various applications like enterprise resource planning (ERP), human resources management, and data collection tools like DHIS2, REDCap, and ODK for projects with cloud-based applications, providing users and partners with access to realtime data and reports.
CIDRZ has also implemented various mobile health applications such as SMS campaigns and field data collection, which utilise mobile phones and tablets to allow health workers to gather data on mobile devices in the field, online, or offline.
The organisation currently has various applications for digital mapping, alongside dashboards for integration and tracking project management activities to provide
efficient and real-time reporting.
CIDRZ’s ICT department has developed various in-house applications with internal software development which includes lab, fleet, procurement, and retirement management systems.
POISED FOR A BRIGHT FUTURE
Supporting advanced diagnostics, disease surveillance, and cuttingedge science, the CIDRZ Central Laboratory is accredited by the Southern African Development Community Accreditation Service (SADCAS).
“The lab plays a vital role in infectious disease monitoring, including HIV, TB, COVID-19, and emerging pathogens whilst serving as a trusted partner to the Zambian Ministry of Health and global research institutions,” Muyoyeta confirms.
Beyond diagnostics, CIDRZ is expanding its basic science portfolio to deepen understanding of disease mechanisms, host immunity, and antimicrobial resistance.
With dedicated bioinformatics capacity, biobanking infrastructure, and a team of expert scientists, CIDRZ is uniquely positioned to contribute to global health breakthroughs from an African perspective.
“Investment in this space will accelerate locally-driven innovation, foster regional leadership, and ensure timely response to future public health threats,” she emphasises.
Going forwards, another of CIDRZ’s key priorities is to grow the next generation of Zambian and African
research leaders.
“We aim to be a recognised centre of excellence for research in Zambia and beyond, with a fully-fledged R&D programme contributing to local and regional aspirations for developing vaccines, medicines, and medical devices,” she passionately concludes.
A HUB OF CLINICAL EXCELLENCE
One of South Africa’s most prestigious teaching hospitals, Charlotte Maxeke Johannesburg Academic Hospital is pioneering cutting-edge medical procedures across the Gauteng province. Gladys Bogoshi, CEO, tells us more about the facility’s revitalisation programme and its dedication to training the next generation of medical professionals
Writer: Lucy Pilgrim | Project Manager: Harry Thurlow
Access to equitable healthcare in South Africa (SA) has not always been a smooth process, tied up in geopolitical and socioeconomic challenges that have created significant barriers.
“Reflecting on the past 31 years since the inception of our democracy, I recognise that as a citizen and a
health worker, my access to specific healthcare facilities was hindered by the colour of my skin,” opens Gladys Bogoshi, CEO of Charlotte Maxeke Johannesburg Academic Hospital (CMJAH), which is amongst the top 10 central hospitals in SA.
And yet, the country’s healthcare system has made noticeable
improvements in recent years, granted by the construction of new health infrastructure, modernisation, and implementation of free healthcare for children under five years of age, pregnant women, and pensioners who have increased access to services closer to home.
“I commend the advancements
made in ensuring all facilities are accessible to everyone, regardless of race, religion, or other distinguishing factors,” she adds.
Although certain historical challenges remain, SA is ready to embrace the positive changes garnered from the signing of the National Health Insurance Bill
signed in May 2024, which promises to promote fair and accessible healthcare for all South Africans.
THE FOREFRONT OF SOUTH AFRICAN HEALTHCARE
One of SA’s leading medical facilities, CMJAH functions as the primary teaching hospital for the University of
the Witwatersrand (Wits University) in Johannesburg, supporting both undergraduate and postgraduate education and collaborating with other domestic and international health training institutions.
The hospital additionally serves an estimated population of approximately six million residents
within the Gauteng Province and receives referrals from various other areas, such as the Southern African Development Community (SADC).
Indeed, CMJAH acts as a referral hospital serving 14 other facilities across various categories and provides all tertiary and quaternary services. The institution is also proud to be the country’s sole provider of complex services at an exceptional standard, including liver transplants conducted in partnership with a private hospital.
CMJAH employs approximately 5,500 team members and operates with a budget of ZAR4.2 billion, possessing functional beds across 1,068 different disciplines.
“The staff and broader healthcare team demonstrate an unwavering commitment to serving the public, ensuring patients, families, and community members feel heard, respected, and genuinely valued,” Bogoshi prides.
This dedication is reflected in the hospital’s culture of inclusivity, where feedback is actively sought and translated into tangible improvements to service delivery.
“There is a palpable enthusiasm for innovation, driven by a shared vision of continuously enhancing quality of care, optimising processes, and increasing operational efficiencies,” she adds.
Indeed, CMJAH prides itself on being a hub of clinical excellence, home to numerous internationally recognised specialists whose expertise is acknowledged through research publications in leading peerreviewed journals.
This strong academic foundation is complemented by a forward-looking approach that actively embraces cutting-edge health technologies –from advanced diagnostic tools to digital health solutions – ensuring patient care remains both evidencebased and at the forefront of global medical practice.
PIONEERING HEART PROCEDURES
CMJAH is further distinguished by its ability to pioneer world-class medical care, most pointedly demonstrated by the fact it was the first health facility in Gauteng Province to successfully introduce MitraClip implants to repair
leaking heart valves.
“One of the procedure’s primary benefits is its significantly shorter recovery times, often just one or two days after the surgery, making it a game-changer for elderly or high-risk mitral regurgitation (MR) patients who are not suitable candidates for open-heart surgery,” Bogoshi highlights.
In patients who suffer from the condition, MR is the backward leakage of blood through the mitral valve occurring each time the left ventricle of the heart contracts.
“A leaking mitral valve allows blood to flow in two directions during contraction. Some blood flows from the left ventricle through the aortic valve, as it should, whilst some flows back into the left atrium, which it shouldn’t. This leakage can increase blood volume and pressure in the left atrium and raise pressure in the veins from the lungs to the heart, known as pulmonary veins,” she explains.
The MitraClip device is a small clip inserted through a catheter that helps the mitral valve close properly, restoring normal blood flow through the heart.
“THERE IS A PALPABLE ENTHUSIASM FOR INNOVATION, DRIVEN BY A SHARED VISION OF CONTINUOUSLY ENHANCING QUALITY OF CARE, OPTIMISING PROCESSES, AND INCREASING OPERATIONAL EFFICIENCIES”
– GLADYS BOGOSHI,
CEO,
CHARLOTTE MAXEKE
JOHANNESBURG
ACADEMIC HOSPITAL
The revolutionary implant procedure was first performed by CMJAH in February this year on three state-funded patients, representing a significant advancement in minimally invasive heart valve therapy, which is now available to both public and private patients across Gauteng Province.
Going forwards, a decision was made to carry out these procedures in a controlled academic hospital setting. This considerably differentiates the surgery as it ensures all cases are documented in a national registry, enabling the monitoring of long-term outcomes and supporting structural heart disease treatment in SA.
Available through academic hospitals, the pioneering procedure is poised to transform the MR treatment landscape across the country.
NEXT-GENERATION INVESTMENTS
CMJAH is currently going through a significant revitalisation programme aimed at upgrading its facilities and enhancing overall patient performance.
“In line with our commitment to excellence, the institution has
launched an ambitious modernisation programme, investing heavily in advanced medical technology to improve diagnostic accuracy, treatment precision, and overall clinical outcomes,” Bogoshi states.
This includes the refurbishment of wards and outpatient department areas which were initially commissioned in 1978, ensuring that they are not only functional and efficient but also welcoming, comfortable, and conducive to healing.
Major progress has additionally been made through the installation and upgrading of state-of-the-art equipment, including magnetic resonance imaging (MRI) and computed tomography (CT) scanners, angiography suites, catheterisation labs, linear accelerators, brachytherapy devices, and mammography units.
These investments, totalling more than ZAR600 million over the past three years, demonstrate the institution’s commitment to staying at the forefront of healthcare innovation, providing patients with access to a high level of technology and expertise on par with that of leading global
medical centres.
The hospital has also implemented WIB Group’s stateof-the-art Integrated Patient Queue Management System (IPQMS) at its paediatric pharmacy, meaning patients will no longer have to wait in long lines to receive their medication.
CMJAH is the second facility in the Gauteng province to implement the system, and since its initial roll-out in November 2024, IPQMS has already served 715 patients, demonstrating its potential to enhance service delivery.
The system streamlines the check-in process to ensure better efficiency, deliver accurate patient records, track service turnaround times, and aid effective staff scheduling by identifying busy periods.
Therefore, IPQMS solves South African public healthcare facilities’ most pressing challenges, including extended waiting times that hinder hospitals’ ability to respond efficiently to high demand.
“This innovative system is an important step towards modernising the public health system, improving patient experiences, and shortening wait times at facilities across the Gauteng Province.”
Another key milestone for the hospital is the restoration of a department that was severely damaged by a fire in April 2021. Repairs are already well underway, with the project scheduled for completion next year.
“This restoration will not only return the affected space to full functionality but also provide an opportunity to rebuild it to modern standards,” Bogoshi comments.
A HUB FOR RESEARCH AND INNOVATION
CMJAH has grown to become a dynamic centre for research, innovation, and academic collaboration.
One of the key teaching hospitals affiliated with Wits University, it occupies a unique position at the intersection of patient care, medical education, and scientific advancement.
A PILLAR OF HEALTHCARE INTEGRITY
CMJAH strongly believes an empowered workforce is the foundation of outstanding patient care.
“We actively support a culture where every team member feels appreciated, supported, and motivated to do their best. This starts with open communication and inclusive decision-making processes where staff are encouraged to share ideas, voice concerns, and shape solutions,” Bogoshi states.
The hospital additionally emphasises ongoing professional growth by offering access to training programmes, workshops, and mentorship opportunities that improve skills and create pathways for career progression.
“Recognising employee contributions is just as important. We celebrate successes – both big and small – with formal awards, public acknowledgements, and staff appreciation events. By rewarding dedication, innovation, and teamwork, we strive to build a workplace where staff feel not only empowered to excel but also proud to be part of the CMJAH family.”
The institution also focuses on creating a supportive work environment by upgrading facilities, supplying modern tools and technology, and providing sufficient resources to perform tasks efficiently.
“Research findings are not kept in academic silos – they feed directly into clinical practice. As an academic hospital, CMJAH ensures that medical students, nurses, and therapeutic service health professionals are exposed to a culture of inquiry.
“Many projects originate from postgraduate research, meaning that the next generation of healthcare workers is trained not only to deliver care but also question, evaluate, and improve it,” Bogoshi elaborates.
In essence, CMJAH’s research portfolio reflects a patient-centred, data-driven, and socially responsible approach. Its work bridges high-level academic inquiry and on-the-ground clinical application, ensuring innovation is not an abstract concept but a daily practice that saves lives.
The facility has a vibrant multidisciplinary research committee that hosts an annual research symposium and has also seen an increase in the number of PhDs undertaken.
Hospitals across the Gauteng Province have more broadly demonstrated their commitment to excellence in healthcare delivery by dominating the Public Sector Innovator of the Year category at the National Batho Pele and Innovation Awards (NBP&IA) held in November 2024.
