Africa Outlook - Issue 118

From Cookie Theft to AI Reconnaissance: Six Cybersecurity Trends Shaping South Africa in 2026

By Yesh Surjoodeen Managing Director, HP Southern and Central Africa

South Africa is operating in one of the most complex cyber threat environments globally. Hybrid work is now entrenched, digital infrastructure is expanding rapidly, and organisations are more distributed than ever. At the same time, cybercriminal syndicates are becoming more coordinated, more automated and increasingly driven by artificial intelligence.

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

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

1. Cookie theft will overtake password theft

As multi-factor authentication becomes standard, attackers are shifting from stealing passwords to hijacking browser cookies and session tokens bypassing MFA entirely. This poses serious risk for high-value sectors such as financial services, telecoms, retail, healthcare and government. Protecting the browser through isolation, stronger application controls, regular token rotation and tighter privilege management is now critical.

2. AI will industrialize cyber reconnaissance

Cybercrime groups are rapidly adopting AI agents to automate reconnaissance, map environments and tailor attacks at scale. INTERPOL reported a 17% rise in AI-assisted cybercrime across Africa in 2025, with South Africa among the most affected. In this context, organizations must assume some attacks will evade detection. Resilience will depend on containment-first strategies, including device isolation, automated rollback and rapid fleet recovery.

3. Physical device attacks will increase

South African organizations are uniquely exposed to physical device risk. From mining operations and hospitals to retail branches and municipal offices, devices often operate in uncontrolled environments. As tampering tools become cheaper, attackers can extract firmware, compromise BIOS integrity or physically exfiltrate data. Hardware-level protections including tamper resistance and self-healing firmware are becoming essential, particularly for distributed sectors.

4. Print, IoT and edge devices will be prime targets

South Africa’s reliance on distributed devices ATMs, POS systems, branch printers, routers and IoT sensors has expanded the attack surface. SABRIC reports that 38% of breaches in 2025 involved compromised peripheral devices. Outdated firmware and limited visibility create entry points for attackers. Future-ready security requires full device lifecycle visibility, automated patching and identity-anchored controls.

5.

Quantum resilience will shape procurement

With quantum-safe cryptography standards now formalized, South African organizations especially in the public sector and critical infrastructure; must plan for long-term cryptographic risk. While quantum attacks are not yet mainstream, “harvest-now, decryptlater” strategies already exist. Hardware purchased today will still be in use when these threats emerge, making quantum-resilient architecture a procurement priority.

6. Identity and data governance will dominate boardrooms

As POPIA enforcement matures and the Cybercrimes Act expands obligations, regulators are scrutinizing how data is accessed and protected. Security strategies are shifting toward centralized identity orchestration, provenance verification and continuous data lifecycle oversight. With more than half of local breaches tied to identity compromise, trust must be engineered through unified, simplified access frameworks.

Securing South Africa’s digital future

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

EDITORIAL

Head of Editorial: Jack Salter jack.salter@outpb.com

Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com

Senior Editor: Lily Sawyer lily.sawyer@outpb.com

Editor: Ed Budds ed.budds@outpb.com

Editor: Rachel Carr rachel.carr@outpb.com

Copy Editor: Lauren Kania lauren.kania@outpb.com

PRODUCTION

Art Director: Stephen Giles steve.giles@outpb.com

Senior Designer: Devon Collins devon.collins@outpb.com

Designer: Louisa Martin louisa.martin@outpb.com

Production Manager: Alex James alex.james@outpb.com

Digital Marketing Director: Fox Tucker fox.tucker@outpb.com

Web Content Manager: Oliver Shrouder oliver.shrouder@outpb.com

Social Media Executive: Jake Crickmore jake.crickmore@outpb.com

BUSINESS

CEO: Ben Weaver ben.weaver@outpb.com

Managing Director: James Mitchell james.mitchell@outpb.com

Chief Technology Officer: Nick Norris nick.norris@outpb.com

Global Head of Media: Lewis Hammond lewis.hammond@outpb.com

Global Media Executive: Kai Boyle-Vennard kai@outpb.com

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LET’S CONNECT

Welcome to our 118th edition of Africa Outlook magazine.

We connect with MTN Zambia (MTN), the country’s leading mobile network operator and this issue’s cover star, whose mission is to increase its customers’ access to a modern, connected life.

For two decades, the company has been connecting Zambians, driving digital transformation, and empowering progress across the nation.

Indeed, MTN was the first mobile network operator to launch 5G in Zambia, support financial inclusion, increase rural site connectivity, and ensure ordinary citizens have access to affordable mobile devices and plans.

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

Elsewhere in Zambia, we connect once again with Mopani Copper Mines (Mopani) and CEO, Charles Sakanya, whom we last spoke to in November 2021.

Mopani is engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe.

“As a proudly Zambian mining company, our desire is to continue investing in infrastructure development to ensure we make Mopani a world-class mining operation,” Sakanya emphasises firmly.

Another industry stalwart, Kuku Foods, was last featured in June 2024 and continues to proudly serve KFC’s world-famous, Finger Lickin’ Good chicken.

We reconnect with CEO, Jacques Theunissen, who outlines Kuku Foods’ longterm strategy, comprising growth and digitalisation.

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

As always, we remain committed to connecting our readers with the people and businesses powering Africa, such as SAMA BTP & Mining, Tongaat Hulett Zimbabwe, KRT Group, and many others within this edition.

We hope that you enjoy your read.

Jack Salter

Head of Editorial, Outlook Publishing

FEATURES

TECHNOLOGY

34 MTN Zambia

Zambia is Calling

Celebrating 20 years of connectivity

46 Orange Money Finance

Sierra Leone

Redefining Sierra Leone’s Financial Future

Simple banking operations in total security

MINING

54 Mopani Copper Mines

Unearthing Zambian Prosperity

A stalwart of Zambia’s copper mining industry

100 Konkola Copper Mines

The Pride of Zambia

A leading integrated copper producer in Africa

116

SAMA BTP & Mining

Forging Prosperity and Progress

Leading the charge in Côte d’Ivoire

122 Rocksure International

Limited

Responsibly Empowering Mining Excellence

Moving the needle in African mining

128 AngloGold Ashanti

Empowering People, Advancing Societies

A strong operational footprint

FOOD & BEVERAGE

136 Tongaat Hulett

Zimbabwe

Zimbabwe’s Sweet Spot

The country’s largest and oldest sugarcane producer

144 KRT Group

Farming Forward – A Vision for Sustainable Agriculture

Sustainable practices and growth in Zambia

152 Kuku Foods

A Recipe for Success

Bringing world-famous chicken to everyone’s doorstep

160 Rohloff

Group

Finger Lickin’ Expansion

One of the largest KFC franchise partners in Africa

BEEFING UP THE BRAND

ALREADY AN ESSENTIAL spot for enthusiastic ‘foodies’, Time Out Market in Cape Town, SA is expanding its culinary lineup with the introduction of the wildly popular Zuney Wagyu Burgers (Zuney), which will officially be on sale from 3rd March 2026.

Marking the third location for one of Cape Town’s most celebrated wagyu burger brands, which recently expanded with a new wagyu burger bar at Nine Yards in Johannesburg, Zuney brings its distinctive farm-to-table philosophy to the Cape Town food market.

A concept built on sustainability and exceptional flavour, the hype continues to build for one of the nation’s most exciting new culinary sensations.

SUSTAINABILITY

TOGO GOES NUCLEAR

TOGO AND THE International Atomic Energy Agency (IAEA) have signed their second Country Programme Framework (CPF) for 2026–2031, signalling an expanded partnership in peaceful nuclear technology applications.

The exciting and progressive agreement was formalised on 9th February 2026 in Vienna by Togo’s Foreign Affairs Minister, Robert Dussey, and IAEA Director General, Rafael Mariano Grossi.

The CPF outlines four priority areas – food and agriculture, health and nutrition, water and the environment, and energy and industry.

It aims to support national development goals via technical cooperation, bolstering scientific capability, and sustainable solutions in critical sectors.

DURING ITS NINTH annual State of the Motor Industry event, Toyota South Africa Motors (Toyota) brought together a collective of industry leaders, policymakers, and mobility stakeholders as it unveiled its ambitious plans for the country’s automotive sector.

The car manufacturer has detailed

a fresh focus on navigating global volatility, strengthening local industrial competitiveness, and accelerating South Africa’s (SA’s) transition to new energy vehicles (NEVs).

At the event, President and CEO of Toyota, Andrew Kirby, touched on the challenges and unpredictability within the industry, calling for stakeholders to adapt faster than ever.

The company acknowledges that the industry finds itself in uncertain times – globally and in SA, and Toyota now poses the question of not whether disruption will come but how it will respond to it, and act with resilience in the face of adversity.

TUNISIA’S HERCULEAN HANDOVER

THE TUNISIAN AIR Force has officially integrated another Lockheed Martin C-130H Hercules aircraft into its fleet from the US inventory, following a formal handover ceremony at the Sidi Ahmed Air Base in Bizerte.

The event featured several high-ranking officials, including US Ambassador, Bill Bazzi, Tunisian Minister of National Defence, Khaled Sehili, and Chief of Staff of the Tunisian Air Force, General Mohammed Hajem.

FOOD & BEVERAGE

IVORY COAST REACHES COCOA BOTTLENECK

COCOA BEANS FROM the Ivory Coast’s main harvest are piling up to the ceiling in warehouses across the nation as exporters refuse to pay the government’s fixed farmgate price, creating a problematic supply bottleneck that could reverberate through global chocolate and confectionery markets.

Cooperatives in the western part of the country say buyers are unwilling to pay the new price set at the start

Moreover, this delivery marks a notable expansion of the nation’s tactical airlift capacity and reflects the long-standing defence relationship between Tunisia and the US, which spans over four decades.

SUSTAINABILITY

BIKING TO SUSTAINABILITY SUCCESS

SPIRO, AN ELECTRIC motorcycle company operating in Africa, has obtained a USD$7 million loan from US-based climate FinTech financier, Nithio, to fund the expansion of its electric vehicle (EV) fleet, batteryswapping infrastructure, and working capital.

This represents Nithio’s first investment in the continent’s electric mobility sector.

of the 2025/26 season by the Ivory Coast’s regulator, the Coffee and Cocoa Council.

Exporters continue to argue that a slump in global cocoa prices, which have fallen to their lowest level in more than two years, has rendered Ivorian beans uncompetitive.

The intense stand-off has left unsold stocks stacked high in towns such as Duékoué, tightening cash flow across the supply chain in the world’s largest cocoa-producing nation.

Founded in 2022, Spiro has raised nearly USD$290 million in total funding and this latest round of financing will support its expansion across existing and new markets where motorcycles serve as critical components of urban transport and logistics networks.

Spiro operates battery-swapping infrastructure and provides electric two-wheelers in African markets.

ELECTRIC INNOVATION FOR THE CONTINENT TRANSPORT

E-MOBILITY COMPANIES IN Africa are beginning to assemble electric vans and taxis, using Chinesemade kits and innovative financing to spread the use of electric public transport across the continent.

Nigerian company, Saglev, has begun assembling 18-seater passenger electric vans using imported kits supplied by Chinese automaker Dongfeng Motor Corporation.

The Lagos-based business says it plans to make up to 2,500 vehicles per year, eventually assembling 17 electric models for Nigeria and other West African markets.

This marks a major step in Nigeria’s transition towards clean, fossil-free transportation.

Chicken and Chips - Easy to Crave, Hard to Produce

Sheena Raikundalia, Chief Growth Officer at Kuza Biashara, explores why Kenya’s favourite meal is easy to crave and hard to produce, and how fixing broken input systems could unlock 5,000 youth jobs and make local processors competitive again

Writer: Sheena Raikundalia, Chief Growth Officer, Kuza Biashara

Few meals are as quintessentially Kenyan as chicken and chips. From roadside kiosks to fast-food chains, this simple pairing cuts across classes, incomes, and geographies.

Yet behind the ubiquity of this dish lies a quiet paradox: despite surging demand, the value chains that underpin chicken and chips remain structurally fragile and chronically

underperforming.

Over the past months, through deep-dives into both the potato and poultry sectors, culminating in a recent webinar with processors and offtakers, a consistent message has emerged: demand is not the problem, reliability is. Kenya does not lack buyers or consumers - it lacks the aligned systems required

to consistently produce what the market wants, when it wants it, and at the quality and cost it requires.

Most Kenyan potato farmers grow what they can afford and sell where they can be paid quickly. That usually means informal markets that are cash-based, fast-moving, and tolerant of variability. They suit the realities of smallholders managing tiny plots with limited cash flow.

Processors, on the other hand, operate under entirely different pressures. They must produce to specification, on schedule, with low rejection rates and high plant utilisation. Yet, the varieties they require, such as Markies, Voyager, and Dutch Robijn, are rarely available locally. Farmers overwhelmingly plant Shangi, a fastmaturing table potato well-suited for boiling and local markets but poorly suited for frying due to its inconsistent dry matter content and storage behaviour.

Even when farmers try to grow to spec, the system is stacked against them: less than one percent of potato seed in Kenya is certified. Without clean planting material, yields stagnate at eight to 10 metric tonnes per hectare (Mt/ha) against a potential of 30 - 40 Mt/ha, and quality falls short of processor standards.

Poultry tells the same story in a different register. Feed, which accounts for 50 to 60 per cent of production costs, is among the most expensive in East Africa, whilst reliable day-old chicks are costly and erratic. Formal buyers demand strict weights, chilling, and biosecurity, but often pay slowly; informal wet markets pay in cash on delivery and overlook variability. Rationally, farmers choose speed and certainty over delayed payments and penalties.

The outcome is predictable: processors operate at barely 40 percent of installed capacity, unable to compete with imports on cost, whilst farmers remain locked into low-productivity systems that deliver neither scale nor stability.

NO SEED, NO SCALE

Most discussions about agricultural competitiveness focus on prices, yet this cannot compensate for the absence of foundational inputs. The central choke point in both value chains is not farmer motivation or processor behaviour - it is the absence of reliable seed, breeds, and input systems to produce to specification. Without accessible stocks of processing-grade potato seed, it is impossible to meet the size, shape, dry matter, and storability attributes that processors require. No amount of training, contract design, or pricing reform can overcome this bottleneck. It must be solved upstream before efficiency can flow downstream.

FROM SEED TO SCALE: A 5,000-JOB YOUTH OPPORTUNITY

Fixing this seed bottleneck offers a powerful economic opportunity, particularly for young people, through the production of apical cuttings.

These clean, disease-free potato plantlets are produced in greenhouses from tissue-culture mother stock. They allow fast, local multiplication of varieties commonly grown by farmers, such as Shangi, as well as processor-preferred varieties like Markies.

Each cutting can generate multiple tubers within a season, compressing a seed multiplication process that typically takes five years into just two to three cycles, whilst reducing the disease risks that undermine conventional seed systems.

This is an inherently youth-friendly

enterprise that requires only a quarter-acre plot, modest capital (about KES250,000 to set up a greenhouse), fast turnover, and serves a market where demand far exceeds supply. A small unit can produce 10,000 - 15,000 apical cuttings per cycle, selling at KES10 each. With one to two trained operators per ward in key potato counties, this model could create 2,000 - 2,500 youth-led seed enterprises employing around 5,000 young people whilst simultaneously solving the certified seed constraint that keeps processors starved of consistent, quality raw material.

FROM PLATE TO SEED: REVERSING THE LOGIC WITH COLLABORATION

Kenya’s challenge is not a lack of effort. It is a lack of alignment.

Farmers grow what they can, buyers demand what they cannot get, and processors limp along at half capacity whilst imports quietly fill the gap.

To change this, we must reverse the logic: start from the plate and plan backwards to the seed. That means specifying the products the market wants (chips-grade potatoes, standardised poultry weights), aligning input systems to produce them, and financing production based on offtake contracts rather than collateral.

Solving these systemic bottlenecks isn’t a solo effort – it demands collaboration across sectors to align incentives, share expertise, and scale solutions.

That’s why Kuza Biashara has collaborated with TRANSFORM, an impact accelerator led by Unilever, the UK government’s Foreign, Commonwealth and Development Office (FCDO), and EY, to tackle agricultural challenges in Kenya and beyond. Through this collaboration, we are leveraging over 3,000 trained local changemakers, our

“Agripreneurs” – entrepreneurial leaders who deliver market-aligned guidance to smallholder farmers to start thinking market first.

Using over 10,000 bite-sized, hyperlocal videos accessible online and offline through edge computing, these young Agripreneurs help farmers make smarter decisions about what to grow, when, and how based on market demand. The change is happening, but more stakeholders in the sectors need to join and collaborate to drive faster impact.

If Kenya can align these pieces, chicken and chips could become more than a popular street meal.

They could become a case study in how to rebuild value chains for competitiveness, jobs, and food security.

Because chicken and chips are not hard to eat - they are just hard to coordinate.

ABOUT THE EXPERT

Sheena Raikundalia is Chief Growth Officer at Kuza Biashara, an AgriTech operating across seven African countries, connecting 1.2 million farmers through a network of 6,000 agripreneurs. A UK-qualified solicitor with 18+ years’ experience, Raikundalia serves on boards including the Kenya National Innovation Agency and the Brink Foundation.

A Taste of Heritage, Heart, and Soul

HipHop Snacks embraces the rich flavours of Uganda, transforming regional ingredients into beloved snacks whilst fostering community connections and supporting farmers. COO, Deep Jobanputra, reveals how the brand is expanding its reach both locally and globally

Writer: Rachel Carr

Often hailed as the ‘Pearl of Africa’, Uganda is a breathtaking country located in the eastern region of the continent.

Renowned for its spectacular landscapes, which range from lush rolling hills to serene lakes and majestic mountains, it also boasts a myriad of diverse wildlife. All this, woven with a rich cultural mosaic, makes Uganda a truly captivating nation.

Shaped by the traditions of more than 56 ethnic groups, its vibrant heritage is expressed through music, dance, and art as well as culinary

dishes and strong community values.

One outstanding company that embodies the essence of this remarkable country is Globus Food Industries SMC Limited, whose brands include Fleetos and its flagship line, HipHop Snacks.

The latter was launched in 2021 and incorporates local flavours into its products, providing high-quality, affordable treats for the country and the surrounding region.

“We are deeply rooted in the authenticity of Ugandan culture,” introduces Deep Jobanputra, COO.

“We focus on transforming locally

grown raw materials — including potatoes, corn, bananas, and cassava — into snacks that celebrate the flavours and heritage of Uganda.”

HipHop Snacks’ identity is intertwined with the country’s culture, celebrating Uganda’s heritage and palate through its offerings.

The country’s gastronomy is a vibrant tapestry of flavours and ingredients that reflects its diversity and agricultural abundance, varying by region, influenced by traditions and cooking methods, with cassava – a tuberous edible plant – a cornerstone of its cuisine.

Support from the Government of Uganda has established the company as a local brand with a global vision, alongside a state-of-the-art manufacturing facility that utilises advanced machinery to enhance efficiency, ensuring it is equipped to scale in response to growing demand.

Additionally, HipHop Snacks has been honoured with the gold award for the Best Snack Manufacturer and Brands at the Consumers Choice Awards for two consecutive years.

CELEBRATING UGANDA, CRAFTING SNACKS

Uganda is amongst the world’s largest producers of plantain, and HipHop Snacks views this as both a responsibility and an opportunity to enhance this national strength.

“By blending traditional Ugandan flavour profiles with modern snack trends, we craft products that connect both locally and internationally,” Jobanputra declares.

“As our brand grows, we are proud that this truly national identity has begun to reach global markets. Today, we export our banana and cassava crisps to the UK – allowing us to showcase Uganda’s natural ingredients and rich food culture on an international stage.”

This achievement not only highlights HipHop Snack’s dedication to quality but also emphasises its mission to share the essence of the country’s culinary heritage with the world.

“Every packet that leaves our factory represents the best of what Uganda has to offer, crafted with care,

HIPHOP SNACKSIN NUMBERS

• Four countries

• Six market categories

• 100 percent local employment

• 35 percent market share

• 1,500+ clients

pride, and purpose,” he expresses.

Furthermore, HipHop Snacks has implemented specific initiatives and programmes to support and uplift the farmers it collaborates with.

“We believe a strong brand is built on a strong value chain, and that begins with the farmers. Our company works directly with farming communities, offering access to modern techniques, training

programmes to improve yields and quality, support in adopting costefficient and sustainable methods, and reliable offtake agreements that guarantee stable income.

“By empowering them with the right tools and knowledge, we create a healthier ecosystem that benefits everyone – the farmer, factory, and ultimately, the consumer,” Jobanputra impassions.

“EVERY PACKET THAT LEAVES OUR FACTORY REPRESENTS THE BEST OF WHAT UGANDA HAS TO OFFER, CRAFTED WITH CARE, PRIDE, AND PURPOSE”

– DEEP JOBANPUTRA, COO, HIPHOP SNACKS

CULTIVATING JOY

Working to symbolise happiness through its products, HipHop Snacks is employing unique marketing strategies to position itself as a household name in Uganda.

“Happiness, for us, comes from trust, consistency, and reliability. We produce our snacks in carefully curated batches, ensuring that every packet – whether it’s sold in the capital city of Kampala or a rural town – delivers the same warmth, comfort, and taste.

“Whilst we haven’t relied heavily on aggressive advertising, our strongest marketing tool has been consistent quality. Customers know exactly what to expect from HipHop Snacks, and that dependability has evolved into loyalty,” notes Jobanputra.

This organic word-of-mouth growth has evidently been more powerful than any billboard or TV campaign.

“Our strategy is simple but effective: be real, deliver quality, and stay consistent. That’s what makes a brand become a household name.”

Equally, the Buy Uganda, Build Uganda (BUBU) initiative has been

advantageous to HipHop Snacks’ increasing popularity and significantly contributed to the growth and success of the country’s agroprocessing industry.

BUBU is a catalyst for fundamental transformation, and with the government shining a spotlight on local manufacturing, the agroprocessing industry has gained new momentum and confidence.

Local producers now have more substantial incentives to invest in

nearby sourcing, innovation, and product development.

“We’ve seen a noticeable shift in demand for high-quality Ugandan-made products, and that is encouraging companies like ours to invest in better technology, bigger capacity, and greater research into new product lines.

“The industry is evolving fast, and BUBU has played a powerful role in driving that progress,” Jobanputra observes.

SAVOURING INNOVATION FOR A FLAVOURFUL FUTURE

HipHop Snacks has a plethora of interesting developments on the horizon, including innovations and new offerings.

“The next year will mark a period of exciting expansion for us. We are developing several new products with bold flavour profiles, refined packaging, and a stronger shelf presence,” Jobanputra shares.

Innovation is an ongoing commitment for the company. As such, customers can expect new lines, designs, and formats that meet both local demand and international standards, with a long-term vision to grow HipHop Snacks into one of East Africa’s most loved snack brands –driven by excellence, consistency, and creativity.

“We want to express our sincere appreciation to our customers who continually choose quality. Our growth has been largely powered by positive word-of-mouth, and we are deeply grateful for the trust people have placed in us.

“Even without heavy advertising, the demand for our products continues to rise because consumers genuinely believe in what we offer. Their support motivates us to innovate, expand, and represent Uganda with pride,” he earnestly voices.

However, HipHop Snacks’ mission extends beyond snack production; it aims to cultivate pride and shared growth within the communities it serves, playing a crucial role in fostering a sense of togetherness.

“Community is the foundation of everything we do. Our company operates the way it does because of the people around it, and we are committed to giving back in ways that create long-term impact.

“We are intentional about hiring locally and building a workforce that grows alongside the brand. Our plans include deeper involvement in education initiatives, local

employment programmes, and youth empowerment,” Jobanputra proudly concludes.

As it continues to innovate and uphold the rich culinary traditions of Uganda, HipHop Snacks is devoted to delighting consumers further, both locally and globally, ensuring that every bite is a celebration of heritage, quality, and community.

“COMMUNITY IS THE FOUNDATION OF EVERYTHING WE DO. OUR COMPANY OPERATES THE WAY IT DOES BECAUSE OF THE PEOPLE AROUND IT, AND WE ARE COMMITTED TO GIVING BACK IN WAYS THAT CREATE LONG-TERM IMPACT”

– DEEP JOBANPUTRA, COO, HIPHOP SNACKS

MINING WITH PURPOSE

Whilst the industry may have been traditionally viewed as old-fashioned or purely extractive, today’s mining is undergoing a remarkable transformation, making it one of the most exciting sectors to be a part of. Harmony Gold Mining Company Limited (Harmony) – a gold mining specialist with a growing international copper footprint – recognises a

As South Africa’s largest gold producer by volume, Harmony Gold Mining Company Limited has shaped the sector for the past 75 years. Dr Urishanie Govender, Chief Sustainability Officer and acclaimed global sustainability leader, takes us through the company’s journey to build a greener future

Writer: Lauren Kania

cultural shift across the industry, where there’s a strong commitment to operate more sustainably and responsibly than ever before.

This entails tackling climate change, investing in renewable energy, and ensuring that mining activities drive socioeconomic upliftment in host communities. Together, these changes signal that mining is evolving into a high-tech, purpose-driven industry.

TELL US MORE ABOUT YOUR VALUES OF SAFETY, ACCOUNTABILITY, ACHIEVEMENT, CONNECTEDNESS, AND HONESTY.

Dr Urishanie Govender, Chief Sustainability Officer: “We refer to ourselves as Harmonites – a community united by the hope of a greater future for ourselves, each other, and our communities. Our values are principle-centred, serving as a guide for decision-making, behaviour, and our culture.

“No matter the circumstances, safety is our main priority. It’s a promise, not just compliance, and the foundation of our culture, where every person matters.

“Achievement is core to our success; it’s our fuel, driven by purpose, resilience, and the courage to turn risk into opportunity. It’s the spirit behind our empowerment programmes and performance culture.

“We are all accountable for delivering on our commitments. Accountability acts as our compass, owning our impact and modelling integrity; it’s the backbone of our leadership development and risk-propensity coaching.

“We are all connected as one team. Connectedness is our rhythm – bridging cultures, communities, and conversations. This is the essence of our safety campaign, Thibakotsi, which emphasises unity in diversity and inclusion in action.

“We uphold honesty in all our business dealings and communicate openly with stakeholders. Honesty is our voice – clear, courageous, and authentic; it’s how we build trust, foster psychological safety, and lead with transparency.”

“Harmony’s push for minerals like copper means mining is at the heart of the low-carbon future. Being part of this industry now means contributing to solutions for climate change and sustainability on a global scale,” expands Dr Urishanie Govender, Chief Sustainability Officer.

“Mining is more than just extracting ore – it’s about empowering our people, embracing sustainability, and delivering value to society.”

Harmony has emerged as an industry benchmark for sustainable mining, with its ‘mining with purpose’ ethos integrating environmental, social, and governance (ESG) considerations into every facet of the business.

From large-scale solar energy projects and leading the world in gold tailings reclamation to expanding into copper to power the low-carbon transition, Harmony demonstrates sustainability leadership, with Dr Govender proudly guiding the team.

A FORWARD-THINKING APPROACH

Dr Govender’s journey began with a strong foundation in science, which she applied to environmental and safety leadership roles where she led ESG initiatives and saw firsthand how responsible practices could improve both safety and profitability.

“This experience fuelled my interest in the industry: I became convinced that mining, which is often seen as a traditional sector, can be transformed through sustainability,” she insights.

Over the years, Dr Govender has headed sustainability and safety divisions in both mining and engineering firms, even serving as a board member for South Africa’s National Parks (SANParks).

Each chapter of her career strengthened the belief that mining can be a force for good. By the time she joined Harmony in 2024, it was clear that sustainability was a passion she wished to further in her role.

“I was drawn to the mining industry precisely because it presented an

“Harmony touches on critical issues like environmental stewardship, community development, and innovation - with sustainability at its core”

–

DR URISHANIE GOVENDER, CHIEF SUSTAINABILITY OFFICER, HARMONY GOLD MINING COMPANY LIMITED

opportunity to drive meaningful change at scale. Harmony touches on critical issues like environmental stewardship, community development, and innovation – with sustainability at its core,” she details.

The company is, therefore, the perfect catalyst to engage modern mining. As South Africa’s (SA) largest gold producer by volume, having helped shape the industry for over seven decades, Harmony operates across SA, Papua New Guinea, and Australia.

UNWAVERING COMMITMENT TO SAFETY AND PEOPLE

Harmony’s differentiator can be summed up in one phrase: ‘mining with purpose’. In such a competitive industry, the company’s deeply ingrained values-driven approach and long-term, strategic mindset separate it from the rest.

Meanwhile, Harmony’s focus on people’s well-being also extends to community relationships, as the company sees communities as partners, reflecting a level of connectedness and trust that is not universal in the industry.

Elsewhere, Harmony’s integrated approach to sustainability is embedded in its business model; the company plans its operations with stringent ESG principles informing its decisions.

This is evidenced by its massive tailings retreatment programme in SA and large-scale solar energy project to power its mines and reduce carbon emissions.

“Harmony has built a culture around our values. In everyday terms, this means that all levels of the business understand and live by our values,” expands Dr Govender.

HARMONY – AT A GLANCE

75 years of gold mining experience in SA

1.48 million troy oz (Moz) of gold production

36.82 Moz of gold and gold equivalent mineral reserve

ZAR155.4 billion in market capitalisation

UNITED BY HOPE

Further evidence of the impact and industry-leading capabilities of Harmony is the recent projects it has embarked upon.

At the end of October 2025, the company completed the acquisition of MAC Copper – the owner of the high-grade CSA copper mine in New South Wales, Australia. This completion marks a significant milestone in the company’s strategy to grow into a global gold and copper producer, reinforcing its commitment to sustainable value creation.

“Acquiring the CSA copper mine from MAC Copper, as well as the highgrade Mponeng gold mine in 2020, demonstrates how we pursue valueaccretive acquisitions that strengthen

our portfolio rather than just chasing volume,” explains Dr Govender.

Equally, the copper asset adds immediate copper production to Harmony’s repertoire and will meaningfully enhance the business and support long-term growth. The CSA mine will ultimately be embedded into the company, aligning its operations with Harmony’s proven planning and performance frameworks.

Additionally, in November 2025, the company announced the completion of the updated Feasibility Study and the approval of the Final Investment Decision (FID) by the Board of Directors for its Eva Copper Project in Queensland, Australia.

The open pit is expected to produce approximately 65,000

“Mining is more than just extracting ore – it’s about empowering our people, embracing sustainability, and delivering value to society”

– DR URISHANIE GOVENDER, CHIEF SUSTAINABILITY OFFICER, HARMONY GOLD MINING COMPANY LIMITED

tonnes (t) of copper annually during the first five years, with a projected average production profile of 60,000 t of copper and 19,000 ounces (oz) of gold per annum over the expected 15-year life-of-mine.

“Both projects create a compelling platform that brings together the enduring value of gold with the future-facing strength of copper, enhancing cash flow resilience

across commodity cycles,” details Dr Govender.

“In addition to our significant gold production, our two Australian copper assets are expected to deliver a combined total of approximately 100,000 t of copper annually once fully commissioned.”

As Harmony embraces 2026, its focus is on consolidating the gains it’s made and pushing forward its

growth and sustainability trajectory. To achieve this, there are several key priorities on the company’s agenda. This includes safety and operational delivery, integrating and optimising new assets, advancing the WafiGolpu Project, and developing its sustainability and ESG targets.

“By focusing on safety, the integration of new assets, advancement of key projects, ESG excellence, and financial discipline, we aim to set Harmony up for both nearterm and long-term success.

This balanced approach will see us grow our production whilst continuing to improve on every dimension of sustainability, thereby creating shared value for all stakeholders,” concludes Dr Govender.

THE HUMAN IMPACT OF HIGH-INTEGRITY CARBON

In an exclusive, first-hand personal account from the field, Machalin Parsaramen, Carbon Projects Development Manager at TASC, explores the often-overlooked co-benefits of carbon projects

Writer: Machalin Parsaramen, Carbon Projects Development Manager, TASC

After several years of turbulence, carbon markets are beginning to find a firmer footing. Integrity initiatives, clearer standards, and evolving guardrails are restoring confidence.

As demand returns and mechanisms under Article 6 of the Paris Agreement move from theory to practice, Africa stands before a profound opportunity.

Yet, there is a risk. In the necessary focus on volumes, prices, and compliance, we can lose sight of the very reason carbon markets exist – to drive real-world change.

For Africa, seizing this opportunity means ensuring these markets deliver

not only for the climate, but also for people.

Recently, I spent time in rural Zimbabwe and found the experience to be truly grounding. Long drives, wide-open skies, and the steady rhythm of community life offered a powerful perspective.

Here, daily challenges look different to those in a corporate 9-5 environment yet are met with resilience and warmth.

Seeing improved cookstoves in people’s homes brought to life the importance of our work – cleaner air, less time spent collecting wood, reduced costs in cases where wood is purchased, and safer kitchens.

These are not abstract co-benefits in

a carbon credit project report; they are daily improvements in quality of life.

CATALYST FOR SUSTAINABLE DEVELOPMENT

Walking through the villages, spending time with families who have benefitted from carbon projects was a humble reminder that the value of these projects isn’t confined to spreadsheets of tonnes measured but is lived in the safer homes and stronger communities they help create.

This kind of impact should be central to Africa’s carbon market architecture. High-integrity credits should represent more than a tonne of carbon dioxide (CO2) avoided or removed.

They should reflect all the positive impacts, from jobs created and livelihoods strengthened to ecosystems restored and health protected.

When carbon finance is designed with this intention, it can be a powerful catalyst for sustainable development across our continent.

These village-level impacts also hint at something larger. Africa’s potential in carbon markets has moved from aspiration to recognition,

“RECENTLY, I SPENT TIME IN RURAL ZIMBABWE AND FOUND THE EXPERIENCE TO BE TRULY GROUNDING. LONG DRIVES, WIDEOPEN SKIES, AND THE STEADY RHYTHM OF COMMUNITY LIFE OFFERED A POWERFUL PERSPECTIVE”

– MACHALIN PARSARAMEN, CARBON PROJECTS DEVELOPMENT MANAGER, TASC

with initiatives like the Africa Carbon Markets Initiative (ACMI) channelling investment into projects across the continent, from naturebased solutions to the household programmes that I witnessed in Zimbabwe.

The numbers tell part of the story – Africa’s share of global voluntary credits has nearly doubled from 13.5 percent in 2018 to around 25 percent in 2023.

Yet, recognition alone won’t realise this potential. Scaling Africa’s carbon market opportunity requires something more fundamental – a conscious commitment to keeping people at the centre of every project, credit, and transaction.

This requires championing projects where co-benefits aren’t afterthoughts but core components and programmes that embed social and environmental priorities from day one.

It means insisting on robust benefitsharing as standard, with communities as active partners holding clear rights and fair rewards.