In a remarkable achievement, all top three positions in the category were
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CMJAH claimed second place with its Physiotherapy Peer Review project, which aims to improve the efficiency of physiotherapy services and has introduced standard operating procedures and enhanced communication across facilities.
INFORMING THE PUBLIC
CMJAH’s dedicated staff members actively participate in outreach programmes, working closely with the hospital and collaborating with primary healthcare providers to promote health education and awareness within the community. These initiatives not only strengthen links between the hospital and surrounding clinics but also empower community members with the knowledge to make informed health decisions.
CMJAH also leverages both formal
and social media platforms to address pressing health-related issues, share credible medical information, and engage with the public on prevention, treatment, and wellness procedures.
“Strategic collaborations, such as our partnership with Cricket South Africa to raise awareness about breast cancer, amplify our health promotion efforts by combining medical expertise with high-profile advocacy,” Bogoshi insights.
Additionally, the hospital celebrates key events in the national and global health calendar, using these occasions to increase public engagement, raise awareness of important topics, and encourage proactive healthcare behaviours.
CMJAH also invests in inspiring the next generation of healthcare professionals; through the institution’s open days, learners are invited to explore various careers in the healthcare sector, gain exposure
to the hospital environment, and participate in job-shadowing opportunities.
“These initiatives not only foster career interest but also help cultivate a deeper understanding of the vital role healthcare workers play in society,” she closes.
Looking to the coming year, CMJAH is continuing its hospital restoration efforts, rehabilitating areas affected by prior structural damage. This includes upgrades to wards, outpatient areas, and specialised clinical spaces, ensuring they meet current healthcare standards and patient needs.
Tel: +27 11 488 4911 / 3334
Gladys.bogoshi@gauteng.gov.za www.gauteng.gov.za
WITH PASSION FROM PRETORIA
From luxury lodges to hotels, warehouses, factories, hospitals, retail centres, and commercial buildings, Mike Buyskes Construction is recognised for the quality of its work, proactive involvement in contracts, and timely completion of projects, as we find out from Managing Director, Jayson Buyskes
Writer: Jack Salter | Project Manager: Andrew Marjoram
The construction industry in the Southern Africa region is vibrant, with a lot of big opportunities starting to take shape.
This is especially the case in the tourism and retail sectors in the form of lodges and shopping centres.
“Recent trends that are emerging in addition to the above are most certainly high-rise and mixed-use residential in the Western Cape region
of South Africa (SA), given space in Cape Town is limited,” notes Jayson Buyskes, Managing Director of Mike Buyskes Construction (MBC).
Based in Pretoria, the administrative capital of SA, MBC specialises in commercial and retail spaces, as well as commercial tourism and lodges as a specialist niche offering.
Although the company has worked on two commercial lodges
in Southern Zambia in recent years, SA remains MBC’s core focus as it works throughout the country in all provinces.
Its customer base is also very consistent with regards to repeat work with the same clients.
“I would say about 80 percent of our annual turnover for the past 10 years has come from three or four loyal clients,” reveals Buyskes.
FAMILY CULTURE
MBC was founded in 1972 by Buyskes’ late father, Mike, and is inherently family-owned, meaning he has always had an interest in the building trade from an early age.
Growing up, Buyskes would stay on building sites and visit commercial sites with his father, and it soon dawned on him that the industry was really interesting and stimulating.
“I then worked in the UK after school at Heathrow Terminal 5 and
various other construction sites around the UK for two different companies over a 12-month period,” Buyskes informs us.
“I returned and studied at the University of Pretoria and graduated with a BSc (Hons) in Construction Management in 2008, before joining MBC full-time the following year.”
MBC is driven by family values and differentiated by its family culture, which cultivates value in employee relationships and pride
in the workplace.
“We are far more adaptable to a changing environment and seen as very proactive and engaging with professional teams and developers,” he acclaims.
LUXURY LODGES
Buyskes is keen to showcase a number of projects that MBC has constructed, including Lolebezi Lodge in Zambia.
Completed in May 2022, the
lodge is located on the banks of the Zambezi River in the Lower Zambezi National Park – a remote and exclusive African setting.
Adorned with acacia trees, Lolebezi Lodge’s architectural philosophy is rooted in contemporary style and African heritage. It comprises eight guest suites, a main guest area, gym, spa, and staff village with eight outbuildings.
The lodge is a grand display of opulent splendour, complete with
artwork that pays tribute to local culture and craftsmanship, whilst natural textures and tones woven throughout only stand to enhance its beautiful surroundings.
Another lodge MBC built is Melote House, a pristine oasis of luxury and exclusivity in the Lapalala Wilderness Reserve in Limpopo, SA.
Each room is meticulously designed for comfort and relaxation, with contemporary furnishings, premium, bedding, and tasteful décor that immerse guests in sophistication.
Due to the scale, complexity, and access to the works, MBC purchased its first ever mobile, all-terrain Fiori concrete mixer to traverse the terrain with ease and ensure the best results when casting the slab structures.
Occasionally accompanied by lions, rhinos, and the like, MBC had to put strict protocols in place for the safety and security of its team and the wildlife in the reserve.
COMMERCIAL AND RETAIL SPACES
Lodges aside, the company has built Westend Building C and follow-on project, Westend Building D, for Abland. Both office blocks were designed and built on a solid raft foundation structure.
The former, which was one of the fastest projects MBC has ever completed, included three basement levels, four office levels, and a full Penetron-based roofs lab. For Westend Building D, MBC also did a full tenant improvement (TI) fit-out for Sanlam.
In the same office precinct, MBC has additionally constructed Westend Building E and is now in the process of completing Westend Building F for Abcon.
The company has had a little more time to complete the latter, however it requires a full TI fit-out in addition to the construction of the office block, which has made it challenging.
“WE ARE FAR MORE ADAPTABLE TO A CHANGING ENVIRONMENT AND SEEN AS VERY PROACTIVE AND ENGAGING WITH PROFESSIONAL TEAMS AND DEVELOPERS”
– JAYSON BUYSKES, MANAGING DIRECTOR, MIKE BUYSKES CONSTRUCTION
MBC has also constructed the Mbhashe LG Mall in the town of Dutywa in the Eastern Cape. The mall was recently opened in March 2025, with over 60 stores providing exceptional grocer, banking, fashion, and food options to the area.
Developed to enhance economic growth and accessibility, Mbhashe LG Mall is set to become a central shopping hub in the region, which has historically had very limited retail options available.
The development will therefore play a key role in enhancing the retail landscape, stimulating the local economy, and creating valuable local
job opportunities. Mbhashe LG Mall was built for long-standing client McCormick Property Development, who MBC has now constructed more than 15 malls for.
Elsewhere, in the town of Ermelo in Mpumalanga, the Merino Mall presents an unmatched shopping experience, with a strong fashion component, banking facilities, food outlets, and other exciting offerings.
Built on the historic Ermelo showgrounds, the 90-store Merino Mall pays tribute to the site’s heritage – a place that has always been central to community life in the area – with the original barn structures a key
design feature of the building and local artwork adorning its walls.
The Merino Mall also incorporates answers to current socioeconomic challenges with its own solar photovoltaic (PV) plant that produces green energy. It can also trade during loadshedding and even has a sewage treatment plant that recycles grey water back into the building.
All this combines to make a meaningful contribution to the community and manage environmental, social, and governance (ESG) factors.
MBC is additionally building Garden Walk, an upmarket conveniencedriven shopping centre, for its client Moolman Group.
Set to become a standout retail and lifestyle destination, Garden Walk is located in the popular coastal town of Hartenbos in the Western Cape province and will be MBC’s first project in this area.
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MBC’S MISSION AND VISION
MISSION: To engage in and execute building contracts to the highest professional standards.
VISION:
- Foster goodwill amongst employees, clients, fellow contractors, and professional associates.
- Trade at a reasonable profit and not to the detriment of employees, subcontractors, suppliers, clients, or professional associates.
- Take cognisance of the potential of its employees, irrespective of race, colour, or creed, and promote that potential through training and education – at the cost of the company – with the aim of advancing and uplifting the employee.
- Belong to and be proactively involved with organisations allied to and engaged in the welfare of the trade.
- Where possible, work with budding subcontractors from the previously disadvantaged sector and assist and train them in the values of the company.
DELIVERING PROFESSIONAL ELECTRICAL INSTALLATIONS
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QUALITY OVER PRICE
Domestic Services
• Standard lighting installations (Fluorescent and LED)
• Complete new installations (Consultation, design and installation)
• Maintenance, re-wiring and general repairs
• Fault locations and corrections
• Distribution boards (DB) installations
• Certificates of compliances
Commercial Services
• Full spectrum electrical installations MV/LV
• Standard lighting installations (Fluorescent and LED)
• Complete new installations (Consultation, design and installation)
• Electrical upgrading, maintenance and fault finding
• Certificates of compliances
With such an impressive portfolio of projects to showcase, Buyskes emphasises how MBC values the suppliers and subcontractors it has built long-term relationships with over the years.
“Quality over price is a key driver as it relates to the product, service delivery, and most importantly, aftersales service. We often negotiate our future pipeline of work with suppliers and subcontractors to better retain their services long-term,” he outlines.
Equally, every staff member at MBC is treated as a person with a name, rather than simply a number in a big organisation.
“We provide management with decision-making powers that are usually not within their mandate per se,” Buyskes shares.
“We focus on skills development and transfer within the workplace by pairing mentors with less experienced personnel to fast-track their progress
and gains, giving them confidence.”
MBC aims to consolidate, invest, and strengthen its footprint going forwards, with the company on track to reach 100 percent capacity by the end of this year.
“Including the procurement of future work well into the end of 2026, we are currently at 60 percent of this target,” concludes Buyskes.
Tel: (+27) 12 809 8900
office@mikebuyskescon.co.za
www.mikebuyskescon.co.za
COMPLEX PROJECTS IN A COMPLEX ENVIRONMENT
Following his recent appointment as Group CEO of leading multidisciplinary engineering consulting and professional services firm GIBB, we gain valuable insights from Vishaal Lutchman on numerous topics concerning the construction industry in South Africa, including sustainability, transport, socioeconomic growth, purposeful leadership, and more
Writer: Jack Salter | Project Manager: Andrew Marjoram
Appointed as Group CEO in February 2025, Vishaal Lutchman firmly believes GIBB has the potential to make a significant impact in South Africa (SA).
The company has been operating since 1956, a near seven-decade legacy that Lutchman is eager to leverage, grow, adapt, and make a greater impact.
Offering design, planning, and management services across the entire engineering consultancy spectrum, GIBB has proven capabilities in delivering complex projects along various verticals, including transport, energy, water, oil and gas, and mining.
Lutchman was attracted to GIBB by a shared vision and set of beliefs, one being that SA is
a difficult geography to work in with enormous potential to serve its people sustainably, a vision he holds true and is inculcating in the company’s talented team of diverse professionals.
GIBB recognises and appreciates the potential Africa offers and, accordingly, has an in-depth understanding of the challenges of developing infrastructure on the continent.