Transparency in revenue flows will build the trust that both local stakeholders and global buyers need.

When we get this right, we create a market that recognises and rewards the full value of high-integrity credits. A price reflecting only carbon misses the development dividend, limiting capital for projects that deliver transformative local impact.

More importantly, this foundation of integrity transforms relationships, turning distant carbon credit buyers into invested partners in Africa’s sustainable development.

CLARITY OF PURPOSE

As Africa’s carbon market undergoes significant restructuring and expansion, its next chapter must be written with clarity of purpose.

For Africa, success will not be measured in tonnes alone; it will be measured in the resilience it builds, opportunities it unlocks, and lives it improves.

As we build the systems, registries, and methodologies that will shape Africa’s carbon market, let us ensure they channel capital to where it matters most – on the ground, in communities, and into a future where climate action and human progress are inseparable.

The integrity of our market, and the prosperity it can help create, depend on keeping this purpose firmly in view.

The global resource for supply chain professionals and organisations

As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Supply Chain Outlook will continue to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

SPOTLIGHT ON EAST AND SOUTHERN AFRICAN PORTS

Overcoming adversity in the continent’s maritime landscape, ports in Eastern and Southern Africa are experiencing a flurry of investment and renewed global interest, granting access to modern infrastructure and sustainable practices

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

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

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

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

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

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

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

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

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

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

UNITING THE CONTINENT

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

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

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

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

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

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

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

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

PORT MANAGEMENT ASSOCIATION OF EASTERN AND SOUTHERN AFRICA

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

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

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

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

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

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

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

PROMOTING REGIONAL EFFICIENCY

PMAESA members enjoy a wealth of both direct and indirect benefits; principally, the association builds awareness around changing dynamics in the regional maritime industry. It also leverages a comprehensive outreach strategy whereby members are represented in the relevant organisations that shape global policy and facilitate new requirements in maritime trade, including economic commissions like the East African Community (EAC), Southern African Development Community (SADC), and Common Market for Eastern and Southern Africa (COMESA).

Richards Bay Industrial Development Zone: Boosting Regional Trade and Powering Economic Growth in Southern Africa

Located on the northern coast of KwaZuluNatal, South Africa, the Richards Bay Industrial Development Zone Company (SOC) Ltd (RBIDZ) is a designated Special Economic Zone (SEZ), encouraging trade for the attraction of international and domestic investments, and aimed at promoting international competitiveness.

As a designated SEZ, the RBIDZ is strategically positioned near the deep-water Port of Richards Bay, Africa’s leading bulk cargo port, making it a prime hub for manufacturing, logistics, and export-oriented industries.

Poised as a hub of trade activities, the RBIDZ is geared to effect real change in South Africa through the creation of employment opportunities, upgrading skills, technology transfer and broadening of the region’s basket of export products. RBIDZ offers a business-friendly environment with streamlined processes for faster project delivery.

Advantages for

Investors

Establishing Operations in the RBIDZ

• Enjoy a one-stop-shop service for permits, logistics, and customs, ensuring hassle-free setup.

• Tap into SADC and global markets with 24/7 port operations and rail links.

• Thrive in fully serviced, prime industrial land and award-winning infrastructure.

• RBIDZ is Sustainability-Focused, offering green manufacturing and eco-friendly infrastructure incentives available.

The region is designated as an energy hub and as part of positioning, a Liquefied Natural Gas (LNG) import facility is planned for development and delivery through the Zululand Energy Terminal. This enhances South Africa’s global competitiveness by positioning Richards Bay as a key export hub, capitalizing on the deep-water Port of Richards Bay. This energy hub status opens doors for green energy investments and future-proofing industries, which includes:

• Power up with LNG by 2028: Fuel cost savings and reliable energy for heavy industries.

• Incentives include tax breaks, duty-free imports, and grants for green tech adoption.

• Boost local content & partnerships: Prioritizing KZN suppliers & skills development.

• The RBIDZ Company has implemented R4.04 billion of operational investment, creating 1851 jobs.

• Growth in Action: Supporting agro processing and renewables, food security and clean energy.

• Skills for the Future: Internships, bursaries, and unit partnerships for KZN youth.

Port and Logistics Highlights Strategic Location and Infrastructure

• Richards Bay is home to a large deep-sea bulk port, which is a major comparative advantage for the RBIDZ.

• The port is supported by well-established sea routes, enhancing global connectivity.

• The region benefits from good rail and road connectivity into the rest of Africa, making it ideal for logistics and distribution operations.

• Expand Global Reach: Direct access to key shipping lanes (Asia, Europe, Americas) boosts export efficiency.

• Seamless Multimodal Links: Rail (to Johannesburg, SADC) and N2 highway results to fast cargo movement.

• Future-Ready Infrastructure: Planned expansions support green logistics & tech-enabled operations.

Richards Bay: Strategic Freight Positioning Global Importer Access

• The Richards Bay Port boosts well-established international sea routes.

• It provides direct maritime access to:

• Asia (China, India, Japan)

• Europe (Germany, UK, Netherlands)

• Middle East (UAE, Saudi Arabia)

• Americas (Brazil, USA)

Intra-African Connectivity

• Road and Rail Networks link Richards Bay to:

• SADC countries: Mozambique, Zimbabwe, Zambia, Botswana

• East Africa via Durban and inland corridors

• Central Africa through the Trans-Kalahari and North-South Corridors

Equidistance Advantage

• Richards Bay is positioned to serve both domestic and regional markets efficiently:

• Johannesburg: ~600 km (~6–7 hours by truck)

• Durban: ~170 km (~2 hours)

• Maputo (Mozambique): ~400 km (~5 hours)

• Gaborone (Botswana): ~1,000 km (~10–12 hours)

• Lusaka (Zambia): ~1,800 km (~18–20 hours)

Logistics Integration with Maritime Industry

Targeted Maritime Activities include:

• Energy Infrastructure; LNG Import Facility; Shipbuilding and floating structures; Containerisation; Ship and oil platform repair; Luxury and sporting boats among others.

Be part of a Special Economic Zone driving Africa’s industrial transformation and contribute impactfully to change and development that awaits.

RBIDZ is not just an industrial zone - it’s a Gateway to Southern Africa’s economic future. With its strategic infrastructure, investment incentives, and commitment to sustainability, it thus invites businesses to unlock growth in a thriving region.

To Invest today, contact us:

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

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

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

Members are afforded additional cross-sector networking opportunities during mid-term workshops

PMAESA ORGANS

• Council – The supreme policy-making body comprising full members of PMAESA.

• Board – The PMAESA Board’s responsibilities include deciding new admissions to the association, approving business plans, and overseeing the work of the Secretariat.

• Technical Committees – Composed of representatives from various member states, the Technical Committees play a major role in the management of PMAESA.

• Secretary General – In charge of the day-to-day operations of the association, including the monitoring, implementation, and coordination of financial, technical, and other administrative aspects.

and end-of-year global conferences, which are attended by C-suite executives from a wealth of areas including transport, trade, and investment.

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

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

PMAESA’S STRATEGIC PLAN

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

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

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

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

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

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

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

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

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

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

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

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

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

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

“The government has made a concerted effort to encourage the use

ZAMBIA IS CALLING

Celebrating 20 years of connectivity, MTN Zambia is on a mission to increase its customers’ access to a modern, connected life. Abbad Reda, CEO, reflects on two decades of success for the company and its hopes for a digitally enabled future

Writer: Lily Sawyer | Project Manager: Ben Weaver

of ICT as a tool for economic growth and social inclusion in Zambia,” he adds.

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

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

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

These developments are complemented by the expansion of broadband access and improved connectivity to international submarine cables, resulting in more

affordable fixed-line and mobile services for end-users.

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

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

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

20 YEARS OF EXCELLENCE

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

“FROM THE BEGINNING, WE HAVE CHAMPIONED A BUSINESS STRATEGY CENTRED AROUND PROVIDING LEADING DIGITAL SOLUTIONS THAT PROPEL ZAMBIA’S PROGRESS, ENABLING INDIVIDUALS, BUSINESSES, AND COMMUNITIES TO UNLOCK THEIR FULL POTENTIAL IN TODAY’S FASTPACED DIGITAL WORLD”

– ABBAD REDA, CEO, MTN ZAMBIA

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

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

“We have enabled everyone from

entrepreneurs to the mining sector to reach global markets,” he outlines.

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

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

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

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

A DIGITALLY ENABLED SOCIETY

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

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

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

As such, MTN recently signed a

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

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

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

Unified communications, meanwhile, enables e-businesses to seamlessly connect with their

customers across multiple digital channels, whilst Internet of Things (IoT) and cloud solutions allow businesses to effortlessly monitor and optimise their operations in real-time.

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

CONNECTING THE NATION

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

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

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

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

Bridging Africa to the GCC Digital Future

Powering Agility, Security, and Global Growth Since 1997

The RACS Global Value Proposition

R A Consulting Services Zambia Limited (RACS) is a prominent part of a multi-national technology and compliance powerhouse, delivering transformative solutions that connect rapidly digitalising African markets with the GCC’s world-class standards. Our mission is to enable businesses to embrace innovation, security, and operational efficiency in an increasingly digital and interconnected world.

With over 25 years of demonstrated expertise, RACS combines state-of-the-art ICT infrastructure with highly specialised business management consulting, offering tailored solutions that are secure, scalable, resilient,

Strategic

Global

Positioning:

and future-proof. From enterprise data centres and cloud platforms to advanced cybersecurity frameworks and end-to-end digital transformation, RACS helps organisations focus on strategic growth while reducing operational complexity.

At the heart of our offering lies Computer-Aided Management Solutions (CAMS), which enable clients to streamline operations, enhance productivity, reduce costs, and achieve measurable returns on investment, all while ensuring complete regulatory compliance across multiple regions.

Africa → GCC Technology and Compliance Bridge

RACS serves as a strategic digital and compliance bridge between Africa and the Middle East, leveraging operational hubs in Zambia, Botswana, Mauritius, Madagascar, the UAE, and a global development centre in Noida, India

Why This Matters

By leveraging the UAE’s global hub for technology, compliance, and trade, RACS empowers African enterprises to meet international standards, confidently access new markets, and scale operations efficiently and securely.

This broad footprint allows us to provide consistent, highquality service delivery, rapid issue resolution, and access to world-class expertise, all under one unified partner framework.

This strategic positioning allows clients to benefit from both regional insight and global expertise, creating a competitive edge in highly regulated and fast-evolving markets.

Our Key Locations and Coverage:

Zambia – Lusaka

Botswana – Gaborone (Head Office)

Mauritius – Ebene

Madagascar – Antananarivo

UAE – Dubai (Regional HQ)

Saudi Arabia and Oman – via UAE hub

India – Noida (Global Development and Support Centre)

Our Competitive Edge

RACS differentiates itself by offering a unique integration of technology delivery, regulatory compliance expertise, and cross-border business insights.

Strength

Africa–GCC Nexus

ICT + Compliance

Cost-Effective CAMS

Skill Transfer and Capacity Building

Proven Track Record

Service Portfolio

What It Means

Seamless cross-border ICT and compliance solutions for businesses operating between Africa and the Middle East, ensuring smooth expansion and market entry.

Combines advanced data centres, cloud platforms, cybersecurity frameworks, and UAE certifications (EQM, ECAS, Halal) for holistic solutions.

Custom solutions designed to replace inefficient legacy systems, streamline operations, and optimise costs.

Every engagement includes comprehensive training to ensure clients can independently sustain and manage their systems in the long term.

Trusted by governments, banks, telcos, and multinational enterprises for executing national and regional projects to international standards.

RACS operates across two integrated pillars: technology solutions and managed services, providing end-to-end support for digital transformation, operational excellence, and compliance.

A. Technology Solutions – Building the Digital Core

1. Data Centre and Infrastructure

• Design, construction, and maintenance of energyefficient, high-availability data centres.

• SAN/NAS storage, virtualisation, disaster recovery, and hyperconverged infrastructure.

Value: Ensures scalable, resilient, and reliable environments capable of handling exponential growth in data, applications, and digital services, maintaining uninterrupted business continuity.

2. Network and Cyber Security

• Comprehensive network design, integration, and optimisation.

• Firewalls, IDPS, endpoint security, SIEM, and proactive threat intelligence.

• Security audits aligned with African and GCC compliance standards.

Value: Protects critical data, financial systems, and operations, enabling secure and compliant business practices across all locations.

3. Cloud and Digital Transformation

• Hybrid, private, and public cloud migration strategies.

• AI-driven analytics, modern workplace solutions, and bespoke software development.

• Process automation and digital service enablement.

Value: Reduces capital expenditures, enhances organisational agility, and provides predictive insights for smarter and faster decision-making.

4. Compliance and Conformity Assessment

• Emirates Quality Mark (EQM), ECAS compliance, and Halal certification

• Ensures GCC regulatory adherence for imports, exports, and product distribution

Value: Offers clients a single partner solution for both technological advancement and regulatory compliance, facilitating smooth entry into GCC markets.

B. Managed Services – Sustained Performance and Operational Excellence

• Centralised multi-vendor service management.

• Proactive monitoring, patching, optimisation, and preventive maintenance.

• 24/7/365 service desk and on-site support with SLA guarantees.

Value: Reduces operational risks, minimises downtime, and allows clients to focus on strategic growth, whilst RACS ensures the continuous performance of critical IT ecosystems.

The RACS Promise

Partnering with RACS provides clients with secure, modern IT infrastructure, alongside:

• Agile, cloud-enabled operations

• Full regulatory and compliance alignment

• Seamless cross-border expansion capabilities

• Sustainable skill transfer and operational independence

RACS is not just an ICT vendor—we are your partner in transforming digital ambitions into real-world, globally-compliant outcomes, helping businesses thrive across continents.

A Message from the Managing Director

Elevating Your Enterprise: Our Global Commitment to Your Digital Future

To our valued customers and future partners, In today’s dynamic global marketplace, technology is no longer just a support function; it is the fundamental engine of growth, competitiveness, and international commerce. At RACS, we have proudly spent over two decades dedicating ourselves to ensuring your engine runs optimally, securely, and seamlessly across borders.

Our journey began in 1997, built on the core belief that right decisions, effective strategies, and quality services delivered rapidly are the cornerstones of client success. Today, that belief drives our specialised teams in key economic hubs across Africa, the Middle East, and Asia.

The Power of Our Global Footprint

We understand that modern business is boundaryless. This is why RACS has strategically established a global footprint, allowing us to offer you a unique advantage – worldclass technical standards delivered with essential local insight

Whether you are seeking to secure a new data centre in Zambia, establish a robust cloud platform in Botswana, manage IT infrastructure in Madagascar or Mauritius, or navigate critical compliance and certification standards required for the UAE and the wider GCC, RACS is your single, reliable partner. Our presence in the is particularly crucial, acting as a vital

bridge that connects the growing economies of Africa to the sophisticated technological and regulatory environment of the Middle East.

Beyond Technology: The RACS Partnership Pledge

Our commitment to you extends beyond the powerful solutions we deliver—from cyber security and digital transformation to our expert managed services. Our true strength lies in our dedication to genuine partnership, which includes:

• Customised Solutions – We don’t believe in onesize-fits-all solutions. We blend management practice and IT expertise to deliver unique Computer-Aided Management Solutions (CAMS) tailored specifically to your operational realities and strategic goals.

• Empowering Your Teams – We are committed to local capacity building. Every RACS project includes a structured plan for skill transfer to your personnel, ensuring the long-term sustainability and independence of your new systems.

• Guaranteed Service – Our 24/7/365 service desk and strict Service Level Agreements (SLAs) ensure that wherever you operate, you have the consistent, high-quality support necessary to maintain business continuity and focus on your core mission.

Your success is the only metric that truly matters to us. We are positioned, prepared, and committed to helping you turn today’s technological challenges into tomorrow’s global opportunities.

I invite you to engage with the RACS team and experience the difference that comes from partnering with a proven leader dedicated to your long-term growth.

Warm regards,

Saurabh SainiManaging Director R A Consulting Services

“IN AFRICA, DIGITAL TRANSFORMATION IS A STORY OF INCLUSION, EMPOWERMENT, AND OPPORTUNITY”

– ABBAD REDA, CEO, MTN ZAMBIA

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

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

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

efficiency and safety.

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

Increased operational efficiency from 5G, meanwhile, will allow mines to connect thousands of IoT sensors for real-time data updates, as well as

facilitate predictive maintenance on equipment and fleet automation.

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

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

IF YOU

COULD

RESHAPE ONE ELEMENT OF ZAMBIA’S TELECOMS ECOSYSTEM OVERNIGHT, WHAT WOULD IT BE AND WHY?

Abbad Reda, CEO: “We work with the belief that everyone deserves the benefit of a modern connected life, and we are actively pursuing it through expanding our coverage footprint and offering affordable smartphones to customers.

“Zambia’s growth depends on how fast we can transition from fragmented investments to a shared, open-access ecosystem –where fibre, towers, and spectrum are optimised collaboratively, not competitively.

“With a forward-looking policy that encourages infrastructure sharing, fair spectrum allocation, and investment incentives, we can rapidly close the rural access gap, expand digital inclusion, and create a platform for innovation across industries.

“The goal is simple – to make connectivity not a privilege, but a basic economic enabler for every Zambian.”

Zambia’s future readiness.

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

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

BRIDGE THE CONNECTIVITY DIVIDE

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

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

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

Contributing to the economic growth of the country through the

roll-out of its advanced technology, MTN is also prioritising digital and financial inclusion by providing affordable smartphones.