“SA is fraught with high levels of corruption, violent crime, and very difficult, almost unsustainable socioeconomic circumstances. My personal narrative was that somebody has to stick around to fix it, and that was exactly what the board thought when we had the first interview,” he recalls.
“WE ARE ABLE TO CHART OUR OWN DESTINY IN MANY RESPECTS. THE CULTURE OF THE ORGANISATION IS CLEARLY SOUTH AFRICAN, SO WE ARE VERY MUCH HOME-BASED”
– VISHAAL LUTCHMAN, GROUP CEO, GIBB
Another shared belief between Lutchman and the board is that GIBB is here to make a difference with teams connected to the communities it serves.
The warm company culture was also a happy coincidence that reaffirmed his decision to join GIBB and resonates with his purpose.
“Our culture is one of the things that differentiates us. We are not a listed firm, so we’re not dictated by shareholders but by our pipeline, backlog, geography, and the opportunities we wish to chase and
invest in,” outlines Lutchman.
“We are able to chart our own destiny in many respects. The culture of the organisation is clearly South African, so we are very much home-based.”
Whereas many listed competitors bid for opportunities far away and use an opportunistic fly-in, flyout approach, the company stays physically close to the client entities it serves on an ongoing basis.
“Our relationships run deep and take time to create and maintain whilst gaining a deep understanding
of our clients’ mandates and their stakeholders and constituencies.”
Moreover, GIBB runs a very lean operation that is not top-heavy or bureaucratic, with limited overheads including a hybrid working model that enables it to easily upscale and downscale teams in the relevant jurisdictions.
“It also gives flexibility in the work-life balance space. When we do engagement surveys, many of our employees tell us they really like to work for GIBB because of that flexibility,” Lutchman reveals.
SUSTAINABILITY PILLARS
GIBB is conscious of the areas in which it operates and continues to seek ways to offer sustainable solutions on its projects.
For Lutchman, sustainability is difficult to define because it’s very context-specific and there are a few pillars that matter to the concept,
HOW WOULD YOU ASSESS THE CONSTRUCTION INDUSTRY IN SA AND AFRICA AS A WHOLE?
Vishaal Lutchman, Group CEO: “In the South African context, there are not enough projects of substantial scale coming to market.
“SA is also very highly regulated in terms of participation from foreign firms. Local regulatory frameworks prevent, to a large extent, foreign entities from participating in the local market, so it’s protected from a regulatory point of view.
“Other geographies on the continent are not protected, with firms from outside the African continent participating in construction projects through procurement modalities that may not support the typical growth strategy of a country.
“When you have government-to-government (G2G) transactions, they are inadvertently bypassing a procurement process, so value for money is not always determined and the business case for why some of these projects have happened can be questioned. This has led to a significant deficit in headroom for investments on real projects that generate revenue for the sovereign.
“If foreign firms are participating in many African geographies, they remain disadvantaged in terms of growing their own local capability to construct. Large parts of the continent are not protected or regulated and are easily susceptible to this phenomenon.
“Where market regulation is strong, like in SA, firms have actually gone out of business because there isn’t the work, so that’s one extreme. On the other hand, we’ve had G2G transactions for probably 20 years now that have taken the continent to another extreme where there’s no capacity because there’s so much work done by other entities.”
including financial, social, and environmental sustainability.
“What is becoming the fourth pillar is cultural sustainability – in other words, at what expense do we expand and grow our economies and what damage are we doing to the culture of the communities that we serve? This is particularly relevant in SA because we are a very diverse, multicultural society with a racially divided past that seems to stay embedded in the four pillars,” he insights.
“The four pillars work in tandem; each is not a standalone pillar that defines sustainability. They gave rise to the 17 UN Sustainable Development Goals (SDGs) that we currently have, and we as a country are subscribers to them.”
According to Lutchman, the cultural, financial, and social sustainability pillars are the most important to SA as it contends with worsening socioeconomic issues, such as poverty and unemployment.
With a Gini coefficient of 0.63, it is
considered to have the highest level of income inequality in the world.
“There is a lot of opportunity in SA, but malfeasance and ineffective leadership across the board is hindering social maturity and the ability to address the rate of socioeconomic decline,” Lutchman informs us.
“Our leaders don’t believe all citizens are deserving of equal rights, so they behave in an opportunistic way encouraging elitism and populism to play out.
“Populist politics is hurting our economy substantially; behind that is elitism, which tends to have malfeasance motivated by individual greed.
“We’re still grappling with issues related to the colonial projects of the past and don’t have the resilience that First World economies have, so the socioeconomic narrative is that many things will stay the same for a long time to come,” he notes.
ENVIRONMENTAL CONUNDRUM
Much of the infrastructure in the developing world, such as coal-fired power stations, also stems from the colonisation of Africa and extraction of resources from the continent.
“We have a phenomenon
that dictates one will not fund infrastructure related to coal going forwards, but we sit here with infrastructure that was not provided by the African people, so there’s a pushback narrative on that,” Lutchman affirms.
“The power stations were not built by us, but by First World geographies who now do an about turn to say these solutions are nolonger appropriate but continue to provide goods and services whilst their principles state the contrary. We appreciate climate change, but these same developed economies may have created the problem in the first place and continue to do so whilst holding Africa back from development or developing on
their terms.”
Lutchman is concerned that the environmental narrative is not pure as it seems to be driven by the financial gains of large technology providers outside the continent.
“SA exports 80 million tonnes of coal.Why not tackle these issues related to environmental decay instead of picking on an easy target? Why doesn’t the West take a stance on the real targets in terms of industrialisation and not prejudice Africa, which is not industrialised, by saying it’s the cause of the problem?” he asks.
As a result, Lutchman says there are “elements of colonialism in the current structuring of the economy” and that Africa is stuck for power.
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“We’re being forced to buy technology from abroad because the narrative is they’ve got the answers to everyone’s problems. When will this narrative on such emerging or developing economies stop? It’s getting fatiguing and tiring.”
The company’s current focus is on renewables, investing in aboveground projects such as solar plants, wind power, and battery energy storage.
COLLECTIVE GROWTH
GIBB is a member of the Black Business Council in the Built Environment (BBCBE), which works to shape legislation and engage with government bodies to create a supportive environment for the Black community in the building and construction sector.
Apartheid, a system of institutionalised racial segregation, was enforced in SA from 1948 until
“THERE IS A LOT OF OPPORTUNITY IN SA, BUT MALFEASANCE AND INEFFECTIVE LEADERSHIP ACROSS THE BOARD IS HINDERING SOCIAL MATURITY AND THE ABILITY TO ADDRESS THE RATE OF SOCIOECONOMIC DECLINE”
– VISHAAL LUTCHMAN, GROUP CEO, GIBB
early 1990. In this context, Lutchman supports the BBCBE’s attempts to defragment the country and collectively grow the economy.
“How do we transition political freedom into economic freedom so we have more inclusivity, with the majority of Black people in SA being included in the formal economy?” questions Lutchman.
“What they’re saying is we need each other. Many of the non-Black firms have the technology, capability, and skills that GIBB has. How do we use this as a collective and
get the leaders of this country to listen to people that actually have knowledge?”
With global geopolitical volatilities such as US President Donald Trump’s tariff regime, which Lutchman tells us has hurt the African economy, the BBCBE is advocating for African people to start looking after themselves.
“Shouldn’t we start growing our own development narrative and creating our own technology and solutions as a collective so we are less exposed to these volatilities? That’s
The company’s purpose is to assist stakeholders to create value through the implementation of sustainable practices, community impact and regulatory compliance.
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the narrative.”
DISCONNECTED TRANSPORT
Transportation is another issue that Lutchman is keen to speak about, as many African economies are resource-based.
These resources are processed in developing economies and exported via rail corridors, mostly to First World countries.
However, the transport networks in emerging African economies are very disconnected.
“Shipping and rail freight is mature, but passenger and air movement are lacking substantially, so it’s fragmented. That makes industrialisation and value-adding activities difficult to perform; in many cases, whilst the cost of labour is low, no secondary or tertiary-level activities are being performed,” observes Lutchman.
“There are a few emerging economies such as Kenya where
financial services and IT, for example, are growing nicely. SA is one of the most mature economies, and West African countries like Nigeria and Ivory Coast have oilbased economies, so that’s funding some of the infrastructure there, but to a large extent we remain
disconnected as a continent from a transport point of view.”
INSPIRING THE YOUTH
In June, Lutchman spoke at the DEVAC Youth Summit, a triannual event that offers inspiration and guidance to SA’s young generation
Myezo meaning ’Garden of Eden’ is a 100% black female owned environmental management services consultancy.
across a diverse spectrum of industries, including construction and building.
Designed to arm these aspiring individuals with the knowledge, skills, and resources essential for successful careers, the summit congregates top-tier industry professionals and experts to provide invaluable advice and mentorship.
Through engaging panel discussions, hands-on workshops, and interactive activities, the event equips youngsters with the requisite tools to thrive in their chosen fields.
“The DEVAC Youth Summit was my personal opportunity to give back to young people that need to frame their world views going forward,” Lutchman shares.
“There’s an element of hopelessness playing out in young minds in terms of where the future lies. I was speaking to university students studying in certain disciplines about what’s next; the country doesn’t exactly have a pipeline to absorb all of the students coming out of universities.”
Lutchman spoke about selfawareness, growing skill sets, and the opportunities and changes coming to the world of work for the youth.
“Interestingly, when I study youth attributes, I find they have a greater sense of community care than politicians do. They are wanting to look after the communities – that’s an absolute of African youth,” he acknowledges.
Another attribute of the younger generation is they take to digital technology, such as artificial intelligence (AI), a lot faster.
“How do you leverage AI to create new work opportunities and ideas? AI has reduced barriers to entry, which is now enabling the youth to think very differently about the world of work.”
Lutchman is also a fellow of the South African Institution of Civil Engineering (SAICE), the industry body for civil engineering professionals in SA.
He dedicates time to the SAICE Ethics Committee, which supports and engages the industry with free, Continuing Professional Development (CPD)-accredited
webinars on the concept of ethics.
“We have these webinars with the intention of creating a more ethical society of civil engineers that practise in the country. That’s the aim of the committee.”
GREATER PROSPECTS
Lutchman’s key priorities are to grow GIBB’s sustainability and change certain parts of the business structure to free itself up for greater growth prospects continent-wide and globally.
This includes fostering more partnerships with various entities such as governments, smaller firms, partners, academia, and local technology providers, to name a few.
“Much of our procurement is
going that way. We used to stay technology-agnostic, but now we’re thinking we need to partner with technology providers,” he explains.
The type of people that GIBB employs in the future will also require a rethink as the profession changes, with a lot of AI already being used in the engineering space.
“Data acquisition and analytics, asset management, and providing capacity in terms of institutional support to public sector entities are becoming a real need in the country.
“It’s about transforming the business and using different skill sets and more digital solutions and data analytics to support our clients and help them manage their assets better,” Lutchman concludes.
Tel: 011 519 4600
marketing@gibb.co.za
www.gibb.co.za
FROM LOCAL FOUNDATIONS TO GLOBAL HEIGHTS
RDC Properties Limited is a pioneering force on Botswana’s real estate scene, with tactical expansion into international markets. Executive Vice Chairman, Guido Giachetti, reflects on the company’s remarkable journey and its commitment to sustainability and community enrichment
Writer: Rachel Carr | Project Manager: Andrew Marjoram
RDC Properties Limited (RDC) stands as a beacon of innovation in Botswana’s bustling real estate landscape.
As RDC has transformed its impressive trajectory into a tale of strategic diversification, it not only shapes the skylines of Botswana but also casts its ambitions across international horizons.
The company was the inaugural property fund listed on the Botswana Stock Exchange (BSE) in 1992 and restructured in 1996 as a variable rate
loan stock (VRLS). It was founded by the Giachetti family, who established and continue to lead RDC Property Group (the Group), a large investment group with a global presence. Guido Giachetti is the Executive Vice Chairman of the Group.
Its origins date back to 1878 as a civil engineering company known for building rail infrastructure, including work on one of the first metro lines in Italy, the Napoli Pozzuoli train station in Naples, in 1916. The family diversified into African construction by investing
in Nigeria in 1961 and Botswana shortly after the country’s independence in 1970.
This strategic expansion paved the way for RDC, a property development company and investment fund which now spans seven countries.
As of 31st December 2024, the investment portfolio had 48 percent of its properties in South Africa (SA), 26 percent in Botswana, 23 percent in Croatia, and the remaining three percent in Zambia, Madagascar, Mozambique, and the US.
The Group’s flagship headquarters and a vibrant hub for business, retail, and lifestyle in Botswana’s capital, Gaborone
“The company’s status as the largest property fund listed on the BSE can be attributed to several key factors and strategies that facilitated its growth, significantly contributing to the country’s economy,” Giachetti proudly introduces.
“This shift from development to acquiring yielding properties catalysed our property fund’s expansion. We diversified into SA in 2017 by investing in Capitalgro, an unlisted property fund, marking our first acquisition of an entire portfolio,
followed by the Tower Property Fund Limited, a listed fund on the Johannesburg Stock Exchange (JSE) in 2021,” he adds.
EXPANDING BOTSWANA AND BEYOND
Presently, 83 percent of income, per the latest financials published, is generated outside of Botswana and repatriated as dividends and interest, diversifying the economy and mitigating risk.
“Geographically expanding
our portfolio creates long-term shareholder value and a more resilient, stronger, and ‘proudly Botswana’ company with global reach,” notes Giachetti.
RDC has diversified its operations, particularly into SA and Europe, as Botswana’s economy is relatively small.
“The country’s real estate market is limited both in terms of the number of potential tenants and available acquisition opportunities without risk of concentration,” he observes.
“RDC’s initial steps outside the country began in Madagascar, where a framework to facilitate larger acquisitions and external investments was established. By expanding geographically and across sectors, we have achieved a balanced mix in our investment portfolio, thus generating revenue from stronger economies.”
This strategy of acquiring the Tower Property Fund has de-risked the portfolio, reducing RDC’s exposure to offices and hospitality facilities in 2021 and introducing some premium crossborder retail assets as well as several growth opportunities in the different sub-sectors.
“Our purpose is to grow shareholder value by owning and managing strategic property assets that enrich the stakeholders and communities we serve.
“Our vision is to be the leading real estate company in Botswana, renowned for its international reach, expertise, innovation, sustainability, integrity, and client-centric approach,” Giachetti sets out.
To this end, the company is pursuing a diversification and growth strategy focused on long-term value through key initiatives.
“In addition to improving our portfolio and taking advantage of its redevelopment potential, we
are targeting the acquisition and redevelopment of safari lodges in prime locations to boost revenue and initiating a joint venture to develop 50 megawatts (MW) of rooftop solar photovoltaic (PV) plants in Croatia, in line with European Union (EU) renewable energy and environmental, social, and governance (ESG) goals,” he details.
Recognising the need for income sources beyond mineral extraction, the Group ventured into the leisure
sector in the early 2000s, starting with the Chobe Marina Lodge in Kasane, Botswana, strategically situated close to Chobe National Park and attracting hard currency-paying tourists.
“When assessing acquisitions, we prioritise robust revenue streams and community contributions, which are significant in leisure and hospitality projects,” Giachetti informs.
BUILDING A GREENER FUTURE
Sustainability remains central to RDC’s operating model, investment strategy, and long-term value creation.
“We’ve signed 18 power purchase agreements (PPAs), installing solar PV systems across 54 percent of our gross leasable area (GLA), lowering energy costs and emissions whilst boosting tenant retention. Water monitoring is active on 59 percent of our GLA whilst leak detection and reuse programmes are now in place,” outlines Giachetti.
“With our waste management programmes underway, we aim to reduce landfill dependency and improve recycling rates.”
The iconic Chobe Marina Lodge in Kasane, set along the tranquil Chobe River, is currently under redevelopment, being reimagined as a luxury retreat as part of RDC’s vision. Guests can look forward to an enhanced experience once redevelopment is complete
Isalo Rock Lodge, an RDC property in the southwest of Madagascar, is a modern 60-room retreat set high in the sandstone mountains overlooking
COULD YOU SHARE EXAMPLES OF RDC’S ENERGYEFFICIENT PROJECTS, AND THE IMPACT THEY’VE HAD ON BUILDING PERFORMANCE AND COST SAVINGS?
Guido Giachetti, Executive Vice Chairman: “Our solar programme demonstrates significant financial and operational benefits from targeted sustainability investments. The Westlake Lifestyle Centre in Cape Town, for example, generated over 290,000 kilowatt hours (kWh) of solar power, achieving 89 percent of forecast output and saving nearly ZAR68,000 in March.
“Other successes include Caxton Street, which produced over 30,000kWh of power since January, saving around ZAR36,000, and The Edge in Bellville – nearing 23,000kWh – with nearly 100 percent uptime as peak tariff periods approach.
“We’ve also activated large-scale solar systems at Voortrekker Road in Cape Town, Clifton Place in Durban, and Evagold Centre in Johannesburg, adding over 900kW of renewable capacity.”
This initiative will also enhance energy security – a critical factor in many countries and particularly in SA’s current operating environment.
With 17 percent of the company’s portfolio certified by the Green Building Council South Africa, and high energy performance certificate (EPC) ratings in Croatia, all new developments align with green standards.
RDC views ESG as a responsibility rather than something to merely comply with, enabling long-term resilience, tenant satisfaction, and reputational strength as the company aims to bolster its contributions to this crucial facet of the business.
With robust fundamentals, reduced gearing, and a sharper operational model, RDC is well-positioned for continued performance. The company’s focus remains on disciplined growth and generating long-term value through efficiency, innovation, and strategic asset rotation in 2025.
Guido Giachetti, Executive Vice Chairman
The David Livingstone Safari Lodge and Spa, where luxury meets adventure on the banks of the Zambezi River near Victoria Falls. This 4-star lodge blends seamlessly into the lush surroundings and was recently refurbished.
The VMD office building in Croatia, a key property acquired through RDC’s Tower Property Fund acquisition. Its striking black façade, accented with vibrant blocks of blue, yellow, and white, makes it a distinctive and prominent feature towering over Zagreb’s cityscape
“Collectively, our sustainability work supports 11 of the UN Sustainable Development Goals (SDGs) – reinforcing our mission to create future-ready properties that deliver for tenants, investors, and communities alike,” Giachetti emphasises.
These efforts are projected to save approximately ZAR4 million annually in energy costs whilst strengthening tenant relationships and meeting global ESG expectations, underscoring the link between sustainability and performance.
EDUCATION AND EMPOWERMENT
RDC not only understands the significance of sustainability but also the importance of community support, highlighting its longstanding commitment to education, community upliftment, and the arts. Since the early 1990s, the organisation has supported and
constructed schools in rural Africa based on the belief that education is crucial for breaking the poverty cycle. As such, it provides financial incentives for primary school graduates and celebrates their achievements with community events.
“We have witnessed many students succeed, including pursuing careers in various fields. We support education and community upliftment in SA, Botswana, Madagascar, and Zambia through initiatives such as the Investec Cape Town
Fair
Art
RDC proudly sponsors an annual award at the Investec Cape Town Art Fair, an initiative dedicated to supporting emerging artists and creative development in South Africa. Originally introduced as the Art for Space and Space for Art Award, which honoured galleries that best reflected the fair’s theme, it has since evolved into the RDC Art Collection Award. This award recognises artworks that most closely align with RDC’s core values. Each winning piece is acquired and showcased across RDC properties, enriching our spaces with creativity while providing a platform for the artist’s work to be experienced by our international guests and visitors. Pictured here are members of the Investec Cape Town Art Fair team, hosts of this prestigious event.
Ngwapa prizegiving
Experienced, multiskilled, and futuristic
With over 50 combined years of experience, and multiskilled attorneys, Botlhole Law Group is a premier corporate and commercial law firm based in Gaborone, Botswana. We pride ourselves in offering more than black letter law, we are a futuristic firm providing a ‘one-stop shop’ for valued clients.
Areas of Practice:
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– GUIDO GIACHETTI, EXECUTIVE VICE CHAIRMAN, RDC PROPERTIES LIMITED sponsorship, school prizegiving awards, Mandela Month campaigns, and local lodge engagement,” Giachetti impassions.
In addition, RDC supports local artists through acquisitions, awards, and by displaying its works within its properties, and runs multiple community initiatives each year, including a Christmas project for children and patients in a rural hospital where celebrations were organised and gifts provided to those who might not have family support.
For Giachetti, initiatives like these are deeply fulfilling. The social aspect of ESG represents more than just a checklist; it embodies a genuine commitment to making a lasting and positive impact within the communities, and all members of the Group share in this belief.
“Our initiatives have evolved into a broader framework across our properties, driven by the next generation to identify meaningful
“ULTIMATELY, WE THINK
TRUE SUSTAINABILITY EXTENDS BEYOND GREEN BUILDING PRACTICES TO INCLUDE INITIATIVES FOSTERING COMMUNITY WELL-BEING”
Ngwapa graduation
Emerging artist
projects as we aim to invest in strategic assets that benefit all,” Giachetti impassions.
“For example, our project at Chobe Marina Lodge employs around 100 people, therefore positively affecting their families and illustrating the importance of community engagement. We prefer investments that impact entire communities rather than those driven purely by profit.”
One of RDC’s upcoming projects is a retirement home in Botswana, which is a novel concept given the traditional family structure typical in the region.
As people move to urban areas, RDC has identified an arising need
for spaces that accommodate senior living, as older adults may feel isolated in cities. This project exemplifies the company’s commitment to social sustainability.
“Ultimately, we think true sustainability extends beyond green building practices to include initiatives fostering community well-being,” he ardently expresses.
A STRATEGIC VISION FOR SUSTAINABLE GROWTH
When deciding which projects to pursue in property acquisitions and development, RDC carefully evaluates opportunities across the commercial,
residential, and hospitality sectors.
“When analysing acquisitions, we verify the strength of revenue streams and community contributions, and the correlation is particularly strong in leisure and hospitality projects. All developments must align with our strategic objectives and core purpose,” Giachetti declares.