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

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

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

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

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

GROWING WITH PURPOSE

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

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

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

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

In addition, the company’s

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

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

“At MTN, we anticipate tomorrow’s customer expectations and the skills

required to meet them, leveraging resources that enable us to deliver a truly modern connected life,” Reda reflects.

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

MODERN, CONNECTED, PROGRESSIVE

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

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

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

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

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

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

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

The Foundation’s PachiPanda Innovation Challenge in collaboration with the World Wide Fund for Nature (WWF), for example, offers younger generations a platform to present

innovative ideas on challenges relating to climate change, energy, and food security.

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

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

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

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

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

REDEFINING SIERRA LEONE’S FINANCIAL FUTURE

Enabling customers to carry out simple banking operations in total security, Orange Mobile Finance Sierra Leone combines robust technology with deep local market understanding. David Mansaray, CEO, tells us more about the company and the exciting future of FinTech

Writer: Lauren Kania

Project Manager: Ben Weaver

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

In contexts like Sierra Leone, FinTech is more than just exciting; it’s foundational to economic participation. As voiced by David Mansaray, CEO of Orange Mobile Finance Sierra Leone (Orange Money), FinTech plays a

critical role in expanding financial inclusion, formalising large segments of the informal economy, improving efficiency in payments and savings, and enabling access to credit, insurance, and government services on a large scale.

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

and personalisation,” details Mansaray.

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

The advent of artificial intelligence (AI) has further elevated the conversation and is no longer a future consideration; it is already reshaping fraud detection, credit scoring, customer engagement, operational efficiency, and risk management. In markets where traditional data is limited, AI and alternative data

models present a step-change opportunity to design more inclusive and intelligent financial solutions.

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

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

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

The company’s services cater to individuals, agents, small to medium-sized enterprises (SMEs), corporations, non-governmental organisations (NGOs), and government institutions, operating through a

nationwide agent network supported by a skilled workforce committed to delivering reliable, secure, and accessible financial services.

AN EXCEPTIONALLY DYNAMIC INDUSTRY

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

“Throughout my journey, I have

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

Mansaray has assisted Orange Money in differentiating itself through securing a reputation for trust, scale, innovation, and strong governance.

CAN YOU TELL US MORE ABOUT ORANGE MONEY’S SUPPLY CHAIN OPERATIONS AND HOW THESE RELATIONSHIPS PROVE CRUCIAL TO YOUR SUCCESS?

David Mansaray, CEO (DM):

“Our supply chain operations are supported by an integrated ecosystem of partners that ensure service continuity, system integrity, and nationwide scalability. This ecosystem includes technology providers, financial institutions, infrastructure partners, agents, and super-agents, who form a critical operational layer within the Orange Money value chain.

“Agents and super-agents are essential to last-mile service delivery, liquidity circulation, and customer access, particularly in areas with limited traditional financial infrastructure. They enable cash-in and cash-out services, support transaction availability, and ensure digital financial services remain accessible and functional across

diverse geographies. Their role directly impacts service reliability, customer trust, and adoption.

“Super-agents enhance supply chain efficiency by coordinating agent networks, standardising operational processes, supporting monitoring and compliance requirements, and strengthening operational controls. Together, agents and super-agents improve system resilience, reduce operational risk, and enable Orange Money to scale sustainably whilst maintaining high service and governance standards.

“This collaborative supply chain model allows us to optimise service delivery, ensure operational stability, and support the longterm growth of a secure, inclusive, and resilient digital financial ecosystem in Sierra Leone.”

HOW

DO YOU EMPOWER YOUR STAFF AND RECOGNISE THEIR CONTRIBUTIONS?

DM: “Our employees are at the heart of our success. ‘Customers will never love a company until the employees love it first’ – Simon Sinek; we hold this mantra dear to

our hearts. We do not claim any achievement that has not been made possible by the dedication, professionalism, and innovation of our people.

“We invest in continuous capacity building, leadership development, and robust performance management systems that recognise excellence and encourage innovation. By fostering an inclusive and collaborative culture, we empower our employees to contribute ideas, take ownership, and grow professionally whilst remaining aligned with the company’s strategic objectives.”

Backed by the Orange Group’s global expertise, it combines robust technology with deep local market understanding.

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

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

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

DIGITAL FINANCE SOLUTIONS

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

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

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

“THROUGH TECHNOLOGY-LED INNOVATION, UNDERPINNED BY STRONG GOVERNANCE AND COMPLIANCE, WE ARE BUILDING A RESILIENT, FUTURE-READY FINANCIAL ECOSYSTEM THAT DRIVES SUSTAINABLE GROWTH AND LONG-TERM VALUE CREATION”

– DAVID MANSARAY, CEO, ORANGE MOBILE FINANCE SIERRA LEONE

management, business expansion, and service reliability nationwide.

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

The company has also seen a strong socioeconomic impact from its Overseas Money product, which enables fast and affordable international remittances that support

household income, education, healthcare, and SMEs. Looking ahead, upcoming initiatives such as Mastercard and Roaming Money will further enhance interoperability, payment acceptance, and access to global digital commerce.

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

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

SUPPORTING RURAL COMMUNITIES

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

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

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

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

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

Such work directly supports Sierra Leone’s development objectives and has contributed meaningfully to

“WE REMAIN COMMITTED TO DRIVING FINANCIAL INCLUSION, EMPOWERING ENTREPRENEURSHIP, AND CONTRIBUTING MEANINGFULLY TO THE GROWTH OF SIERRA LEONE’S DIGITAL ECONOMY THROUGH SECURE, INCLUSIVE, AND FUTURE-READY FINANCIAL SOLUTIONS”

– DAVID MANSARAY, CEO, ORANGE MOBILE FINANCE SIERRA LEONE

building a more inclusive and digitally enabled economy.

TECHNOLOGY-LED INNOVATION

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

“Through the Orange Sierra Leone Foundation and Orange Group initiatives, we support education, digital

inclusion, entrepreneurship, environmental sustainability, and community well-being,” enthuses Mansaray.

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

who use technology to address challenges in health, education, agriculture, and the environment.

Sustainability also remains a core focus, with ongoing investments in solar-powered infrastructure, energyefficient networks, responsible e-waste management, and

reforestation initiatives. Additionally, the company supports community development through targeted health, education, food assistance, and water access programmes.

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

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

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

The company’s goal is to harness these technologies to create smarter,

faster, and more personalised financial solutions that empower individuals, businesses, and communities. In the year ahead, it will expand digital credit and merchant solutions, strengthen rural financial inclusion, and enhance both customer and agent experiences through data-driven insights and intelligent platforms.

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

Tel: +23276450966

david.mansaray@orange-sonatel.com www.orange.sl

Discover our exclusive content, delivered straight to your inbox

As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining industry through its various platforms.

Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Mining Outlook continues to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

UNEARTHING ZAMBIAN PROSPERITY

Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe. We dig deep with Charles Sakanya, CEO, and hear how the company has become a stalwart of the industry

Writer: Ed Budds | Project Manager: Josh Whiteside

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

gunpowder for deeper extraction.

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

This fascinatingly diverse

DO YOU FIND A SENSE OF FULFILMENT IN THE WORK THAT MOPANI IS DOING AT PRESENT AND ARE YOU PROUD OF THE COMPANY’S RECENT SUCCESS?

Charles Sakanya, CEO: “The mining industry as a whole is a very exciting place to be operating in right now.

“We produce a metal that the whole world is looking for – a few years ago, in 2022, there was a forecast that predicted a 10 million t shortfall of the red metal by 2040.

“Parallel to this, I’m so happy and proud to be part of a team that is executing a product that is now used worldwide across so many different industries. Because of this, I find both my current position and the work that Mopani does incredibly fulfilling.

“The fact we set plans and execute them, as well as witnessing the process of seeing something through to fruition from start to finish, is extremely gratifying.

“Similarly, it’s really exciting to strategise and carry out a project and witness it move through the stages of being developed, commissioned, and ultimately opened as a fully operational facility.

“When you can actually see something take shape in front of you, realising it’s not a pipe dream, it really does provide a unique sense of fulfilment.

“We are currently in the process of rebuilding Mopani with the help of IRH and support of their equity partners. This includes executing our plans for expansion and gathering all the funding required in order to restore the company to its glory days and even exceed those previous periods of success.

“It’s quite exciting to be embarking on a journey such as Mopani’s current trajectory, and we’re hoping that we will see the maximum output in the next few years in terms of producing and increasing value for our shareholders.”

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

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

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

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

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

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

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

UNIQUE GEOGRAPHY

Situated in the heart of the continent, Zambia is a completely landlinked country in Southern Africa bordered by Angola, Botswana, the Democratic Republic of the Congo (DRC),

“FROM MY INITIAL EXPOSURE TO THE VAST MINING INDUSTRY, I CAN TRULY SAY THAT I HAVE HAD A VERY ILLUSTRIOUS, CHALLENGING CAREER, BUT ONE THAT HAS ALWAYS REMAINED EXCITING”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

Malawi, Mozambique, Namibia, Tanzania, and Zimbabwe.

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

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

natural beauty.

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

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

This great river flows over Victoria Falls and through the Middle Zambezi Valley, much of it occupied by the

great man-made, artificial Lake Kariba.

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

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

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

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

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

Providing Peace of Mind by Securing Your Future Today

With over 57 years of trusted technical expertise, ZSIC Life Plc stands as Zambia’s preferred provider of quality insurance and pension solutions, dedicated to securing your future every step of the way, because you deserve lasting peace of mind

As one of Zambia’s leading providers of life assurance, financial protection, and wealth management in the nation, ZSIC Life also prides itself on maintaining a flexible pension fund administration and fund management business portfolio to meet the ever-changing needs of its esteemed clients.

The organisation boasts 57 years of securing its customers all the way. During these decades of experience, ZSIC Life has become a household name, having participated competitively in the market and remained committed to offering a diverse range of products that meet the needs of individuals, families, and businesses.

With its vast expertise, the organisation offers technical excellence in tailoring a wide array of products to suit a variety of customer needs. Additionally, ZSIC Life has acquired experience in the management of various risk profiles, which is further backed by a solid asset base and sound reinsurance treaties.

ZSIC Life boasts a wide branch network with presence in all 10 provinces of Zambia.

COMPREHENSIVE PROTECTION FOR EVERY STAGE OF LIFE

ZSIC Life’s product portfolio spans both retail and corporate life assurance solutions, including but not limited to education plans, investmentlinked plans, travel insurance, life plans and group life, medical and pension plans all tailored to provide financial security at every stage of life. What distinguishes ZSIC Life is our deep understanding of the local market and commitment to making insurance accessible to every Zambian. Whether serving salaried employees, small business owners, or workers in the informal sector, ZSIC Life designs products that speak to real needs and real challenges.

One of our flagship offerings, the Z-Sure Medical Scheme, has become a preferred corporate healthcare solution enabling organisations to safeguard employee well-being and boost productivity through reliable medical cover.

DRIVING DIGITAL TRANSFORMATION

Recognising that today’s customers value convenience and efficiency, ZSIC Life has embraced digital innovation as a core part of our growth strategy.

The company is modernising its systems and introducing online and mobile-friendly platforms that allow clients to access information, manage policies, and make payments with ease.

This transformation is not only enhancing customer experience but also positioning ZSIC Life as a forwardlooking insurer ready to compete in a digital-first financial landscape.

EMPOWERING COMMUNITIES AND BUSINESSES

As a wholly Zambian-owned institution, the company remains deeply invested in national development. Through financial literacy campaigns, partnerships, and social investment initiatives, ZSIC Life continues to promote a culture of savings, responsibility, and resilience. By championing insurance as a tool for long-term financial planning, the company empowers individuals and organisations to navigate life’s uncertainties and invest confidently in their futures.

ZSIC Life Plc – at a glance

Vision – To provide peace of mind by securing your future today.

Mission – To be the preferred provider of exceptional insurance and pension services.

MOPANI HISTORY A TIMELINE

1929 – The Mufulira mine is formed.

1932 – Copper is produced at the Nkana for the first time.

1933 – Mining at the Mindola shaft begins.

1964 – Zambia gains independence and Kenneth Kaunda becomes the nation’s first President.

1969 – Zambia nationalises its mines.

1982 – ZMMC Limited is formed.

1991 – Zambia reintroduces multiparty democracy – Frederick Chiluba becomes Zambia’s second President, and his liberal economic policy leads to the privatisation of the mines.

2000 – Mopani is formed, with Tom Dale appointed as CEO.

2002 – Levy Mwanawasa becomes Zambia’s third President, with Tim Henderson appointed as CEO.

2008 – Rupiah Banda becomes Zambia’s fourth President, with Emmanuel Mutati appointed as CEO.

2011 – Michael Sata becomes Zambia’s fifth President, with Danny Callow appointed as CEO.

2013 – Mopani launches ‘The Mopani Way’, a 10-year plan.

2015 – Edgar Lungu becomes Zambia’s sixth President, with Johan Jansen appointed as CEO, and the Synclinorium shaft is commissioned.

2017 – Chris Vermeulen is appointed CEO.

2019 – The Henderson shaft is commissioned and Nathan Bullock is appointed as CEO.

2020 – Sakanya is appointed as CEO.

2021 – Hichilema becomes Zambia’s seventh President, and ZCCM-IH acquires 100 percent shareholding in Mopani.

2022 – The new Nkana Synclinorium concentrator is commissioned.

2024 – IRH acquires 51 percent majority shareholding in Mopani –ZCCM-IH retains 49 percent.

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

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

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

THE COPPERBELT REGION

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

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

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

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

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

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

The brines then concentrated the base metals either along stratigraphic boundaries or along fractures, faults, or within structurally controlled traps. Today, population density in this region is extremely high, and the environmental impact of so many people is clear to see – as is the intricate relationship between mining, cultural identity, and the local people’s hope for a better future.

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

DISCOVERY AND FORTUNE

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

Even before the Lunda and Mwata Kazembe Empires of the 1800s and early 1900s, copper has been

“EVERYBODY AT THE COMPANY UNDERSTANDS WHAT RESILIENCE IS. IT’S A WORD THAT RESONATES ACROSS THE ENTIRE BUSINESS AND PERFECTLY ILLUSTRATES HOW WHEN A GROUP OF PEOPLE ARE DETERMINED TO ACHIEVE SOMETHING DESPITE THE CHALLENGES, THEY CAN DO IT”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

identified as being in circulation around this time period, mainly in the form of ingots or crosses as well as being used as currency in Central African trade.

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

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

numerous sites across the nation.

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

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

MOPANI VALUES

Mopani was founded on a strong foundation of common values that unite all employees, suppliers, contractors, and stakeholders to a common goal.

BUSINESS

• Strive for continuous improvement.

• Keep each other informed on how everyone is doing.

• Appreciate effort and recognise employees for jobs well done.

• Be open and honest in everything that is said and done.

• Meet and beat all targets.

• Stay involved in planning and problem-solving.

ENABLEMENT AND EMPOWERMENT

• Remain empowered and enabled through capacity building and training and development.

• Act with a sense of urgency.

• Take full ownership for the wellbeing of the mine.

• Behave in a responsible way at all times and accept accountability.

• Take ownership of an overarching development plan with leadership support.

HSE

• Unconditionally care for each other’s safety and well-being.

• Work with zero harm to people, equipment, the environment, and the business.

• Never tolerate ignorance.

• Produce ‘blood-free copper’.

• Fully comply with all rules, regulations, laws, and acts.

TOGETHERNESS THROUGH TEAMWORK

• Celebrate the company’s diversity and wholeheartedly welcome everybody.

• Play the ball, not the man.

• Do what is promised, always.

• Be accountable for safe, quality daily production.

• Be directed by the shared vision and values of TukaChimfya Pamo.

• Be one united community that shares and cares for each other.

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

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

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

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

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

PRIDE OF THE NATION

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

With over 20 years experience in process control instrumentation, we have introduced on the market:

i. Automatic desludging of settlers underground, which has reduced downtime from 3 months to just 5 minutes, thereby reducing production costs by over 70 percent.

ii. With this automation, you will never deposit slurry into the padox which results in the costly manual desludging from the padox.

iii. Complete removal of human errors in mining operations, thereby bringing over 90 percent efficiency and uninterrupted production.

A miner is getting into the padox to check the slurry levels deposited. With our automation, slurry will never be dumped into the padox.

We hold the intellectual property right for the most economical yet most durable automation of the following:

• Auto-desludging of slurry lines to present slurry line chocks

• Automation of slurry drain and suction valves

Automate your mines with us to end manual desludging and bring about production optimisation. instrumentation.

• We have completed successful plant trials with almost all the mines in Zambia.

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

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

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

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

“PEOPLE DEVELOPMENT AND GROWTH IS INTEGRAL TO OUR SUCCESS AND A CRUCIAL STRATEGIC IMPERATIVE FOR THE BUSINESS – MOPANI EMPLOYEES ARE OUR MOST VALUABLE ASSET”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

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

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

The newest infrastructure includes three deep shafts – Synclinorium, Mindola, and Henderson – which were sunk and equipped between

2014 and 2021 to extend the life of the mine by over 25 years, safeguard existing jobs at both mine sites, and ensure Mopani’s continuous contribution to Zambia’s burgeoning economic development. Mindola is earmarked for completion by 2028.

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

TRANSPORT AND LOGISTICS

Transpor tation of Staff & Workers

Transpor tation of Goods and Supplies

Hire of Various Types of Vehicles

Mining Equipment Hire

NKANA AND MUFULIRA MINES

The Nkana mine is Mopani’s largest copper mining asset, located near Kitwe in the Copperbelt Province of Zambia. The facility encompasses:

• Underground mines

• Open pits

• Concentrators

The Mufulira mine is an underground copper operation situated in the Mufulira district of Zambia’s Copperbelt Province.