“These include growing net value asset (NAV) by five percent above the consumer price index (CPI), reducing long-term debt to below 40 percent, increasing hard currency revenue to between 40 and 50 percent, and elevating distributions to reach the upper quartile of the BSE property
Cape Quarter, a premier mixed-use building, now part of RDC’s portfolio following the acquisition of the Tower Property Fund.
• Chobe Marina Lodge – a key destination in Botswana’s tourism
In November 2024, a fire destroyed the main building of the lodge, which features 66 suites and attracts visitors to Chobe National Park. A modern rebuild is planned to enhance the guest experience, particularly by leveraging its riverfront location.
Aiming to reopen by mid-next year, the lodge incorporates sustainable practices, reflecting a commitment to environmental responsibility and community support.
• Radisson RED Rosebank – Johannesburg, SA
The Emerging Artist Initiative at Radisson RED Rosebank highlights RDC’s dedication to art in hospitality, emphasising art, music, and culture.
In partnership with Radisson’s brand management, it inspires other initiatives within the Radisson Group. Each year, RDC provides a platform for artists like Prince Gyasi, Tega Tafadzwa, and Prof. Zanele Muholi, and current showcases, including Sam Nhlengethwa, attracting positive public engagement.
Opened in 2021, the Radisson RED Rosebank hotel became a hotspot for contemporary art and is one of SA’s first 5-Star Green Hotels. It updates the art in public areas annually and promotes African artists, winning the LIV Hospitality Design Award in the interior design category in 2022.
• Acquisition of the Tower Property Fund
In 2021, RDC acquired Tower Property Fund Limited, expanding its portfolio in SA and Croatia. This grew its holdings significantly, making it Botswana’s largest BSE-listed property fund by total assets, including prime properties such as the Cape Quarter in Cape Town.
The redeveloped Old Cape Quarter building won the Best Heritage Development award at the 2022 South African Property Owners Association (SAPOA) convention. peers.”
Each business unit – leisure and hospitality, property investments, property management, developments, new investment clusters (renewable energy, silver economy), finance, and mergers and acquisitions (M&A) – has unique supply chain management criteria and faces specific challenges.
However, as RDC looks to the future, its key priorities will focus on strategic growth and adaptability as emerging trends and opportunities shape the real estate industry.
“The wider RDC Property Group is well-positioned to execute its
strategy, with optimism for reduced interest rates fuelling growth. We will maintain a disciplined approach to capital allocation and focus on our medium-term objectives.
“Over the next five years, we foresee significant artificial intelligence (AI) impact on the leisure sector and increased focus on Africa amid macroeconomic uncertainty in the West. We must prepare for expansion across different areas of the African continent, and remain alert to potential corporate actions, leveraging our strong institutional support,” Giachetti resolutely concludes.
Tel: +267 390 1654
rdc@rdc.bw
www.rdcbw.com
Radisson RED Rosebank
Chobe Marina Lodge Guest Room
UNPEELING THE FLAVOURS OF SUCCESS
From field to table, Safresco offers freshness and quality straight from the farm. Juan Greyvenstein, Managing Director, tells us more about the company’s a-peeling global offerings of premium, fresh fruit
As a leading producer of citrus fruit, grapes, and avocados in the Southern Hemisphere, Safresco’s speciality is fresh fruit that’s more than just tantalisingly delicious but also good for consumers’ health.
Supplying fruit with the highest quality and safety standards, the company proudly meets its customers’ specifications whilst satisfying worldwide demand for its premium produce.
“We grow, pack, source, and commercialise fruit, with citrus being the primary product,” introduces Juan Greyvenstein, Managing Director.
“Avocados and grapes are increasing in volume whilst vegetables remain a small component in the local market.”
With a presence in multiple countries across the Southern Hemisphere, Safresco has approximately 1,300 hectares (ha) of planted citrus and two packing facilities in South Africa (SA), 600ha of citrus, 500ha of grapes, and 500ha of avocados in Peru, and a sourcing team in Argentina.
“The Southern Hemisphere operations sell more than 180,000 tonnes per annum (tpa), mainly to the Northern Hemisphere countries, with Europe and the US being the largest markets,” he adds.
Additionally, Safresco forms part of Cirtri&Co – a European-based group which sells about one million tpa of fruit with operations in Spain, France, Morocco, Brazil, SA, Peru, and the UK.
Greyvenstein did not start his career in the fruit industry; instead, he began in manufacturing, which he laments did not pose the same dynamics as his current position, which offers an everchanging landscape and an “every day is different” environment.
Currently, Greyvenstein views the sector as equal parts exciting and challenging.
“After a few tough years for South African growers, the industry finds itself at a profitable point in the citrus cycle for most varieties,” he details.
“Cirtus, like most agricultural sectors, has so many different influences and unknown factors that could impact strategic and operational decision-making. This
makes it a very exciting industry to be involved in.”
WHEN LIFE GIVES YOU LEMONS
Safresco has worked diligently over its history to differentiate itself from the competition through its uniquely fresh and succulent fruit offerings.
The company’s multiple origins allow it to service key customer programmes from various sources and provide more reliability in case of certain challenges.
“We are vertically integrated, handling R&D, growing, packing, sourcing, exporting, and managing customer relationships. We understand the challenges and opportunities of each facet alongside
the importance of having a secure supply through our own production,” outlines Greyvenstein.
Safresco’s vertical integration also means it can oversee quality at all stages of production. The company prides itself on being attentive to every detail, from cultivation to delivery to the end consumer, complying throughout with the strictest quality requirements.
“Controlling quality is extremely important for our customers, and having our own orchards and packaging produce in our facilities
ensures we control the quality of the product throughout the process,” he asserts.
The company has also worked to cement its position as one of the largest fruit producers in its region through consistent support from shareholders, with profits reinvested into the business for expansion and improvement.
Equally, it has received support from suppliers, particularly growing partners who entrust Safresco to pack and commercialise their fruit.
CAN YOU PLEASE EXPAND UPON YOUR PARTNERSHIP WITH STANDARD BANK AND HOW IT ASSISTED IN YOUR GROWTH?
Juan Greyvenstein, Managing Director:
“Since the inception of Safresco in SA back in 2010, we’ve been fortunate to have fantastic support from business partners. From a financing point of view, Standard Bank has been with us from the start and willing to match our appetite for risk and opportunity.
“This has enabled us to grow in SA from 250ha of planted citrus and 25,000 tonnes (t) of exported fruit to 1,300ha and 115,000t of fruit sold. Importantly, through industry rough patches, the relationship and support have remained steadfast.”
Through the group’s R&D centres and widely experienced technical teams, its expert technicians continuously research new varieties of fruit and suitable agricultural practices to obtain the best quality, the latest technology for packaging, and the most fitting marketing methods.
Specifically, the company’s packing plants are equipped with cuttingedge machinery and located in close proximity to the farms where the produce is grown, optimising the fruit’s conservation and transport conditions.
REAPING THE FRUITS OF LABOUR
As Safresco continues to expand its fresh and fruity footprint, it is
highlighting the increased demand from its customers and growing its volume further.
The company is achieving this goal by renting more orchards, partnering with strategic growers, and investing in netting to ensure an increase in volume with an improvement in quality.
“We have also finalised a transaction whereby we acquire a stake in the first commercial citrus operation in Botswana, which currently entails 1,000 planted ha of citrus and a stateof-the-art packing facility. Phase 2 of the project will commence in the next 12 to 24 months, increasing the area to approximately 2,200ha,” insights Greyvenstein.
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“CONTROLLING QUALITY IS EXTREMELY IMPORTANT FOR OUR CUSTOMERS, AND HAVING OUR OWN ORCHARDS AND PACKING PRODUCE IN OUR FACILITIES ENSURES WE CONTROL THE QUALITY OF THE PRODUCT THROUGHOUT THE PROCESS”
– JUAN GREYVENSTEIN, MANAGING DIRECTOR, SAFRESCO
This investment in Botswana strategically complements Safresco’s current supply from SA, which focuses on specific varieties, timing of products, and access to certain markets, allowing the company to guarantee even more security to reach customers’ volume demands.
Additionally, Botswana has favourable growing conditions for agriculture, with lower pest and disease pressure and exceptional soil conditions. This aligns with the company’s decision to place its farms in unique spots with climatology, autochthonous flora and fauna protection, and sustainable farming techniques, allowing fruit to have outstanding flavour and qualities.
Looking ahead, Safresco is aiming to advance even further across different countries and regions whilst meeting the increasing demands of its customer base.
“Currently, we have significantly more demand than supply, so in the short and medium term, we are trying to bridge the gap between them,”
details Greyvenstein.
“For diversification, we are pushing to increase our supply in Western Cape and northern areas of SA alongside sourcing grapes and avocados in the latter to complement our supply in Peru.”
By investing in new orchards and farms located in ideal regions for each crop, Safresco is able to offer a wide range of varieties with exquisite flavour and exceptional quality.
BETTER ENVIRONMENT, BETTER FRUIT
Crucial to Safresco’s company values is its respect towards the environment in which it works and nurtures its fruit.
The company uses agricultural practices that respect the planet and promote societal well-being in addition to building sustainability into each supply chain link to ensure its consumers enjoy premium quality and freshness.
“We work to apply chemicals and fertilisers as efficiently as possible. Each orchard receives different
SAFRESCO AT A GLANCE
• 180,000+ tpa of fresh fruit
• 2,500+ HA in production
• Over 90 PERCENT of exports to 80+ countries
• FOUR packing plants
• 7,000+ seasonal employees
fertilisers based on nutrient analysis to ensure we don’t overapply, and most of it is applied in small, weekly doses as fertigation, which limits the risk of leaching fertilisers into the groundwater,” informs Greyvenstein.
Safresco also adds compost and
natural products to its soils to increase the carbon content and improve root health, which allows the company to boost fertiliser uptake and further reduce the application of synthetic fertilisers.
Equally, its pest control is
conducted based on scouting results and follows an approach that uses chemicals and techniques that are the least disruptive to beneficial insects. This is in parallel with augmenting natural beneficial insect populations as a form of biocontrol and minimising the cutting of weeds between the rows, allowing them to flower and provide alternative habitats and food sources.
“We also constantly monitor our soil moisture and weather conditions to prevent over-irrigation. Through this integrated approach, we are able to limit our environmental footprint,” expands Greyvenstein.
Alongside Safresco’s dedication towards sustainable agricultural practices, corporate social responsibility (CSR) is a vital part
of the company. It is actively involved in supporting the community in Sundays River Valley through several initiatives, including a home-based caregiver project, the Kirkwood Bulk Water project, and an employee trust.
For the former, the company works in collaboration with the Sisters of Mercy to sponsor three trained home-based caregivers who provide primary healthcare to individuals too ill or elderly to visit local clinics.
“This initiative ensures the most vulnerable members of the community receive consistent, dignified care in the comfort of their homes,” emphasises Greyvenstein.
Furthermore, the Kirkwood Bulk Water project tackles the major challenge of providing accessible, reliable water in the region due to
irregular municipal supply. To help address this issue, Safresco has funded the installation of over 400 fully equipped water tanks at the homes of permanent and seasonal employees, as well as strategic points within the broader community.
“The project ensures families have a dependable source of water even during infrastructure failures,” he explains.
In 2018, the company established an employee trust to introduce ownership and the prospect of long-term wealth to previously disadvantaged groups. The trust has a minority stake in some key assets owned by Safresco.
“These projects reflect our longterm commitment to improving the quality of life and supporting sustainable development in the areas where we operate,” proudly concludes Greyvenstein.
jgreyvenstein@safrescoglobal.com
safrescoglobal.com/en/
SUSTAINING PEOPLE AND PLANET
Prioritising food safety, security, and sustainability, Bühler Group’s activities in Southern Africa are driven by an evolving socioeconomic landscape. Marco Sutter, Managing Director – Southern Africa, tells us more
Dating back over 160 years, Bühler Group (Bühler) is a family-owned, fifth-generation industrial equipment manufacturing company with head offices in Uzwil, Switzerland, boasting over 140 international locations, and with 12,000+ employees.
The company’s activities in Johannesburg, South Africa (SA), have been ongoing since 1972, serving key locations including Angola, Zambia, Zimbabwe, Malawi, and Mozambique.
Alongside the Johannesburg facility, Bühler has workshops in SA’s legislative capital of Cape Town as well as the Zambian capital of Lusaka, reinforcing its long-standing history and local presence in the region.
The company’s impressive portfolio of products and equipment centres around two main pillars – grains and food solutions, and advanced materials.
Through its grains and food solutions pillar, Bühler provides
equipment and processes for wheat, maize, and ancient grain milling, alongside technologies to help consumer food manufacturers produce pasta, cereals, wafers, biscuits, chocolate, candy, and coffee.
“If we look at SA in particular, milling is one of the main industries supporting the national economy,” introduces Marco Sutter, Managing Director – Southern Africa.
Bühler provides feed solutions derived from maize milling by-products such as wheatmeal and bran, helping to make economical use of raw materials and energy.
As a trusted technology partner with deep industry experience, Bühler also supports the production of high-quality aqua feed, ensuring consistent, reliable output for a range of animal nutrition needs.
Elsewhere, the company’s advanced materials pillar produces a range of offerings, including ink, coatings for phone screens, glasses, and windows, die-castings for the
automotive industry, and slurry for lithium-ion electric vehicle (EV) batteries.
“The EV business is fairly new to us, but we’re interested in the opportunities it presents for carbon neutrality,” Sutter reflects.
AN EVOLVING LANDSCAPE
Bühler’s activities in SA are integral. With 220 employees in the region, the company has a major focus on producing equipment for the mining industry.
“Globally, Bühler is not particularly active in mining, but SA’s prevalence in this area has seen us contribute to the mining and energy sectors consistently since the 1980s,” Sutter explains.
As such, the company has established a loyal customer base that returns for repeat business time and again.
“We also have a local customer service setup, which is a key differentiator as it enables us to customise or modify current
equipment or retrofit old machines to give them new life,” he emphasises.
As Africa’s population continues to grow, it is undergoing increased urbanisation and experiencing the growth of a young population.
“Whilst this means there are lots of new mouths to feed, we’ve also seen many local people shift from low-income to middle-income economic status, which has had a direct impact on eating habits and, in turn, the demographic of our food
and beverage clientele, ramping up demand,” outlines Sutter.
Meanwhile, digitalisation has had a major impact on Bühler’s overall supply chain – particularly within SA – as transparency and traceability across the value chain become ever more important.
“Take our wheat and maize, for example – customers want to understand which farm it came from as food safety is becoming an increasingly important topic,” he adds.
Automation is also growing in SA, with automated processes and production lines offering energy efficiency, cost savings, and optimum use of raw materials – meaning higher yields and less waste.
Despite this rapid digital advancement, however, Bühler recognises the importance of a human touch when it comes to its customer base, for whom it will always maintain a local presence in the region.
“Our after-sales service is vital, which is why it is important for us to be as close as possible to our customers around the world,” Sutter details.
SUSTAINABILITY AT THE CENTRE
Bühler’s 2025 sustainability targets, defined in 2019, include a commitment to have solutions ready to implement by 2025 that will reduce
energy, waste, and water by 50 percent in its customers’ value chains.
So far, this target has seen the company introduce new processes, systems, and training concepts.
“Today, we can proudly say 80 percent of the targets we initially defined for 2025 have been either achieved or overachieved,” prides Sutter.
Having already reduced global Scope 1 and 2 emissions by more than 20 percent compared to its baseline year in 2019, Bühler’s activities in SA have seen it investing more heavily in sustainability to continue this positive trend.
“We’ve installed solar panels at our Johannesburg and Cape Town workshops, which we utilise throughout the day. SA is the sunshine country, after all, enjoying over 300 days of sunshine per year,” he smiles.
To maximise these unprecedented
solar gains, the company has installed a storage battery which allows the factory to not only generate solar energy but store it.
Bühler has also made constant upgrades to its offices, having recently fitted the latest generation of LED lights – providing a 60 percent reduction in power consumption and overall healthier lighting for employees.
“We are also looking into a new water system which means we can reuse and recycle certain types of water in our toilets, for example,” Sutter continues.
The company intends to continue investing in its sustainability goals and has just secured approval to increase the solar panels at the Johannesburg workshop, which will double the battery power.
“This will mean we can even run the night shift straight from the battery, recharging it during the day,” he excites.
“OUR AFTER-SALES SERVICE IS VITAL, WHICH IS WHY IT IS IMPORTANT FOR US TO BE AS CLOSE AS POSSIBLE TO OUR CUSTOMERS AROUND THE WORLD”
– MARCO SUTTER, MANAGING DIRECTOR – SOUTHERN AFRICA, BÜHLER GROUP
Ultimately, the company’s longterm aim in SA is to be fully off-grid.
INNOVATION IS KEY
As it navigates a world in which innovation has become key, Bühler is actively conducting R&D in partnership with customers in the automotive industry to create lighter engine blocks.
It is hoped that, in turn, this will lead to vehicles having lighter engine blocks, needing less petrol, and making a positive impact on the environment.
Elsewhere, Bühler is working on streamlining its car chassis via casting technology, resulting in fewer parts and less emissions in terms of production.
“Currently, a typical chassis has around 250 parts – we can reduce this by more than half,” asserts Sutter.
Elsewhere, the food and beverage market welcomes sustainability in terms of food safety and security, meaning everybody has access to safe products.
“Currently, nearly 800 million people go to bed hungry every night – something Bühler feels it can work
to alleviate. We touch around two billion people every day through our products, so our responsibility and influence in the food market is huge,” he reflects.
Thus, it’s important for Bühler to work closely not only with its business partners, but also local universities and corporations to achieve sustainability goals.
“In both the automotive and food, feed, and beverage industries, we collaborate with global and local players to achieve our targets,” Sutter posits.
BÜHLER’S CORE VALUES – AT A GLANCE
Trust
• Integrity – Communicating honestly and transparently.
• Partnership – Embracing collaboration and respect.
• Credibility – Delivering on commitments by ‘walking the talk’.
Ownership
• Courage – Taking entrepreneurial risks and accepting failure as a learning experience.
• Accountability – Assuming responsibility.
• Customer Focus – Capturing value for customers’ continued success.
Passion
• Purpose – Innovating for a better world.
• People – Developing and empowering people.
• Performance – Cultivating quality and efficiency to achieve success.
As such, the company works in tandem with government and small to medium-sized enterprises (SMEs) in SA to achieve success stories.
For example, Bühler has supported a local bakery in Soweto for around 15 years. It first taught the female business owners how to bake and create a business plan.
Having grown from four employees to 60, the bakery now operates out of one of Soweto’s largest shopping malls, often supplying Bühler’s corporate events with pastries and baked goods.
SOCIALLY RESPONSIBLE
Close collaboration with local education institutions and schools has allowed Bühler to involve itself in the next generation of employees, which Sutter cites as being particularly important in Africa.
“Many young people grow up here wanting to be a doctor or lawyer, but we’re on hand to offer high-school students a place on our accessible local apprenticeship plan,” he comments.
The dual apprenticeship programme hosts learners who undergo both practical and theoretical training based on the Swiss apprenticeship scheme.
Through the programme, Bühler has hosted learners for two to three years who are trained on specific tasks in accounting, customer service, and industrial engineering, amongst other things.
“Our main goal here is to increase the skills level and, in turn, industry growth in general,” he states.
Elsewhere, Bühler’s activities in food security and safety include storage facilities and food parks.
This type of infrastructure has become increasingly important in Africa to keep the supply chain streamlined, limiting potential issues with intermittent electricity supply or poor road infrastructure, for example.
“IN BOTH THE AUTOMOTIVE AND FOOD, FEED, AND BEVERAGE INDUSTRIES, WE COLLABORATE WITH GLOBAL AND LOCAL PLAYERS TO ACHIEVE OUR TARGETS”
– MARCO SUTTER, MANAGING DIRECTOR – SOUTHERN AFRICA, BÜHLER GROUP
Moreover, storage facilities have become crucial to reducing food loss.
“Typically, Europe has a food waste challenge, whereas Africa has a food loss challenge, meaning we lose around 30 percent of grains to rot or vermin,” Sutter explains.
“This is why correct storage, cleaning, and drying facilities are so important in the region today.”
FULL STEAM AHEAD
Looking ahead, Bühler plans to continue guaranteeing job security for its employees by maintaining a healthy financial balance sheet to ensure its longevity.
In part, this comprises strict cost management in the form of key performance indicators (KPIs).
Another of Bühler’s KPIs is remaining close to its customers, serving them better and faster every day.
“We’ve got what we call a ‘better business model’, through which we
hope to be more transparent, as well as developing new tools and processes internally,” Sutter says.
As such, the company not only maintains close business relationships with its customers but partnerships built on trust.
Indeed, the company has ongoing relationships with industry associations such as the National
Chamber of Milling, South African Chamber of Baking, South African Association for Food Science and Technology, and Animal Feed Manufacturers Association of South Africa, amongst others.
“Being closely linked with such associations means we know what’s happening in the market and work closely with them.”
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Finally, Sutter notes the importance of keeping staff motivated and cites passion as the most important value to drive business success, now and in the future.
“We empower our employees through our core values, which include trust and ownership, keeping passion in mind when navigating difficult markets.
“We’re moving in a good direction and continue to do so, which can only be achieved when you have a strong and competent local team,” Sutter passionately concludes.
Breaking industrial ground every day by developing sustainable and digitalised processes, Limak Cimentos SA is leading the way in the future of manufacturing. Seyit Baydar, General Manager, tells us more about the company’s commitment to a better tomorrow
Manufacturing is a dynamic and fascinating space that is inherently complex, involving countless inputs and outputs, and playing a central role in any economy. It’s also a space of continuous learning, with evolving technologies, shifting regulations, and constant innovation.”
This excitement about the continual developments and evolution of the manufacturing sector, as narrated by Seyit Baydar, General Manager of Limak Cimentos SA (Limak Cement), not only showcases his mindset but also the passion of the company as a whole.