The operation produces copper cathodes as its main product. It is one of the most historically significant mines in Zambia, with mining and processing dating back to the early 1920s. The asset consists of:

• The underground Mufulira mine

• The Henderson shaft

• The Mufulira concentrator

• A smelter and refinery

• Acid plants

AN ACCOMPLISHED CAREER

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

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

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

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

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

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

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

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

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

MINING

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We deliver premium engineering solutions that are cost-effective, reliable and environmentally responsible. Backed by strong technical and analytical expertise, we proactively support our clients in improving productivity, reliability and operational efficiency.

FLENDER (Germany)

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As exclusive local agents for world-class OEMs, we provide fast local support, genuine parts, and technical excellence tailored to Zambia’s industrial demands.

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JJ Mining & Construction (Z) Ltd, Plot 2993, Freetown Road, Light Industrial Area, Kitwe, Copperbelt, Zambia +260 966 656 517 | emmanuel@jjmining-con.com |

INNOMOTICS (Germany)

• Electric motors (LV & HV)

• Variable speed drives (VSDs)

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• Drive systems and spares

THE ROAD TO MOPANI

Sakanya first worked at ZCCM Limited, rising through the ranks over the years until April 2000.

“At this point, Mopani purchased assets from ZCCM Limited comprising underground mines, a concentrator, smelter, and refinery at the Mufulira mine, and underground mines, open pits, and a concentrator and cobalt plant at the Nkana mine in Kitwe,” he reflects.

Following this, Glencore completed the overall purchase of shareholding of Mopani in 2000, a move which sent Sakanya to Canada the following year, where he worked at HBMSC in Northeast Manitoba for almost two years.

Several years later, in 2004, after a period working as the Appointed Engineering Manager for KCM at SmelterCo in Kitwe, Sakanya was initially headhunted to join the Mopani team by former CEO, Tim Henderson.

He accepted the role and subsequently joined the business,

“TO DATE, THOUSANDS OF MOPANI EMPLOYEES HAVE ALREADY BENEFITTED FROM THE TRAINING COURSES OFFERED AT THE MCTC. WITH THIS EXPERIENCE, AND THE ACHIEVEMENTS GAINED, THE CENTRE HAS GROWN AND NOW OFFERS INTERNATIONALLY RECOGNISED COURSES TO OTHER INDUSTRIES”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

holding the position of Chief Engineer prior to his eventual appointment as Mopani’s new CEO, leading the business ever since.

“In April 2020, when Glencore announced they were placing Mopani under care and maintenance (C&M), I was appointed as Acting CEO and then confirmed in my new role in early May 2021,” he recalls.

C&M refers to the process of keeping assets such as machinery, mines, and buildings in good working order whilst they are temporarily out of use. It ensures facilities remain safe

and functional, allowing for a quick restart when operations eventually resume. The Zambian government, through ZCCM-IH, negotiated with Glencore and acquired 100 percent shareholding of Mopani.

Utilising an intimate and thorough understanding of the industry and leveraging his in-depth experience of the mine’s operations has led Sakanya strategically to his position today, taking the helm at Mopani to guide its re-emergence from intended C&M back to the forefront of the global market.

Through his effective, tried, and tested management strategies, Mopani will undoubtedly not only survive but continue to thrive under his guidance.

ZAMBIA NATIONAL MINING TARGETS

His Excellence, Hakainde Hichilema, President of Zambia, has set an ambitious target for the nation to increase its annual copper production to three million tonnes (t) by 2031.

This will be supported by USD$12 billion in overall sector investments, aiming to drive economic growth and job creation.

The key elements of this nationwide strategy include reviving dormant mines, expanding infrastructure, and enhancing investor confidence through stable policies.

“Regarding these ambitious targets, production is increasing in an overall sense, and Zambia is looking to cross the phycological one million cathode production mark in 2026,” notes Sakanya.

As an investor policy moving forward, Zambia’s presidency has

THE PROCESS OF COPPER MINING

From its original home deep within the Earth’s crust, copper passes through several crucial stages to reach its eventual destination in essential everyday products like electronics, appliances, electrical grids, vehicles, and renewable energy technologies.

As a 100 percent recyclable material, copper can be reused repeatedly with no loss to its physical properties.

The material that is produced from ores and concentrates is referred to as primary copper production. Secondary copper can also be produced by recycling scrap, as well as finished products, and has the same performance properties as the primary material.

The process of primary copper production starts with the extraction of copper-bearing ores. There are two basic ways of copper mining – surface and underground. Due to copper being spread in relatively low concentrations over large areas, the former is the predominant method.

After mining, copper is produced by one of two process routes –pyrometallurgical or hydrometallurgical.

Smelting is the process of heating and melting ore to extract a metal like copper. Refining, meanwhile, is the process that increases the grade or purity of the metal – after completing the refining processes, copper cathode is generally 99.9 percent pure.

During semi-fabrication, copper, along with clean scrap, is then converted into wire/rod, tubes, sheets, and strips ready for use further down the value chain before being transformed into finished products.

Based in Zambia, Mbukulu Bakery was officially established in March 1982 and has grown into a respected name in the baking industry through dedication, hard work, and a strong commitment to quality. What began as a small local bakery has developed into a trusted supplier of fresh baked goods, serving communities with consistency and pride for over four decades.

From its early days, Mbukulu Bakery focused on producing simple, nutritious, and affordable products for families.

Over the years, it expanded its product range to include a wide variety of breads, buns, and confectionery items, all prepared under strict hygiene standards and careful quality control to ensure each bite is fresh, soft, and full of flavour. Every product reflects the bakery’s promise to deliver freshness, taste, and value to its customers.

Mbukulu Bakery exemplifies dedication, as seen through its focus on freshness and warm atmosphere that brings customers back time and time again, making the bakery a lively hub for celebrating good food, conversation, and company.

The bakery has continually adapted to changing market demands whilst maintaining traditional baking values that customers have come to appreciate. Investment in improved production methods and staff training has helped ensure efficiency, food safety, and reliability. The company believes that skilled people are its greatest asset, and it places strong emphasis on teamwork, discipline, and personal development.

Mbukulu Bakery has also built a dependable distribution system to ensure that products reach shops and customers on time. Timely delivery and consistent supply have helped

the company build long-term relationships with retailers, wholesalers, and consumers. These partnerships are based on trust, honesty, and mutual respect, which remain core principles of the business.

Community involvement has always been an important part of Mbukulu Bakery’s journey. The company takes pride in creating employment opportunities and supporting local suppliers. By contributing to local economic growth, the bakery strengthens the communities it serves and reinforces its role as a responsible corporate citizen.

Despite changes in technology and industry standards, Mbukulu Bakery remains grounded in the values on which it was founded: quality, reliability, and customer satisfaction.

The company continues to look for ways to improve its products and services whilst maintaining the traditional taste that customers have relied on for many years.

The bakery’s reputation continues to grow, bringing in both locals and visitors through its emphasis on traditional baking methods, peak flavours, friendly service, and customer satisfaction. It proudly exists as a cherished part of the local community, offering the very best of local baking.

Today, Mbukulu Bakery stands as a symbol of consistency and trust, built on decades of experience and dedication. With a strong foundation laid since 1982, the bakery remains committed to excellence, innovation, and growth. Its mission is to continue serving customers with fresh, delicious, and affordable baked goods whilst upholding the values that have guided the business from the very beginning. Buying Mbukulu Bakery bread, pastries, and cakes is about more than just delicious food; it’s about health, energy, and supporting the local community.

rejected all proposals for a mandatory 15-40 percent free-carried state interest in mines in order to maintain an investor-friendly and stable environment for growth.

Similarly, Hichilema continues to emphasise that whilst enabling mining expansion, operations must not cause environmental degradation or water pollution.

Meanwhile, other key initiatives that have been highlighted for Zambia’s national growth include aerial geological mapping to unlock new mineral potential.

A NEW ERA OF GROWTH

In 2024, when IRH acquired a 51 percent stake in Mopani, it set out to establish a new and unique partnership structure for the global mining sector – a feat which it has since achieved.

“IRH’s investment is being used to revitalise and modernise Mopani’s assets and put our company firmly on a path of new growth in line with national targets” Sakanya tells us.

“THROUGH OUR COLLECTIVE EFFORTS, WE CAN BUILD A THRIVING AND RESILIENT MINING SECTOR WHERE HSE IS THE NORM AND VISION ZERO IS A REALITY”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

The ultimate objective for both Mopani and IRH is to achieve a production rate of 200,000 t of copper cathodes within the next three to four years.

Additionally, new investment efforts and plans for expansion form part of the broader Zambian government initiative to increase national copper production to 3 million t per annum (tpa) by 2031.

Alongside this, the transformational power and immense potential of new technology is positioned at the heart of IRH’s turnaround strategy for Mopani.

“The introduction and implementation of Internet of Things (IoT) devices, artificial

intelligence (AI), and an improved telecommunication network will facilitate improved productivity, efficiencies, and safety across Mopani’s entire operational footprint.

“We’re employing AI in the mining industry to help us improve productivity and ensure safety. Mining is carried out in very difficult underground conditions, so we are utilising technology to help create safer operational environments,” he observes.

Moreover, improved analytics and accuracy of data collection enabled through this advanced technology will undoubtedly lead to more informed decision-making and optimised operations.

METSER ENGINEERING PRODUCTS (Pty)Ltd

Metser engineering (Pty) Ltd is a specialist engineering and fabrication company focussed on design, manufacture, refurbishment of man material cages, bottom discharge skips, incline skips and associated shaft conveyance equipment for mining sectors. We deliver engineering solutions tailored to deep-levels, high-cycle,and heavy-load shaft operations across gold, platinum, coal, and copper mining sector.

Our commitment to safety, structural integrity and compliance ensures reliable performance in demanding underground environments.

COMPANY CAPABILITIES

· Design and Engineering

· Manufacturing and fabrication

· Refurbishment and Maintenance

· Compliance with mine Health & Safety regulations

· Quality Control documentation & traceability

· Adherence to ISO Standards, 9001, etc

Quality management system (SANAS)

· UKAS, management system

· Uncompromising workmanship

OUR VISION AND MISSION

Quality, professionalism and unwavering commitment to excellence and uncompromising dedication to Metser Engineering standards.

With innovationdriven team that have exceptional skills, we engineer precision products for mines around South Africa, Zambia, Ghana, Zimbabwe, DRC.

“The ongoing modernisation of Mopani will be completed in such a way that ensures job security for the many thousands of fulltime employees whilst creating enhanced value benefitting all local stakeholders,” Sakanya excites.

One particularly crucial and exciting element of IRH’s investment is a USD$400 million injection to complete three new deep shafts – Synclinorium, Mindola, and Henderson – replacing the older infrastructure at both the Nkana and Mufulira mines, which date back to the 1930s.

In addition to this, Mopani has also built a brand-new concentrator at the Nkana mine site.

“The addition of impressive new infrastructure is expected to extend the life of the mine by over 25 years, improve production efficiencies, and safeguard existing jobs whilst guaranteeing Mopani’s continued contribution to growing the Zambian economy,” Sakanya explains to us.

“We are working tirelessly to complete all our current slate of expansion projects. The target is that

by mid-2029, we will have reached completion, allowing us to then embark on the next steps of our expansion journey.”

AI TO BOOST COPPER DEMAND

Simultaneous to the integration of AI into Mopani’s own mining operations, notable growth in the AI and defence sectors will boost global copper demand by 50 percent by 2040.

AI is a major growth area for copper, with more than 100 new global data centre projects unveiled last year, valued at just under USD$61 billion.

“Copper has long been used widely across the construction, transportation, technology, and electronics industries as it is one of the best conducting, corrosion-resistant, and malleable metals,” Sakanya explains.

Meanwhile, as the electric vehicle (EV) industry has lifted copper demand over the past decade, areas of industry such as defence and robotics will require even more of the metal during the next 14 years.

This is alongside the more traditional consumer appetite for

air conditioners and other copperhungry appliances.

“Now that we understand global copper demand will reach 42 million tpa by the 2040 mark, up from 28 million in 2025, nearly a quarter of that demand is likely to be unmet without new sources of supply,” he warns.

The underlying demand factor at play is the electrification of the world, and copper is the metal that fuels it.

Nearly every electronic device contains copper, and whilst Chile and Peru are the largest copper miners, and China is the largest copper smelter, the US – which has imposed a tariff on some types of copper – imports half of its needs each year, meaning producers such as Zambia now have the opportunity to capitalise on the sustained upswing in worldwide demand.

EXPANSION PROJECTS AND TARGETS

The future of Mopani lies in the expansion projects that the company has been undertaking since 2013 with a view to extending the lifespan of the mine by over 25 years.

YOUR LIFETIME PARTNER IN MINING

We help our partners improve safety, reliability, and productivity across the entire project life cycle through robust, proven mining technologies, comprehensive services, and longterm technical support.

We provide solutions for:

√ Explosives charging

√ Scaling and rock breaking

√ Rock and ground support

√ Water control

√ Concrete transportation

√ Concrete spraying

√ Lifting and installation

√ Underground logistics

“As a proudly Zambian mining company, our desire is to continue investing in infrastructure development to ensure we make Mopani a world-class mining operation,” Sakanya emphasises firmly.

IRH and Mopani are partnering to oversee a major USD$1.9 billion expansion, driven by the new USD$400 million investment that will fund this exciting next chapter.

The overarching goal is to boost cathode production from 226,000 tpa to 300,000 tpa by 2031, with a long-term target to achieve over 500,000 tpa within a decade.

Key initiatives that have been highlighted for this upcoming slate of expansion include replacing old infrastructure with new, environmentally efficient technology, such as a new primary furnace, smelting furnace upgrades, a matte settling furnace, an oxygen plant, and a sulphuric acid plant, which will significantly increase production.

The impact of these new

“TO US AT MOPANI, VISION ZERO IS NOT JUST A GOAL – IT’S A COMMITMENT THAT DEFINES HOW WE WORK, HOW WE MAKE DECISIONS, AND HOW WE ENGAGE WITH OUR STAKEHOLDERS AND THE COMMUNITY AT LARGE”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

additions and upgrades is significant as they are expected to extend the mine’s lifespan by over a quarter of a century, securing the immediate future of Mopani at the forefront of the global mining industry.

A SECTOR ON THE RISE

The mining industry is currently experiencing a swathe of growth and renewed prosperity.

“At present, we are seeing gold prices soar with silver following, whilst the price of copper continues to break records,” Sakanya sets out.

“With the sustained growth of the power industry and rise

of EVs, there has been talk of new substitute metals in order to deal with the high demand, but so far nothing has beaten the famous red metal yet, which remains essential across numerous sectors,” he continues.

As such, copper is critical to the construction of solar panels, acting as the primary metal for high-efficiency electrical conductivity in wiring, busbars, and connectors within the panels.

It ensures minimal energy loss, handles high heat, and enables durable, long-term operation – the metal is used extensively in both photovoltaic (PV) cells and solar thermal systems.

Excellence Redefined in Mining and Civil Engineering

At PHI-MUG Zambia Limited, we set the benchmark for excellence in mining and civil engineering across Zambia. As an industry leader, we bring a wealth of experience, professionalism, and innovation to every project, ensuring our clients consistently receive superior results in underground mining, road maintenance, and general construction.

Distinguished Expertise in Underground Mining

With an exemplary record in underground mining, PHI-MUG Zambia Limited commands respect and recognition. Our team of highly skilled professionals employs state-of-the-art technology and advanced methodologies to address the intricate challenges of subterranean environments. From exploration and tunneling to dewatering, ventilation, and comprehensive mine rehabilitation, we uphold the highest safety standards and environmental responsibility at every stage. Our meticulous approach guarantees projects that not only meet but surpass expectations.

Expertise in Blast Hole Drilling

Our open surface Blast Hole Drilling services include the Provision of drilling equipment and support services, drilling and blasting, and the provision of skilled labour for drilling, hole measuring, and blasting.

Road Maintenance Services

Infrastructure is the foundation of growth, and PHI-MUG Zambia Limited is at the forefront of road maintenance excellence. Our engineers and technicians leverage cuttingedge equipment to deliver robust solutions for rural, urban, and mining roads. We specialise in repairs, resurfacing, grading, and drainage improvements, ensuring the seamless flow of traffic and durability of roads vital to Zambia’s development. Our commitment to efficiency and minimal disruption sets us apart in the industry.

General Construction Capabilities

PHI-MUG Zambia Limited is your trusted partner for all facets of general construction. Whether the project encompasses new infrastructure, facility expansion, or complex civil works, our expertise guarantees timely and cost-effective delivery. Our extensive portfolio ranges from bridges and industrial complexes to residential developments and essential utilities. Every project is executed with uncompromising quality, strict safety protocols, and a client-centric focus.

A Legacy Built on Integrity and Local Mastery

As a proudly Zambian entity, PHI-MUG Zambia Limited possesses an unparalleled understanding of the local landscape, legal frameworks, and community needs. We invest in our workforce, fostering talent and empowering local communities with employment opportunities and skills training. Our steadfast commitment to ethical business practices has established enduring partnerships with clients, authorities, and industry stakeholders.

Why PHI-MUG Zambia Limited Stands Above the Rest

• UUnrivalled Experience: Years of specialised knowledge in mining, civil engineering, and construction.

• Safety First: Adherence to the strictest safety and environmental standards.