Limak Cement began operations a decade ago following investment by its board of directors, with the construction and assembly of its plant completed by 2016. It has been fully operational in Maputo, the capital of Mozambique, ever since.
“We are proud to operate with the highest product quality standards that are aligned with international health, safety, and environmental (HSE) regulations. One of our greatest achievements is the knowledge transfer to local talent, especially in engineering,” details Baydar.
Specifically, whilst the law allows eight to 10 percent of the company’s workforce to be expatriates, 96 percent of its staff are Mozambican –a factor Limak Cement prides itself on.
Baydar got his start in the industry through acquiring a degree in economics, allowing him to gain a strong understanding of how economies function and people’s well-being can be improved.
“It’s clear to me that industry is the main engine of growth and development. Without a solid local manufacturing base, any country risks becoming dependent on others.
That realisation sparked my interest in building a career in the sector,” he expands.
Currently, Baydar is not only Limak Cement’s representative in the nation, but also serves on the Executive Board of the Industrial Association of Mozambique (AIMO) and as Vice President of the construction materials sector at the Confederation of Economic Associations of Mozambique (CTA).
Through these roles, he brings his international expertise to Mozambique’s industrial and business landscape, supporting the country’s sustainable development.
A COMMITMENT TO EXCELLENCE
What serves to differentiate Limak Cement from the competition is its relentless commitment to quality in its products and services. The
company operates in five countries, actively applying its global experience in Mozambique, from organisational structures to decision-making processes.
“We rely on collaborative committees to make decisions regarding both product and service, which fosters a horizontal management approach. This culture encourages diverse perspectives, speeds up innovation, and leads to stronger results,” insights Baydar.
“When that kind of mindset is embedded in the organisation, success follows naturally.”
Additionally, Limak Cement prioritises upholding its leading position in the industry through advanced technology and sustainability-focused projects. As a group, the company is fully committed to the UN’s Sustainable Development Goals (SDGs), constantly monitoring
CAN YOU EXPAND UPON YOUR INVOLVEMENT IN THE GLOBAL ENGINEER GIRLS PROJECT AND WHAT THIS MEANS TO YOU?
Seyit Baydar, General Manager: “I’m particularly proud of our commitment to social responsibility through the Global Engineer Girls project. This internationally recognised programme was founded by our Chairwoman, Ebru Özdemir – a civil engineer and renowned advocate for women’s empowerment.
“In Mozambique, we signed a memorandum of understanding (MoU) with Eduardo Mondlane University (EMU) to support talented female students in STEM fields. We selected 10 young women from civil, mechanical, chemical, and environmental engineering programmes. Each received a laptop, monthly scholarship, and will soon begin mentorship and training programmes.
“Through this project, we aim to nurture the next generation of female engineers – giving them not only technical tools, but also the confidence and guidance to lead in the 21st-century workforce.”
environmental and health indicators and taking corrective action where needed.
Limak Cement’s operations are, therefore, designed to be efficient, safe, and environmentally responsible.
“Considering a group-wide approach, we combine advanced technology and sustainability-driven strategies to lead our industry towards a low-carbon future,” he informs us.
“Through end-to-end digital interpretation – from operational technology (OT) systems to enterprise resource planning (ERP) – we ensure data accuracy, optimise processes with robotic process automation (RPA), business process management (BPM), and low-code platforms, and enhance efficiency from production to logistics, reducing energy use and carbon emissions.”
Aligned with its sustainability vision, Limak Cement focuses on energy efficiency, resource optimisation, alternative fuels, renewable energy, and innovative solutions such as carbon capture, utilisation, and storage (CCUS), and green hydrogen for its net zero journey. The company’s commitment is reinforced through continuous improvements in the CDP (formerly the Carbon Disclosure Project), engagement with global sustainability indicators like environmental, social, and governance (ESG) ratings, and alignment with the Science Based Targets initiative (SBTi), which aims to limit global warming to 1.5 degrees Celsius (°C).
“This integrated approach allows us to minimise environmental impacts, create social value, and strengthen our position as a transparent, futurefocused industry leader,” dictates Baydar.
ACCELERATING TOWARDS THE FUTURE
With energy supply being one of the main challenges in Mozambique,
“FROM ENERGY EFFICIENCY TO THE CIRCULAR ECONOMY, FROM GENDER EQUALITY TO BUSINESS ETHICS, OUR STRATEGIC PRIORITIES REFLECT OUR COMMITMENT TO BUILDING NOT ONLY TODAY’S BUSINESS LANDSCAPE BUT ALSO THE WORLD OF TOMORROW”
– SEYIT BAYDAR, GENERAL MANAGER, LIMAK CIMENTOS SA
Limak Cimentos installed a 4.8 megawatt (MW) natural gas power generation unit in 2022 – a gamechanger not only for the sector but for industrial operations throughout the country.
“Energy security is a top priority for our region, and natural gas is considered one of the cleaner energy sources available. With this in mind, we implemented our own natural gas power plant, which has significantly reduced our dependency on the
national grid, ensuring consistent energy supply and lower operating costs,” explains Baydar.
Moreover, Limak Cimentos is exploring innovative ways to reuse gas by-products. For example, it is installing a pipe system to direct the heat generated from the plant’s chimneys to its main mill, which will increase production efficiency by raising the mill’s temperature.
Alongside the natural gas power generation project, the company is driving a series of strategic initiatives aimed at reducing its dependence on fossil fuels in its cement kilns and accelerating its transition to a lowcarbon future.
“We have significantly diversified our energy portfolio in favour of alternative fuels, including refusederived fuels, end-of-life tyres, industrial waste streams, and biomass and municipal solid waste-based resources, ultimately supporting our emission reduction goals and the principles of a circular economy,” he furthers.
In 2024, Limak Cement began the investment process in its several cement plants for a 36MW solar power plant to be commissioned this year, marking a major milestone in its sustainable energy transformation.
Equally, the company plans to begin using green hydrogen in its facilities by 2027, a step that will help decarbonise high-temperature industrial processes, in addition to deploying CCUS technologies at an industrial scale by 2037.
“Together, these initiatives represent critical steps in our long-term sustainability strategy, reinforcing our leadership in the sector and supporting global efforts to combat climate change,” asserts Baydar.
DEDICATED TO THE WORLD OF TOMORROW
Limak Cement is aligned with the global shift towards digitalisation and sustainable industrial development
and is investing in digital tools to enhance efficiency, traceability, and real-time decision-making. On the sustainability front, the company is fully committed to reducing its carbon footprint, conserving resources, and minimising waste.
“We view sustainability not merely as an environmental responsibility, but as an integral part of our strategic growth journey,” prides Baydar.
Guided by its science-based decarbonisation roadmap, a peoplecentred and inclusive corporate culture, data-driven governance, and a responsible value chain approach, Limak Cement is reshaping its processes with a focus on long-term impact.
Specifically, the company channels its R&D and innovation capacity into developing sustainable products and services whilst fostering fair, safe, and inclusive workplaces and maintaining transparent, accountable relationships with its stakeholders.
“From energy efficiency to the circular economy, from gender equality to business ethics, our strategic priorities reflect our commitment to building not only today’s business landscape but also the world of tomorrow,” details Baydar.
“In line with our vision of building a sustainable future, we place the fight against climate change at the core of all our operations, pursuing a comprehensive decarbonisation strategy that spans raw material and fuel optimisation, energy efficiency improvements, and the adoption of CCUS technologies.”
Equally, Limak Cement is taking steps towards its goal of becoming a multinational corporation, growing together with its stakeholders.
“We believe that long-term success comes from growing alongside our stakeholders – not apart from them. This means involving local communities, working transparently with partners, and ensuring our practices are inclusive and
LOOKING AHEAD, WHAT ARE YOUR KEY PRIORITIES FOR THE COMING YEAR?
Seyit Baydar, General Manager: “Whilst cement remains our core business, Limak Cement is a diversified group with strong capabilities in energy, construction, and hospitality. Looking ahead, we’re open to expanding our footprint in Mozambique across these sectors.
“We are actively evaluating local projects, and if the right opportunities arise, we will not hesitate to invest further in this beautiful country.
“At the same time, as a group-wide approach, we remain firmly committed to advancing our sustainability and digital transformation agenda. Our priorities for the coming year include accelerating the use of alternative fuels and renewable energy, further improving our ESG performance, and strengthening our stakeholder partnerships. We also plan to continue investing in R&D with a focus on innovative, low-carbon solutions such as green hydrogen, CCUS technologies, and sustainable construction materials.
“By combining strategic expansion with responsible business practices, we aim not only to grow our operations, but create long-term economic, social, and environmental value for Mozambique, our stakeholders, and the global communities we serve.”
sustainable,” he continues.
The company’s ambition to expand into new markets is guided by the same values that drive its current operations – integrity, innovation, and responsibility. It aims to build a multinational identity whilst preserving its human-centred approach and supporting the economic development of the regions where it operates.
Limak Cement places strong, inclusive, and systemic stakeholder management at the very centre of its sustainability strategy across all areas of operations. Integrated with its corporate sustainability goals, the Limak Cement Stakeholder Engagement Plan (SEP) has been designed to apply to all of the
company’s production plants and operational units.
“This ensures that as we advance towards becoming a multinational corporation, we grow together with our stakeholders in a way that’s responsible, sustainable, and aligned with global best practices,” confidently concludes Baydar.
LEADING NAMIBIA’S CIRCULAR PACKAGING FUTURE
A forerunner of responsible Namibian manufacturing, Plastic Packaging leverages forwardthinking packaging technology to help create a smarter, more sustainable future for the country. Nico Du Plessis, Managing Director, tells us more
Namibia’s packaging industry offers an exciting but complex environment, particularly as sustainability and the circular economy take centre stage, resulting in a growing pressure to reduce waste, eliminate problematic plastics, and develop packaging that can reused, recycled, or composted.
For Plastic Packaging, this development is a powerful opportunity rather than a challenge. As Namibia’s only polymer and polyethylene terephthalate (PET) recycler, the company goes beyond conventional manufacturing by actively closing the loop, ensuring its
products re-enter the market after use through robust recycling and reintegration processes.
“Our mission is to design packaging that fits within closed-loop systems, minimising environmental impact and extending the lifecycle of materials,” are the opening remarks of Nico Du Plessis, Managing Director.
However, Plastic Packaging also recognises that the path forwards is not without its obstacles. Evolving regulations, uneven recycling infrastructure, and cost pressures make systematic change difficult. Yet, these barriers also inspire innovation, as they drive the company
to be more agile, foster crosssection collaboration, and invest in sustainable, long-term solutions.
“For us, packaging is no longer just about containment or protection – it’s about accountability and making sure that what we produce today doesn’t become tomorrow’s waste.
“The future lies in regenerative systems where packaging circulates continuously, creating value at every stage,” he asserts.
PRODUCTS, DIVISIONS, AND VISION
Plastic Packaging began in 1982 as a small blow moulding and extrusion
operation using repurposed equipment from a local dairy farm.
In 2001, the company became fully independent and proudly Namibianowned. Since then, Plastic Packaging has steadily expanded its footprint across the country and into South Africa (SA), operating 12 branches and four manufacturing facilities, whilst its main production plant in Windhoek, Namibia’s capital, serves as the company’s operational hub.