• Innovation Driven: Deployment of modern technologies and inventive solutions.

• Local Insight: Profound grasp of Zambia’s unique operational environment.

• Client-Centric Approach: Bespoke solutions designed for maximum impact and satisfaction.

Partner with PHI-MUG Zambia Limited and transform your vision into reality with assurance and distinction. We do not merely complete pprojects - we create lasting value for our clients and communities.

Make the smart choice for your next mining, road, or construction initiative. Engage PHI-MUG Zambia Limited, and together, let us build the future of Zambia.

“When we talk about EVs and the use of solar power, both of these fields require copper to manufacture components used in the instrumentation and digital industries.”

Due to surging requirements, many studies have predicted a seismic shortfall in copper production over the next decade by over 10 million t.

In the last few years, barely any new mines have opened in order to close that gap, hence the significant rise in price and global demand for this precious metal.

In a proactive step towards meeting this shortfall, Zambia has conducted a series of remote sensing operations using state-of-the-art technology mounted in aircraft for aerial electromagnetic surveys which are currently taking place.

“It takes a lot of time to start up a new mine that can eventually produce copper cathodes. From the very beginning, one starts with feasibility studies, exploration, and planning, before presenting a bankable document, so you are already looking at a process that takes several years to complete,” Sakanya outlines.

A complete mine cycle from exploration to operation can sometimes take 10 to 12 years, meaning that responding to demand can be a slow and gradual process.

“As long as we continue to embrace EV technology, digital infrastructure, and solar power, the precious red metal is certainly here to stay,” he confirms.

STRIVING FOR ZERO HARM

As an integral pillar of the company’s beliefs and part of its ongoing strategic goals, Sakanya has recently reaffirmed Mopani’s unwavering commitment to ‘Vision Zero’, achieving zero harm across its mining operations.

He adamantly believes this goal will be made possible through a combination of innovation, technology, and a strong culture of teamwork.

COPPERBELT ECONOMIC IMPACT

The economic importance of Mopani’s copper mining operations in the Copperbelt Province and across the nation remains profound.

In 2025-26, the company stands proudly as a linchpin for Zambia’s GDP and its renewed stability in foreign exchange earnings.

EXPORTS – Copper is the Copperbelt’s core mineral that is extracted and exported, driven by high global demand for use in electrical wiring, renewable energy technologies, EVs, and construction.

EMPLOYMENT – Thousands of direct jobs are provided by Mopani for the local region. Indirect jobs are also created via ancillary sectors, spanning transportation, equipment maintenance, and a plethora of other local services.

TAX REVENUES – Mopani supplies a considerable portion of Zambia’s government revenues through taxes and royalties, which help fund social programmes and boost public infrastructure.

By contributing over 20 percent of Zambia’s copper output in recent years, Mopani now powerfully influences both local prosperity and the wider national economy.

In a speech delivered on his behalf at the 9th Zambia Chamber of Mines Occupational Health, Safety, and Environment (HSE) National Conference, held in July 2025 at the Protea Hotel in Ndola, Sakanya said the company was working round the clock to attain a benchmark of

zero harm across all its assets going forward.

“To us at Mopani, Vision Zero is not just a goal – it’s a commitment that defines how we work, how we make decisions, and how we engage with our stakeholders and the community at large,” he says.

“We believe workplace incidents, occupational illnesses, and environmental harm are all preventable, and this philosophy has driven our company’s safety initiatives and transformation programmes so far.”

Amongst the key initiatives highlighted was Mopani’s flagship Safemining Campaign, anchored on strict adherence to fatal hazard protocols – a common cause of mine accidents – and their associated lifesaving behaviours.

As such, employees are continuously empowered to refuse unsafe work, guided by the company’s powerful safety motto – ‘If it’s not safe, don’t do it. Make it safe, then do it’.

At the event, Sakanya also proudly reported steady improvement in Mopani’s safety performance, revealing that the company’s 12-month lost time injury frequency rate (LTIFR) stood at 0.74 as of the end of Q3 2025.

Highlighting Mopani’s drive for innovation, the company is also investing heavily in digital

“THROUGH TUKACHIMFYA PAMO, WE AIM TO FOSTER A STRONG CULTURE OF TOGETHERNESS WHERE EVERY EMPLOYEE FEELS EMPOWERED TO ACT WITH URGENCY, A SENSE OF OWNERSHIP, AND A COMMITMENT TO CONTINUOUS IMPROVEMENT”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

technologies to enhance safety and productivity.

“We have already deployed fibre optic Wi-Fi connectivity, wireless radio communication, and AI-based systems at our South Ore Body (SOB) underground mine, connecting our underground operations to the outside world in real time,” Sakanya reveals.

A strong advocate for the progression of both Mopani and the entire mining landscape, Sakanya promotes a message of optimism and unity for the entire industry.

“Through our collective efforts, we can build a thriving and resilient

mining sector where HSE is the norm and Vision Zero is a reality,” he affirms.

TUKACHIMFYA PAMO

At the same event last year, Sakanya also highlighted the company’s new corporate culture transformation programme, ‘TukaChimfya Pamo’ – a Bemba phrase meaning ‘together, we shall conquer’, which has become somewhat of a company mantra. The exciting new initiative aims to strengthen teamwork, ownership, and continuous improvement across all levels of the company and throughout its workforce.

“Through TukaChimfya Pamo, we aim to foster a strong culture of togetherness where every employee feels empowered to act with urgency, a sense of ownership, and a commitment to continuous improvement,” he explains.

Rolled out as part of Mopani’s broader strategy for promoting behavioural change, the initiative focuses on embedding newly co-created shared values and behaviours across both the organisation and in the surrounding community.

These values, amongst other things, emphasise a culture of business wise, enablement and empowerment, HSE, and togetherness through teamwork in day-to-day operations.

Alongside this, the bold new campaign aims to promote a healthy culture of continuous learning and innovation which will incite positive influence across every facet of the business.

TECHNOLOGICAL TRENDS AND INNOVATION AT MOPANI

Mopani’s focus on technological innovation is evident in its:

• AUTOMATION – Mopani’s mines leverage modern, state-of-the-art machinery and digital sensors for underground navigation, ore extraction, and resource mapping. Real-time data analytics have improved efficiency and safety, especially as the company mines deeper ore bodies.

• DIGITISATION – Inventory, logistics, and resource flows are now all managed via software, streamlining operations and reducing operational bottlenecks for the company.

• ENERGY-EFFICIENT SMELTING – Mopani has made several smart investments in energy-efficient smelting technologies which have reduced its carbon emissions whilst simultaneously boosting output.

• SATELLITE MONITORING – The mining industry now increasingly relies on satellite data to monitor mining activity and factors such as soil stability and environmental impact, laying the foundation for sustainable mine management and enhanced analytics.

These strategic uses of technology have empowered Mopani to respond swiftly to evolving technical and environmental challenges.

After being unveiled in 2024, Mopani rolled out a series of roadshows at the workplace and in the community to raise awareness around key messages of the TukaChimfya Pamo culture transformation.

A team of local artists, operating as the Kolonganeni Industrial Theatre Group, then conducted industrial plays to highlight various aspects of the initiative both at Mopani workplaces and at strategic locations in the communities of Kitwe and Mufulira.

Before performing, the theatre group completed a five-day formal training programme at Mopani’s People Growth Centre, located at the Mindola Dam in Kitwe, to acquaint themselves with the key messages, pillars, vision, and values of TukaChimfya Pamo.

CONQUERING TOGETHER

When expanding its team and recruiting new members of staff, finding the right people who will slot seamlessly into the business is an essential priority for Mopani and Sakanya.

New team members must fit culturally within the company and align with its core beliefs and set of values if they are to be trusted to uphold the proud Mopani name and standards.

“We look for people of integrity, a quality which is really important to us,” Sakanya affirms.

“A successful candidate must share our vision as well as being honest, hard-working, and skilled.”

For school leavers, Mopani takes people at a lower level and trains them internally, shaping them into the very fabric of the business and instilling the values of TukaChimfya Pamo.

“When we recruit externally, candidates must first be correctly qualified and knowledgeable, but honesty and integrity remain paramount,” he enthuses.

“People development and growth is integral to our success and a crucial strategic imperative for the business – Mopani employees are our most valuable asset.”

TRAINING THE NEXT GENERATION

When it comes to preparing new recruits, the Mufulira Central Training Centre (MCTC) is a state-of-the-art, world-class training facility and one of the best mining-orientated training facilities in Zambia and beyond.

The impressive facility offers both long and short-term courses in engineering, metallurgy, and mining.

Opened in 2013, the MCTC is located in the historic mining town of Mufulira in Northern Zambia.

This game-changing training facility is one of the best miningorientated centres in the world and the first of its kind in Central Africa,

“FURTHERMORE, BY EMBRACING ENVIRONMENTAL STEWARDSHIP, BOOSTING LOCAL EMPLOYMENT, AND INVESTING CONTINUALLY IN A RANGE OF SMART, DATADRIVEN SOLUTIONS, MOPANI EXEMPLIFIES A TRULY RESILIENT COPPER MINING SECTOR”

– CHARLES SAKANYA, CEO, MOPANI COPPER MINES

accommodating up to 800 students (300 boarders and 500 day scholars) at any one time.

“Our training centre has both full-scale underground and surface simulations so that all theoretical courses are also seen and experienced in practice on-site,” Sakanya shares.

The MCTC has continued churning out mining industry-orientated graduates, thereby attracting students from across the sub-region and as far as Liberia, DRC, and Botswana.

It is fully accredited by the Zambian government’s Technical Education, Vocational, and Entrepreneurship Training Authority (TEVETA) - a

leading institution in technical and vocational training for developing Zambia and the world at large.

“To date, thousands of Mopani employees have already benefitted from the training courses offered at the MCTC. With this experience, and the achievements gained, the centre has grown and now offers internationally recognised courses to other industries,” he details.

The site adheres to a bold mission statement – to deliver excellence through the competency-based production and application of contemporary skill-based knowledge – and an ethos that inspires industry both today and tomorrow.

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EMPLOYER OF CHOICE

Alongside the goal of conquering together with its people, Mopani wants to maintain its enviable position as a proud Zambian employer of choice.

“Whilst the company’s success will naturally create more jobs, in order to truly attract and retain talent, a focus is needed on how Mopani models itself as an employer,” Sakanya tells us.

“We want to make our business the best possible choice for employees – a company that is safe, stable, and profitable,” he adds.

For Sakanya, this begins with forging a deep trust within his teams by fostering interpersonal relationships amongst staff members, building a family feel within the culture, and staying true to the mantra of TukaChimfya Pamo.

“All Mopani employees are made to feel seen and empowered through rewards for performance and regular recognition of their achievements.

“We show them how they contribute to the broader supply

chain and ensure they are deeply involved in making the decisions that affect their own work,” Sakanya adds.

In this way, employee suggestions are analysed and implemented to contribute to safety, asset management, and increased production across the organisation.

STRENGTHENING THE COMMUNITY

High on the agenda for Mopani is to remain a good corporate citizen, striving to be a pillar of the local community and set the highest possible standards regarding its corporate social responsibility (CSR).

The company remains committed to supporting the socioeconomic development of its host communities through robust CSR programmes.

“Mopani supports the development of sports, local enterprises, education, health, and basic infrastructure, as well as water and sanitation, in the communities of Kitwe and Mufulira,” Sakanya affirms.

“Our commitment to promoting the well-being of the surrounding community is also witnessed through our emergency response and environmental management programmes.”

The company is passionate when it comes to promoting local content, creating foundations that are strong enough for the life of mine, and sharing success collectively for all Zambians.

“Ultimately, we want to take the communities with us on our upwards trajectory and growth path,” he states.

Mopani also supports a range of smallholder projects encompassing farming and education and is actively involved in local economic development that impacts smallscale operators in the Copperbelt region.

Zambian smallholders face risks from climate shocks such as droughts, which have reduced agricultural growth, and are now being supported through initiatives to improve resilience.

EDUCATION FOR THE COMMUNITY

As one of its key priorities and major passions, Mopani continues to provide high-quality education.

The company runs a total of four schools – two primary and two secondary – in Kitwe and Mufulira.

Since 2008, they have recorded a 100 percent pass rate in all national examinations for Grades 7, 9, and 12, making them some of the most highly sought-after schools in the two areas.

“Running these schools is key to our dedication to community service and remains vital for equipping the next generation with the necessary skills to thrive,” he emphasises.

At its academy, Mopani trains a multitude of important trades, including electrical, mechanical, plumbing, brickmaking, instrumentation, boiler making, machining, and heavy duty repairs.

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SUSTAINABILITY AND ENVIRONMENTAL INITIATIVES AT MOPANI

Environmental and social sustainability now exist as core tenets of Mopani’s operational strategy.

As such, with expanded production comes the great responsibility to reduce negative impacts and long-term damage on the local environment and surrounding communities.

Mopani employs numerous environmental protection strategies:

• ADVANCED WASTE MANAGEMENT – New tailings management systems ensure toxic byproducts are isolated and treated, keeping local water supplies and soils safer.

• SULPHUR DIOXIDE CAPTURE – Mopani’s upgraded smelter systems reduce sulphur dioxide and other harmful emissions, supporting cleaner air standards for the local community and placing the company’s team at reduced risk.

• WATER RECYCLING – Processing plants recycle and reuse water, which remains crucial for maintaining operational efficiency and minimising environmental impact in Zambia’s Copperbelt Province.

• COMMUNITY INFRASTRUCTURE – Social initiatives support local health centres, teacher training, and rural roads. This forms a vital step toward a diversified local economy beyond mining.

“A total of USD$20 million was spent in 2013 to set up the MCTC. The progress has been incredible to witness. A contractor academy is housed at the same facility,” he expands.

Furthermore, the Zambian government is empowering Mopani to train more people through the Constituency Development Fund, a government initiative for decentralised local development that supports projects like schools, clinics, and infrastructure.

Everyone benefits from this circular process as Mopani develops its teams whilst also laying the educational foundations for future generations in the region.

THE POWER OF SPORT

As well as its work in the realm of education, Mopani recognises that sport possesses a unique ability to bring people together and unite communities from all walks of life – a powerful tool that the company has utilised within its CSR work.

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Currently, we have three outlets in Mufulira and we deliver all around Mufulira town as well as Kitwe, Kalulushi, Chingola and Mukambo.

We are so proud to not only provide breakfast to our hard-working and dedicated miners, but to also support our communities and orphanages - projects that are so important to us as a business and we endeavour to continue.

The business currently supports over 10 different sports clubs in Kitwe and Mufulira across a multitude of disciplines, such as football, golf, tennis, swimming, squash, and rugby.

Of the clubs supported by Mopani, Nkana Football Club, Nkana Golf Club, and Mufulira Tennis Club have, in recent years, set up junior academies to tap into and nurture tender-age talent from the communities in both Mufulira and Kitwe.

“We are big supporters of all things sport – Nkana Golf Club is one of the best courses in Zambia and is currently the proud host of the Mopani Zambia Open Golf Tournament,” Sakanya acclaims.

The club has a proud reputation of providing members and visitors with friendly hospitality and a truly Zambian experience, welcoming visitors with open arms to sample the scenic exquisiteness created by nature.

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Situated in the midst of the iconic Copperbelt region, the facility features breathtaking vegetation and water features, making it a respectable championship golf course and a challenge for both professional and amateur golfers.

Elsewhere, Mopani also remains the primary sponsor and proud owner of the Zambian Super League sides, Nkana and Mufulira Wanderers Football Clubs.

Despite facing financial constraints in 2020 that led to a reduction in funding, the company has remained committed to supporting the clubs, with senior officials frequently addressing the team to ensure stability and performance.

“In particular, we are challenging our supporters to help us grow the fanbase. Our target is to recruit at least 300,000 committed new supporters by March 2026, with whom we aim to drive the clubs to greater heights,” Sakanya passionately informs us.

BACK FROM THE BRINK

When asked what makes him most proud in relation to the company, Sakanya points to the qualities of resilience and togetherness that define Mopani to this day.

“I’ve seen the business on its knees in 2020 when the previous shareholder left and I was tasked with overseeing the closure.

“We sat as a management team and knew that it didn’t make sense to be given a mandate to close. Why can’t we find a way to keep going until an investor and equity partner comes through?” he asks.

At that time, it was envisaged that this process would potentially take a year, but after this time, the company had only managed to transfer the ownership from one shareholder to another.

“We then thought it would take another six to 12 months to conclude – however, it eventually took a total of four years.

“In those four years, we didn’t have any funding. We had to sit patiently and come up with initiatives to increase value and production and lower costs – we somehow managed to survive with help from ZCCM-IH,” he continues. Under normal circumstances, the mine should have been shut down. Along the way, the company utilised a USD$100 million loan from ZCCM-IH to support operations.

“We look back now and ask ourselves; how did we do it? I think the answer to that is teamwork. Everybody was pulling together in the same direction, and we had one vision – to not shut down until an equity partner was found for this place.”

By remaining true to a collective shared vision, the company came back from the brink, stronger than ever before, and can draw valuable lessons from this period of adversity.

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“To this day, that tricky stretch of time and how we stuck together is something we are really proud of as a team at Mopani.

“Everybody at the company understands what resilience is. It’s a word that resonates across the entire business and perfectly illustrates how when a group of people are determined to achieve something despite the challenges, they can do it,” he smiles.

Sakanya himself is keen to point out that despite securing a new equity partner and coming back from the brink, it still has a long way to go on its overall journey.

“I sometimes sense that people think they can relax now, thinking we’ve made it, when all we’ve done is survive. This is no time to be complacent – we now need to work hard to get to the finishing line.

“When we start producing 8.5 million tpa and meeting the targets of our new vision, then we can say we have arrived. But even then, there is

always room to improve and grow,” he implores.

REVIVAL AND PROGRESS

The ongoing revival of Mopani has also been integral for the nation’s prosperity and identified as a contributing factor in Zambia’s GDP growth over the last two years.

These impressive gains have been underpinned by the substantial investment from IRH since 2024, including USD$620 million in equity capital and USD$400 million funding to complete the expansion projects.

Further expansion is planned, with Mopani targeting greater copper output by the end of the decade.

Meanwhile, the company’s new airborne geophysical survey is underway to identify additional reserves that could extend the life of mine further.

This is a proud moment for IRH as it partners with ZCCM-IH in Mopani in a long-term investment in this mining project.

“Together, this partnership is creating jobs, building capacity, and supporting Zambia’s position in the global energy transition,” Sakanya highlights.

As global copper demand grows in line with the acceleration of the green energy transition, the new investment in Mopani means the mine will now secure its position at the forefront of enabling this change.

“This is the kind of impact we strive for as part of our international growth strategy.”

Sakanya describes the turnaround as evidence of a shared commitment to performance and partnership.

“The progress we have made over the past two years is the result of clear vision and close collaboration. With IRH’s support, we’ve modernised our operations, digitised our mines, and built momentum. The next phase will be even more exciting – for Mopani, our people, and Zambia,” he continues.

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Across all operations, it now employs over 13,000 people, having created more than 2,300 new roles since 2024.

The company’s vendor strategy has also prioritised local value, with 90 percent of procurement spend in 2025 so far awarded to Zambian businesses – an investment worth USD$436 million.

This is in addition to Mopani’s health and education initiatives, including a USD$14.8 million investment in hospital upgrades that are also underway.

Conclusively, Mopani’s digitisation programme has made it one of the most technologically advanced mines in the region, with real-time monitoring systems, AI-supported grade control, and predictive maintenance infrastructure – which has increased the mine’s operating efficiency and safety performance whilst also reducing costs.

“In addition, Mopani’s Wi-Fi infrastructure now reaches 2 km underground.”

Overall, the Mopani investment forms part of IRH’s broader strategy to develop long-term resource partnerships across Africa, with a strong emphasis on sustainability, localisation, and industrial development.

The initiative aligns with the UAE’s growing investment footprint on the continent and reflects a strong commitment to responsible international growth.

PREPARING FOR ADVERSITY

As Mopani navigates into an exciting future, across 2026 and beyond, it faces a spectrum of challenges and new opportunities which will prove critical for the continued prosperity of both Zambia’s mining sector and the company’s own fortunes.

Firstly, there’s the issue of

price volatility, encompassing fluctuations in global copper prices and accounting for the changing of geopolitical landscapes – this demands a diversified business model and the preparation needed to be able to seamlessly react to such a fastchanging economic environment.

Meanwhile, the question of resource access remains paramount to Mopani’s future planning. Deeper and more complex ore bodies require advanced engineering, investment in new technologies, and robust training for its workers.

Regulatory pressures are an ever-present challenge to contend with as evolving global environmental standards are raising the bar for compliance, traceability, and emissions reduction – making it critical for Mopani to further invest in sustainability practices and environmentally friendly contingency planning across every facet of its operations.

Parallel to this is the question of energy supply – reliable energy remains a limiting aspect for many mining operations.

However, smart investments in green energy could insulate Mopani against future price spikes and outages, an avenue that must be explored in order to futureproof the prosperity of the company.

Lastly, the topic of digital transformation must be carefully planned for and addressed.

Wide-scale digitisation opens up new frontiers for mining efficiency, operational oversight, and boosting stakeholder confidence.

Opportunities abound in leveraging this range of trends and, with the correct planning and strategy, Mopani remains poised to lead Zambia into a sustainable, technologically advanced mining era through 2026 and beyond.

A BETTER FUTURE FOR ALL

Looking back at the transformative investment led by IRH, it is clear to see that this ongoing partnership has helped deliver a strong revival at Mopani, securing its position as one of Africa’s most strategically important copper assets.

Less than two years after IRH became Mopani’s majority shareholder, production is increasing, countless jobs have been created, and long-term expansion plans are well underway.

“As such, positive operational updates, which are regularly presented to suppliers and community leaders in Kitwe and Mufulira, reveal increases in ore production, alongside a steady rise in copper grades and a boost in contained copper output,” Sakanya sets out.

As a pillar of Zambia’s Copperbelt, Mopani stands proudly amongst the

most significant players in the entire industry, substantially contributing to national economic growth, community development, and global copper supply.

Navigating complex challenges and innovating with technologies such as AI, blockchain, and satellite monitoring, Mopani is not only adapting to a more sustainable, digital future, but also supporting Zambia’s ambitions to become an industrially diversified country on the world stage.

Mopani’s comprehensive approach across every minute detail of its operations – from deep-level underground operations, vertical integration, and responsible export practices to its community-first programmes and sustainable initiatives, positions the company to remain at the forefront of mining innovation in Africa and globally through 2026 and into a bright future.

“Furthermore, by embracing environmental stewardship, boosting local employment, and investing continually in a range of smart, datadriven solutions, Mopani exemplifies a truly resilient copper mining sector,” Sakanya declares resolutely.

“We are powering a brighter, more inclusive Zambian economy for all,” he concludes with pride.

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THE PRIDE OF ZAMBIA

Konkola Copper Mines is a leading integrated copper producer in Africa. In such an enviable position, we explore its four state-of-the-art mining operations and commitment to national development across Zambia

Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

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

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

stakeholder value and become the pride of Zambia.

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

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

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

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

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

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

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

UNLOCKING RESOURCES

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

KCM’s current dewatered resource accounts for less than three percent of the company’s total resource.

Therefore, the business requires a new pump station to be constructed at 1,390 m to allow for the dewatering of 283 million metric tonnes (Mt) of ore resource between levels of 1,040 m and 1,350 m.

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

Excavation works for this are to

be commenced by the Australiabased Mancala Group at a total cost of USD$63 million, which will create approximately 200 local job opportunities with a projected duration of 26 months.

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

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

SUCCESS THROUGH COLLABORATION

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

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

These drain holes are critical to dewatering previously inaccessible areas, improving underground safety and unlocking additional

mining potential – both key enablers in stabilising mine conditions and increasing productive capacity.

Elsewhere, KCM is collaborating on a high-speed railway rehabilitation project with Flint Rail Projects, comprising 5,934 km of rail expected to be completed by April 2026. Such upgrades will enable higher train speeds, reduce cycle times, and significantly cut down on derailments and operational blockages, increasing tramming capacity from 850,000 tonnes per annum (tpa) to approximately 1.5 million tonnes per annum (Mtpa), before eventually achieving 4 Mtpa.

The railway investment project

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

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

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

average hole depth is 370 m. This collaboration grants KCM the opportunity to increase its reserves and support the life of mine (LOM) plan through increased production.

A FINE-TUNED ENVIRONMENTAL POLICY

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

Your trusted mining partner

The leading provider of integral mining solutions across Zambia, Hanhe Industry Zambia Limited is an industry stalwart that masterfully blends experience with expertise, ready to help you with your next mining endeavour

TRANSFORMING FOR GOOD

Hanhe Industry Zambia Limited has had a strong and long-standing relationship with Konkola Copper Mines Plc (KCM) – Zambia’s largest integrated copper producer – since 2012. Currently, the companies are embarking upon a new venture, which consists of underground mining in the Konkola Mine. Here, Hanhe Industry Zambia Limited is leveraging its years of experience and various strategies to ensure successful long-term production and extraction of ore bodies.

Mr. Xu Xiong, Director

“Our strategy for the KCM underground project is multifold. We are deploying the necessary equipment for operation and standby, with ample spare parts onsite and the guarantee that no such equipment will cause any sort of interruption to production. We are the first contractor in these mines to be providing housing construction for our people, allowing us to retain talent and ensure the stability and quality of the services provided during the lifetime of the mining project”

Mr. Ritaldo Chaupis, General Manager

“Key opportunities at the mine include redesigning mining methods to backfill stopes with development waste, reducing waste hoisting costs to boost ore production, and introducing ore storage pockets (10 Kt capacity) to maintain output during tramming stoppages. Additionally, using emulsion chargers to cut charging time and lower employee risk, and providing local workforce training for skill development and leadership roles to support the project’s success”

PROMOTING OPERATIONAL EXCELLENCE

“We are creating an Operational Excellence Framework based on proven models such as Shingo and Kaizen and merging it with the best practices from recognized Management Systems such as ISO and Lean Six Sigma”

Ensuring that each project is conducted with precision, Hanhe Industry Zambia Limited always ensures each task, no matter how big or small, is done according to our client requirements, and in compliance with local regulations and technical standards. Working towards ensuring that in all projects, safety remains the number one priority and is met with the highest levels of productivity.

The vision at Hanhe Industry Zambia Limited is to transcend as a global company recognised for its integrated management system, offering end-to-end services at the local and international level in the mining and construction industries. The company’s mission is to provide a wide range of safe and efficient open-pit, underground, and construction services.

“Our commitment to operational excellence, health, safety, and the environment enables us to meet high mining standards, optimize services, and satisfy clients for sustained success”

WHO WE ARE!

Hanhe Industry Zambia Ltd is a leading integrated mining and construction service provider in Zambia. With over a decade of trusted operations, we specialize in:

• Underground Development and Production

• Open Pit Development and Production

• Industrial Civil Construction

• International trading (equipment) With strong local execution capability and experienced international management, we deliver safe, efficient, and costeffective mining solutions across Zambia.

Operation Overview Gallery

Contact us for partnership or services opportunities: 38271/M, Musenga Area, Kitwe Road, Chingola, Zambia

xuxiong@hanhezm.com www.hanheind.com

WHY CHOOSE US?

1. Proven track record with multinational mining operations

2. Over 300 units of mining equipment (owner-operated)

3. 2000+ Strong local workforce and experienced expatriate management

4. Rapid mobilization and cost-effective delivery

5. Quality, Environmental and Occupational Health & Safety(QEHS) Management

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

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

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

A SAFE WORKFORCE IS A STRONG WORKFORCE

KCM prioritises safety across all its mines, operating under the motto of ‘if it’s not safe, don’t do it’.

The company provides the correct and appropriate personal protective equipment (PPE) to all staff whilst ensuring its business partners do the same.

The company takes the implementation of PPE incredibly seriously, to the extent that management refuses employees do a task if they do not have the correct attire.

Additionally, KCM has procured and distributed a new type of work suit for all team members.

Internal and external audits are also carried out on a regular basis to ensure KCM adheres to its safety measures. For instance, it is a member of the British Safety Council and regularly audited by the British Standards Institution.

Elsewhere, the company recently launched a wellness centre which offers various services for staff, including mental health counselling and HIV/AIDS testing.

KCM also organises employee activities such as sports, exercises, training, and team bonding to assist employees with work-life balance.

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

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

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

TOUCHING HEARTS

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

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

sport development, and sustainable livelihoods.

Over the years, KCM is proud to have supported One Way Mission Children’s Home – an orphanage in Chililabombwe currently providing a

KCM’S CURRENT PROJECTS – AT A GLANCE

CORPORATE SOCIAL RESPONSIBILITY (CSR) – Undertaking road rehabilitation in Chingola, Chililabombwe, and Shibuyunji, totalling 15.1 km of road at a cost of USD$8.1 million.

WATER RETICULATION – Partnering with Village Water Zambia to implement sustainable livelihood projects and drill and equip 22 solar-powered boreholes in Chingola, Kitwe, Chililabombwe, and Shibuyunji, which are expected to reach completion by 2026.

Two first-of-their-kind, 30,000-litre capacity projects have already been handed over to the community in Shibuyunji, whilst two more will be given to communities in Chingola by the end of October, ensuring clean and safe water for local populations.

ROLL BACK MALARIA INITIATIVE – Conducting indoor residual spraying of households in Chingola, Chililabombwe, and Shibuyunji. Last year, 45,000 houses were sprayed in conjunction with the Zambian Ministry of Health. This year, the number of houses has been increased to 78,000, with spraying to commence by mid-October.

roof over the heads of 45 children.

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

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

EMPOWERING ZAMBIA THROUGH EDUCATION

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

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

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

Following the introduction of free education from the Zambian

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

ADAPTING TO CLIMATE CHANGE

KCM participated as a Gold sponsor in the 2025 Agriculture and Commercial Show, which was held under the theme of ‘Adapting to Climate Change’.

This aligns with the company’s belief in collaborations that push the development agenda of the country.

KCM’s participation in the show also provided the business with the opportunity to engage with several key stakeholders and highlight its key strides, contributions, and commitment to local content, youth empowerment, and sustainable development.

President of Zambia, Hakainde Hichilema, visited one of the many high-profile engagements at the show.

Other notable dignitaries who visited the KCM exhibition stand included Duma Boko, President of Botswana and the show’s Guest of Honour; Situmbeko Musokotwane, Minister of Finance; Mike Mposha, Minister of Green Economy and Environment; Mulambo Haimbe, Minister of Foreign Affairs; Rodney Sikumba, Minister of Tourism; and Chilando Chitangla, Mayor of Lusaka.

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

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

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

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

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

ENSURING CONSISTENT AND EFFICIENT FUEL SUPPLY IN ZAMBIA

OUR CORE SERVICES:

Bulk Fuel Transportation

MOIL Energies Zambia operates a dedicated and expanding fleet of fuel tankers to facilitate the efficient transportation of diesel, petrol, and Jet A-1 fuel across Zambia and into neighbouring countries.

Our transport systems are backed by real-time GPS tracking, automated dispatch systems, and rigorous safety protocols to ensure timely and secure delivery to industrial clients, service stations, and bulk off-takers.

We specialise in:

• Scheduled deliveries for large-scale consumers

• Emergency or on-demand dispatch services

• High-volume long-haul transport across provinces

• Government and private-sector supply programmes

Depot Fuel Handling and Storage

Our Lusaka and Ndola depots are equipped to manage a full spectrum of fuel handling operations. We provide:

• Safe unloading of petroleum tankers

• On-site storage in certified fuel tanks

• Filtration and product quality assurance

• Automated stock monitoring and re-dispatch coordination

We also offer fuel hospitality services, allowing third-party suppliers and commercial clients to store and manage product from our terminals, reducing overhead and delivery delays.

Cross-Border Fuel Logistics

Leveraging the infrastructure of our parent company, Mansoor Industries Tanzania, and partnerships with operators like Avalon Corporation, we provide seamless cross-border logistics from:

• Dar es Salaam Port (Tanzania) via TAZAMA and road routes

• Beira Port (Mozambique) - into Zambia’s eastern corridor

• South Africa - through the southern logistics gateway

This enables us to ensure competitive pricing, consistent supply, and flexible import strategies tailored to shifting regional market conditions.

MOIL Energies Zambia Limited is a registered Zambian energy logistics company established in 2023, dedicated to the importation, storage, transportation, and distribution of petroleum products across Zambia.

With its head office and main depot located in Lusaka’s Kasupe Area, the company plays a pivotal role in ensuring consistent and efficient fuel supply in Zambia’s commercial and industrial sectors.

Site-to-Site Commercial Fuel Delivery

We offer customised direct-to-site fuel delivery services designed for:

• Mining operations in remote or high-demand areas

• Fleet operators and transport companies needing reliable diesel access

• Construction projects requiring mobile fuelling services

• Industrial clients operating 24/7 who require uninterrupted fuel availability

Every delivery is handled with precision, backed by compliance protocols, metering systems, and documented delivery verification.

Retail Distribution Support

MOIL Energies Zambia is actively laying the groundwork to launch a national retail station network. In the interim, we:

• Support independent retail stations through wholesale supply

• Facilitate branded fuel partnerships for resellers

• Offer supply chain planning and last-mile logistics for fuel retailers across Zambia

The company’s mid-term plan includes rolling out 30 branded filling stations by 2030, enabling us to fully participate in Zambia’s downstream fuel economy.

KCM’S BY-PRODUCTS

Alongside the company’s chief product, copper, a number of by-products are also created in the mining and refining process.

COBALT – Recovered from copper concentrates in the Nchanga smelter, cobalt is one of the most essential elements in the world and has many strategic and critical industrial uses.

PYRITE – Produced from KCM’s Nampundwe Mine and primarily used as an auto-thermal feed for the Nchanga smelter, with some materials also sold to third parties. Pyrite is typically used in the production of sulphur and sulphuric acid.

SULPHURIC ACID – One of KCM’s most critical by-products, sulphuric acid is used to make an abundance of compounds and is necessary across almost every industry. It is predominantly used to create phosphoric acid, which has numerous applications.

ANODE SLIMES – A by-product of the refining process, anode slimes are exported under long-term contracts to third parties for the recovery of contained materials.

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

CONTRIBUTING TO NATIONAL CHANGE

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

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

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

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

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

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

Tel: +260 212 350 604 corporate.communications@kcm.co.zm www.kcm.co.zm

Driving Excellence in Industrial Automation and Engineering

Lama Engineering, established in 2010, has grown into a leading force within Zambia’s industrial and engineering sector. With over a decade of proven excellence, we provide precision-driven solutions that empower the mining and manufacturing industries, and we exclusively manage Zambia’s first fully automated smelter plant. We bring unmatched technical expertise, precision, and operational reliability to one of the country’s most critical industrial environments. Our work ensures seamless production whilst upholding the highest standards of safety, efficiency, and environmental responsibility. Our comprehensive services include:

• Automated Plant Management: Full oversight of all smelter operations, leveraging advanced control systems and real-time monitoring to ensure uninterrupted production.