Over the decades, Plastic Packaging has evolved to become one of the nation’s leading manufacturers and a trusted provider of complete and flexible
packaging solutions, serving a wide range of sectors with both locally manufactured and internationally sourced products.
Offering both standard products and custom designs, the company supports the agriculture, retail, food processing, and manufacturing industries, whilst its food safetycertified facility in Windhoek produces high-quality food-grade packaging according to European Union (EU) specifications and tailored to clients’ needs.
“Our approach combines quality, innovation, and responsiveness to deliver across the entire supply chain,”
Du Plessis highlights.
Sustainability also lies at the heart of Plastic Packaging. Established in 2008, the company’s Recycling Division in Okahandja recycles highdensity polyethylene (HDPE) and lowdensity polyethylene (LDPE) plastics, as well as PET since 2024.
Additionally, in Okahandja, the company’s subsidiary Namibia Plastic Converters (NPC) manufactures pipe solutions for water mains, irrigation, and sewer and drain systems using recycled materials, further extending the value chain.
Last year, the subsidiary launched its state-of-the-art PET recycling
plant, making Plastic Packaging Namibia’s only polymer and PET recycler. Utilising a closed-loop approach, the plant turns waste into valuable new resources, thus promoting a thriving circular economy.
As founding members of the Namibian Manufacturers Association (NMA) and the Recycle Namibia Forum (RNF), Plastic Packaging is also committed to advancing both industrial development and environmental responsibility.
“With over four decades of experience, strong local roots, and a clear focus on innovation and sustainability, Plastic Packaging continues to lead the way in delivering smarter, greener packaging solutions across Southern Africa,” Du Plessis prides.
PROUDLY NAMIBIAN, LOCALLY ROOTED
Employing more than 500 staff across the company, Plastic Packaging remains proudly Nambian-owned,
granting it a competitive edge.
“We understand the local context – its challenges, opportunities, and customers’ needs - allowing us to respond with agility and relevance. Our decisions are made locally, informed by experience, and tailored to serve the Namibian market effectively,” Du Plessis emphasises.
Unlike other manufacturers driven by external shareholders, Plastic Packaging has a long-term focus rooted in national development – reinvesting in local operations, building skills within its communities, and contributing meaningfully to the economy.
This, in turn, strengthens the company’s relationships with clients, suppliers, and partners who value reliability, accountability, and shared growth.
A further differentiator is Plastic Packaging’s integrated approach; as Namibia’s only recycler of polymer and PET plastics, the company has end-to-end control in the packaging lifecycle, driving the country’s circular
economy goals.
“This combination of local ownership, industry leadership, and environmental responsibility positions Plastic Packaging as more than a supplier – we’re a long-term partner dedicated to building a smarter, more sustainable future for Namibia and the broader region,” Du Plessis insights.
Plastic Packaging’s commitments to nationwide growth go beyond manufacturing, as it also continuously invests in its workforce through training, skills development, and study support to build internal capacity and promote long-term growth, making its people a key priority.
Sponsorship of staff sports and wellness initiatives also plays a key role in strengthening team culture.
“These investments – both in infrastructure and our people –reflect our long-term vision to lead in responsible packaging, deliver value locally and abroad, and contribute meaningfully to Namibia’s and SA’s industrial and social development.”
As such, Plastic Packaging has a
“WITH OVER FOUR DECADES OF EXPERIENCE, STRONG LOCAL ROOTS, AND A CLEAR FOCUS ON INNOVATION AND SUSTAINABILITY, PLASTIC PACKAGING CONTINUES TO LEAD THE WAY IN DELIVERING SMARTER, GREENER PACKAGING SOLUTIONS ACROSS SOUTHERN AFRICA”
– NICO DU PLESSIS, MANAGING DIRECTOR, PLASTIC PACKAGING
long-term commitment not only to sustainable products but building local skills, creating jobs, and supporting economic growth.
STEADFAST SUSTAINABILITY STRATEGY
One of Plastic Packaging’s most impactful projects to date is the launch of its PET recycling facility in partnership with Coca-Cola Beverages Africa (CCBA).
With a capacity of 4,600 tonnes per annun, the plant enables Plastic Packaging to recover pre- and postindustrial and consumer HDPE, LDPE, and PET waste that would otherwise end up in landfills.
This achievement reinforces the company’s commitment to sustainability and strengthens its role as Namibia’s only polymer recycler.
The project supports circular economy goals by conserving resources, reducing carbon emissions, and creating local employment. It also
enhances Plastic Packaging’s ability to offer truly closed-loop solutions to clients throughout Southern Africa.
“Across the company, we prioritise responsible sourcing, energy efficiency, and waste minimisation, actively supporting Namibia’s shift towards a circular economy.”
Plastic Packaging further works towards these goals by ensuring that all its manufacturing facilities are equipped with rooftop solar systems to reduce both grid dependency and carbon emissions.
The company’s main production plant in Windhoek, for instance, operates on a 527-kilowatt (kW) solar installation, whilst its recycling facilities are powered by a 614kW system.
“These investments not only lower our environmental footprint but also demonstrate our long-term commitment to clean, renewable energy in both production and recycling,” Du Plessis expands.
SUPPLY CHAIN RESILIENCE
With many of Plastic Packaging’s raw materials and specialised inputs sourced internationally due to limited local availability, its supply chain is managed strategically to ensure quality, reliability, and efficiency.
At the same time, the company places high value on working with local transporters, service providers, and support industries to streamline logistics and maintain strong ties to the Namibian economy.
“This hybrid approach – balancing trusted global sourcing with local partnerships – enables us to consistently deliver high-quality, tailored packaging solutions across diverse sectors,” Du Plessis explains.
To remain agile and responsive to specific market demands, Plastic Packaging sources select raw materials and products both internationally and from SA. Since opening its first South African branch in Upington, followed by Kimberley in the Northern Cape and expansion into Gauteng and the Western Cape, the company has demonstrated a strong commitment to growth, customer focus, and ongoing innovation.
“FOR US, PACKAGING IS NO LONGER JUST ABOUT CONTAINMENT OR PROTECTION – IT’S ABOUT ACCOUNTABILITY AND MAKING SURE THAT WHAT WE PRODUCE TODAY DOESN’T BECOME TOMORROW’S WASTE”
– NICO DU PLESSIS, MANAGING DIRECTOR, PLASTIC PACKAGING
LOCAL IMPACT, LONG-TERM VALUE
Alongside the abundance of ecofriendly benefits afforded by Plastic Packaging’s plants, the company also notably leads the incorporation of Namibian recycled plastic into everyday products.
“We are proud to be the only company in Namibia that manufactures shopping bags and refuse bags along with more than 80 other products using locally recycled waste. This approach reduces dependence on virgin materials and strengthens the national recycling ecosystem,” Du Plessis highlights.
Its eco-conscious products include its STAR refuse bags, which are produced entirely from recycled materials, whilst the PET waste collected at the company’s facilities is transformed into practical items such as grape punnets, smoothie cups, and
clamshell packaging.
These efforts not only decrease landfill waste but also generate employment and promote a culture of environmental responsibility throughout Namibia.
Building infrastructure that allows people to earn an income from collected waste is essential to the company, not only environmentally but socially.
“In the absence of a mechanical plastic recycler in Namibia, such waste would otherwise end up in landfills, holding no economic value.
“By establishing recycling plants, we help convert waste into opportunity, enabling businesses to thrive by transforming waste into revenue. Our role in assigning value to waste is a cornerstone of creating a sustainable, inclusive model where all stakeholders benefit.”
Plastic Packaging additionally takes
Compromising on packaging means compromised products
Your product deserves packaging with the best technical specifications, certified by the highest industry authorities, and delivered to the highest standards.
info@versapak.co.za | www.versapak.co.za
part in cleanup campaigns across the country and actively supports the RNF. Through this partnership, the company helps advance Namibia’s recycling sector and improve awareness around the importance of national waste management practices.
As such, Plastic Packaging’s involvement in community-based projects is a key part of its mission to make a positive impact.
DELIVERING A SMARTER FUTURE
In the year ahead, Plastic Packaging’s focus remains on scaling impact through sustainability, innovation, and workforce development.
More specifically, the company’s top priorities are to increase the volume of post-consumer waste processed at its PET and polymer recycling facilities and strengthen the closed-loop system to reduce reliance on landfills.
Plastic Packaging additionally plans to expand its product offerings to incorporate more recycled content, particularly in sectors such as agriculture and construction where sustainable initiatives are in demand.
“Investing in automation and production efficiency across our manufacturing facilities will help us enhance product quality and competitiveness,” Du Plessis surmises.
The company’s workforce also remains at the heart of Plastic Packaging’s growth strategy.
“We’re committed to ongoing employee development through skills training, study support, and mentorship. We will also expand our wellness initiatives, including staff sports sponsorships and engagement programmes, to foster a strong and motivated workforce,” he surmises.
Furthermore, Plastic Packaging aims to deepen its partnerships with government, industry, and
communities to align with national sustainability goals and broaden its positive impact.
“Our overarching goal is to continue leading as a responsible Namibian manufacturer – delivering smarter packaging solutions whilst creating value for the environment, our clients, and the communities we serve across Southern Africa,” Du Plessis concludes.
Tel: :+264 61 299 5000
info@ppnam.com www.ppnam.com
THE FINAL WORD
To round off each issue, we ask our contributing business leaders for their views on the same question
“It’s the RDC Property Group art and education initiatives, for example, the donation to schools in Botswana and Madagascar, and the support and meritorious awards we provide to different schools on a yearly basis.
“We are also proud of our sponsorship of the art community with many different projects and initiatives in our hotels since the early 2000s, ranging from the Kuru Art Project to our yearly project at the Radisson RED Hotel and the sponsorship of the Investec Cape Town Art Fair with the ‘art for space and space for art’ initiative.
“These projects combine my passion for art with our purpose of investing in strategic properties that enrich the communities we serve.”
Marco Sutter
Managing Director – Southern Africa, Bühler Group
“I’ve been with the company for 30 years, so there are many. In my current position, implementing new processes and motivating the team to apply them has been my proudest achievement. It’s always a journey of breaking down silos between different departments and encouraging people to talk and engage with each other.
“So far, this has resulted in better productivity for Bühler Group as we managed to increase the output of our workshop by more than 30 percent over the last two years.”
Seyit Baydar
General Manager, Limak Cimentos SA
“It’s hard to choose just one, but if I had to, I’d say it’s
the successful integration of our operations in Mozambique. Coming from a completely different country and culture, we managed to align our goals with the local context and build a fully functioning, respected business.
“That level of adaptation, collaboration, and execution is something I’m truly proud of – both personally and as a group.”
Gladys Bogoshi CEO, Charlotte Maxeke Johannesburg Academic Hospital
“I take pride in leading a caring and compassionate team of healthcare professionals who consistently go the extra mile to enhance the patient experience. This ethos of empathy and dedication ensures that every patient receives not only exceptional medical treatment but also the dignity, comfort, and reassurance they deserve throughout their healthcare journey.”
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