• Instrumentation and Analyser Maintenance: Rapid diagnosis and resolution of instrumentation faults, precise calibration of critical instruments, and consistent analyser performance across all process lines.

• System Upgrades and Optimisation: Execution of major hardware and software upgrades that enhance system performance, support evolving operational demands, and improve reliability.

• Custom Instrumentation Solutions: Designing, constructing, and commissioning bespoke instrumentation panels tailored to complex plant requirements.

Operational Excellence Projects: Implementing cutting-edge improvements such as centralised operational control systems, automated SMS alerts, mobile monitoring, and

strengthened cybersecurity defenses.

• Shutdown Planning and Execution: Expert coordination of annual and emergency shutdowns, ensuring safety, efficiency, and minimal disruption to operations.

Safety and Compliance Commitment: Strict adherence to safety standards and regulatory requirements, creating a secure and reliable working environment for all personnel.

Lama Engineering leads industrial engineering in Zambia by delivering innovative, precise, reliable, and environmentally responsible solutions that optimise operations and ensure peak performance. We are committed to sustainability, protecting the environment whilst strengthening Zambia’s mining and manufacturing industries.

lamaengineering3@gmail.com | www.lamaengineering.com

M ULTIMODAL LOGISTICS OPERATOR

AGL is the trusted logistics operator in Africa, offering logistics, port, sea & rail solutions. With 23,000 employees in 50 countries AGL leverages its developed expertise to provide t a ilor- made & innovative services to its African & international clients. AGL’s ambition is to make a lasting contribution to Africa’s transformation. AGL is also present in Haiti, East Timor & Indonesia.

zm002-sales aglzambia@aglgroup com - T: (260) 211 246 196

ww w.aglgroup.com

FORGING PROSPERITY AND PROGRESS

With global standards and local expertise, SAMA BTP & Mining leads the charge of the Ivorian mining industry, combining local insights with innovative equipment to deliver customised, sustainable solutions that foster economic growth and community development

Writer: Rachel Carr

Project Manager: Thomas Arnold

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

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

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

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

SAMA BTP & MINING’S SERVICES

MINE INFRASTRUCTURE

– Building essential mining infrastructure, such as haul roads, tailings storage facilities, airstrips, waste dump rehabilitation, and raw water storage facilities.

EQUIPMENT HIRE – Modern equipment to meet operational needs, including excavators, dump trucks, articulated dump trucks, dozers, graders, water trucks, cranes, and low-beds.

LOAD AND HAUL SERVICE – A modern fleet of excavators and dump trucks, with experienced and reliable operators to ensure safe work.

DRILL AND BLAST – State-ofthe-art blast hole drill rigs and a skilled team ensure efficient and effective blasting, seamlessly meeting all drilling and blasting requirements.

ADDITIONAL SERVICES – Mining extraction, loading, transporting, dumping of ore, handling of residue and leached material stocks, long-distance transport from satellite pits, equipment rental, labour hire, plant feeding, crushing and screening, and environmental restoration.

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

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

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

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

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

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

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

PIONEERING EXCELLENCE

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

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

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

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

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

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

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

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

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

SAMA BTP & MININGIN NUMBERS

SEVEN projects on prestigious mine sites – Tongon, Koné, Lafigué, Yaouré, Hiré, Agbaou, Lauzoua, Bagoue, and ITY – in proud collaboration with global gold mining giants including Endeavour Mining, Montage Gold, Barrick Mining, Perseus Mining, Allied Gold, and Compagnie Minière du Littoral (CML).

613 pieces of equipment.

TWO expatriates.

100 PERCENT Ivorian ownership.

1,208 employees from local Ivorian communities.

CFA26.9 BILLION in revenue in 2025.

PROMOTING SUSTAINABLE DEVELOPMENT

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

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

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

Paying close attention to environmental restoration is also

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

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

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

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

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

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

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

DRIVING EXPONENTIAL GROWTH

The future looks bright for SAMA

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

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

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

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

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

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

Through an innovative approach

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

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

Tel: 27 20 32 26 26

samabtp@sama.ci

samabtpsa@sama.ci www.sama.ci

RESPONSIBLY EMPOWERING MINING EXCELLENCE

With over 16 years of industry expertise, Rocksure International Limited is a distinguished Ghanaianowned mining services company. We don our hardhats and explore its commitment to excellence and moving the needle in African mining

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

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

dedication to realising client satisfaction in alignment with its overall vision of becoming the leading mining services provider in its sphere of operations, whilst harnessing local knowledge and vast experience.

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

Beyond its core mining services, the company is dedicated to promoting sustainability and local participation within the industry. It prioritises

through the implementation of robust policies and practices to mitigate risk and environmental impact. Equally, Rocksure actively contributes to the growth of its surrounding communities by emphasising extensive hiring and training initiatives for staff members.

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

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

TOTAL MINING SOLUTIONS

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

This culture is maintained by Rocksure’s strategy of identifying, recruiting, and motivating the best available expertise and equipment to achieve its goals. These goals comprise pursuing a supportive maintenance posture in the application of modern and sophisticated heavy equipment

in rustic environments, alongside embedding appropriately designed policies on HSE practices in its corporate culture.

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

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

The company’s management team is tasked with the responsibility of sustainably bringing about its objectives under the guidance of the

Board of Directors, and continues to successfully achieve these and more as it expands its international footprint across Africa and beyond.

FIRST-CLASS SERVICES AND EXECUTION

Rocksure’s commitment to excellence is evident through its adept execution of 18 contract mining projects specialising in gold, iron ore, and

ROCKSURE – AT A GLANCE

manganese extraction across Ghana, Mali, and Mauritania.

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

• Health and safety – Rocksure fosters a safe and productive environment, where care and well-being are the cornerstones of success.

• Strategy – The company seeks to identify, recruit, and motivate the best available expertise and equipment in the realisation of the company’s goals.

• Vision – To become the leading mining services provider in its sphere of operations whilst harnessing local knowledge and expertise.

• Mission – To foster indigenous participation in the exploitation of national resources for effective development.

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

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

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

Obuasi Gold Mine in Ghana.

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

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

ROCKSURE - IN NUMBERS

• 1,000+ employees across project sites

• 100 percent wholly owned Ghanaian company

• 150+ units of heavy mining equipment

technical and mine operations, engineering, and management reporting controls.

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

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

EXCEEDING EXPECTATIONS

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

FATIGUE MONITORING, FLEET MANAGEMENT & TRACKING WITH REBEN

Established in 2010, Reben Ghana Limited is a leading provider of realtime AI Video Telematics solutions serving Mining, Oil & Gas, Commercial, and Logistics sectors across West Africa. The company partners with organizations such as Rocksure International, Asanko Gold Mine, and Rabotec to improve fleet safety, driver performance, and operation visibility.

Our Operator Alertness System (OAS) and Collision Avoidance System (CAS) reduce fatigue- related incidents and accidents. By integrating Advanced Driver Assistance Systems (ADAS), Driver Monitoring Systems (DMS), and Blind Spot Detection (BSD), we help prevent collisions and improve safety. We deliver deep detailed driving data and video insights to enhance fleet safety and driver behavior through realtime coaching, and advanced analytics. Our systems detect vehicles, lanes, and road hazards, predicting collisions, lane

Managing Director - Benamin Nartey Benjamin.nartey@rebengh.com 0244256715

Admin - Hannah Mensah Hannah.mensah@rebengh.com 0542871797

Operations Manager - Bright Obeng bright.obeng@rebengh.com 0242037393

Head of Technicians - Joseph Darko joseph.darko@rebengh.com 0244217805

deviations, and pedestrian risks to help operators take preventive action. Our mission is to eliminate serious injuries and fatalities by leveraging AI algorithms to identify abnormal driving behaviors such as fatigue, distraction, or seatbelt neglect, whilst also monitoring fuel consumption to combat theft. Our fatigue-detection and driver alert systems help prevent incidents by warning drivers in real-time to enable timely intervention. www.rebengh.com

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

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

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

investments in the country.

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

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

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

As Rocksure anticipates a bright

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

https://www.rocksureintl.com/

EMPOWERING PEOPLE, ADVANCING SOCIETIES

As Africa’s mining landscape continues to evolve, AngloGold Ashanti maintains a strong operational footprint across the continent, bolstered by strategic partnerships, social investment, and a robust double materiality framework underpinning its long-term strategy

Writer: Lily Sawyer | Project Manager: Josh Whiteside

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

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

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

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

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

Whilst these measures have

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

As Africa’s mining sector undergoes a transformative period, few companies are as closely intertwined with the continent’s socioeconomic

and industrial trajectory as AngloGold Ashanti.

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

ANGLOGOLD ASHANTI –VISION, PURPOSE, AND VALUES

Vision – To be the leading mining company.

Purpose – Mining to empower people and advance societies.

Values – Six values are at the heart of AngloGold Ashanti’s culture, guiding the way it interacts with staff members, the environment, neighbours, and stakeholders. They are:

• Safety – Putting safety first before anything else.

• Respect – Treating each other with human dignity and respect.

• Integrity – Remaining honest and true to what it commits to.

• Sustainability – Making a positive contribution towards an enduring world.

• Excellence – Focusing on continuous improvement towards a high-performing culture.

• Collaboration – Working together to build a great company.

AN ESSENTIAL CORNERSTONE

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

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

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

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

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

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

Over in the Democratic Republic of

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

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

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

DOROPO PROJECT

Following AngloGold Ashanti’s acquisition of Centamin in 2024, the company gained exposure to the Doropo project in Northeast Côte d’Ivoire – a country that has emerged as one of West Africa’s most lucrative mining jurisdictions.

The Doropo project has since proven crucial to AngloGold Ashanti’s operations, recognised as a potential long-life asset, with studies indicating the capacity to support a life of mine of approximately 10 years and average annual production of around 167,000 oz.

Its location within a relatively underexplored greenstone belt offers an additional advantage, with the potential of highgrade deposits and low-cost entry before the area grows in popularity.

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

Beyond its producing assets, AngloGold Ashanti maintains a

strong pipeline of exploration and development projects across Guinea, Tanzania, Egypt, and Côte d’Ivoire.

ROBUST FRAMEWORK

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

Escape to Serenity at Western Serene Atlantic Hotel

Nestled in the heart of Takoradi and overlooking the majestic Atlantic Ocean, Western Serene Atlantic Hotel is a premier 4-star destination where business, leisure, and heritage meet. Ideally located for both work and relaxation, the hotel offers guests a tranquil coastal escape with the convenience of city access.

Rich in history, the property was originally built in 1962 by Ghana’s first President, Osagyefo Dr. Kwame Nkrumah, making it one of the region’s most iconic landmarks. Acquired by the First Sky Group in June 2024, the hotel was thoughtfully rebranded to reflect a renewed vision of contemporary luxury whilst preserving its historic charm.

Western Serene Atlantic Hotel features 130 elegantly designed rooms, ranging from Standard and Deluxe Rooms to Executive Suites, Chalets, and Penthouses. Each space is crafted with modern amenities to ensure comfort, style, and an unforgettable stay. Guests enjoy complimentary breakfast and access to world-class leisure facilities, including three outdoor swimming pools, a landscaped tennis court, a fully equipped gym, and a spa and salon for complete relaxation and wellness. For meetings, conferences, and celebrations, the hotel offers five versatile event and conference spaces fitted with modern

technology — ideal for corporate events, weddings, retreats, and social gatherings of all kinds.

Culinary excellence is at the heart of the Western Serene experience. Guests can savour an exquisite blend of local and continental cuisine at the signature Ocean View Restaurant, offering panoramic sea views from breakfast through dinner. For added convenience, in-room dining delivers carefully curated meals, whilst the hotel’s indoor and outdoor bars provide the perfect setting to unwind as the sun sets over the ocean.

Recognised for excellence, Western Serene Atlantic Hotel was named Best Four-Star Hotel of the Year 2024 by the Ghana Tourism Authority (Western Region) and Best Rebranded Hotel of the Year 2024 by Hospitality Awards Africa

Looking to the future, the hotel is expanding with 66 additional rooms, bringing the total to 196 rooms by 2026, alongside plans to elevate to a 5-star rating — positioning Western Serene Atlantic Hotel as the first and only 5-star hospitality destination in Takoradi and the Western Region.

Western Serene Atlantic Hotel — where history, luxury, and the beauty of the Atlantic Ocean come together to create an exceptional Ghanaian hospitality experience.

The framework was designed to provide a comprehensive, forwardlooking view of both financial and nonfinancial risks and opportunities.

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

The framework assesses outside-in impacts – for example, how external sustainability issues such as climate

change, regulation, or community relations affect financial performance – alongside inside-out impacts, which consider how the company’s operations influence society and the environment.

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

This process is informed by

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

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

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

RESPONSIBLE, SUSTAINABLE LEGACY

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

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

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

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

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

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

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

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

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

ZIMBABWE’S SWEET SPOT

As the largest and oldest sugarcane producer in the country, Tongaat Hulett Zimbabwe is sweetening the agribusiness landscape. Tendai Masawi, Managing Director, talks us through the unwavering success of the company’s two leading estates and how it continues to uplift the market

Writer: Lucy Pilgrim | Project Manager: Harry Thurlow

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

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

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

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

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

“The agribusiness space is growing because diversification in the sector is no longer just about tobacco; horticulture and wheat are

becoming increasingly important,” opens Tendai Masawi, Managing Director of Tongaat Hulett Zimbabwe (THZ) - the country’s largest producer of sugarcane, a position it has held for nearly a century.

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

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

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

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

AT THE HELM OF ZIMBABWEAN SUGAR

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

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

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

confectionery, and allied foods.

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

“THZ has invested in milling and

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

DIVERSIFCATION BEYOND SUGAR

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

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

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

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

“TRIANGLE FORMS ONE

ONLY

TWO MILLING

OF

HUBS IN ZIMBABWE,

GIVING THZ POLE POSITION IN NATIONAL SUGAR PRODUCTION AND ENABLING EFFICIENT USE OF SHARED IRRIGATION, WATER STORAGE, AND LOGISTICS INFRASTRUCTURE WHEN WORKING ALONGSIDE HIPPO VALLEY”

– TENDAI MASAWI, MANAGING DIRECTOR, TONGAAT HULLET ZIMBABWE

HULETTS SUNSWEET®

Huletts SunSweet® (Huletts) is a strong heritage brand that plays a central role in differentiating THZ in an otherwise highly commoditised sugar category.

“It’s positioned as a trusted, everyday brown sugar, recognised for its consistent quality, naturally sun-ripened sugarcane, and superior sweetness strength – attributes that matter deeply in a category where functional differences are often minimal,” Masawi prides.

“In a value-constrained market where consumers are focused on stretching each dollar, the brand’s strong sweetness strength becomes a meaningful competitive advantage as less sugar is needed per use.”

Additionally, as a long-standing heritage brand, Huletts gives THZ a powerful trade and consumer-facing identity

anchored in quality and value. This enables the business to defend and grow volume across market segments whilst maintaining brand credibility.

Additionally, Huletts’ high recognition, clear value cues, and strong out-of-home and in-store visibility drive pull at the point of sale, reducing reliance on price-led market share.

Finally, the brand serves as a scalable platform for innovation and portfolio growth. It allows THZ to introduce new pack sizes and formats – addressing affordability, hygiene and portion control, and bulk usage – whilst unlocking new consumption occasions and protecting the core pack formats.

“In summary, Huletts moves THZ beyond commodity participation to brand-led category leadership, enabling sustainable volume growth, stronger trade partnerships, and long-term consumer loyalty.”

“Molasses from the sugar milling process is converted into fuel-grade and industrial ethanol, adding value to a by-product stream and creating an additional revenue line for THZ over and above sugar,” he adds. By combining large-scale cane farming, milling, refining, and ethanol production on one integrated estate, Triangle improves asset utilisation, lowers unit costs, and supports THZ’s competitive position in regional sugar and biofuel markets.

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

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

THE PINNACLE OF VERTICAL INTEGRATION

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

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

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

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

Indeed, both Hippo Valley and Triangle form a centre of agronomic services, irrigation infrastructure, extension support, and financing structures that connect more than

We power industries across Mauritius, Reunion Island and Africa:

• Sugar and Textile

• Construction and Engineering

• Transport and Hotels

• Mining

1,000 private sugarcane growers into a coordinated value chain.

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

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

www.fortekgroup.com

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

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

A MOUNTAIN OF LAND SUPPORT

Launched in November 2019 through a partnership between THZ, the

Government of Zimbabwe, and a consortium of local banks, Project Kilimanjaro is a large-scale agricultural expansion and empowerment scheme in the Lowveld region.

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

The government has been

“BY COMBINING ESTATE PRODUCTION, SMALLHOLDER PARTNERSHIPS, AND TECHNOLOGY-DRIVEN FARMING, WE HAVE BUILT A RESILIENT AND INCLUSIVE SYSTEM. THIS NOT ONLY SECURES SUGAR AND ETHANOL OUTPUT BUT ALSO ANCHORS THE LOWVELD ECONOMY, EVEN AMID FINANCIAL AND CLIMATIC CHALLENGES”

– TENDAI MASAWI, MANAGING DIRECTOR, TONGAAT HULLET ZIMBABWE

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

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

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

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

Furthermore, for the government and wider economy, the initiative is expected to create around 2,000 direct jobs, deepen rural incomes, expand exportable sugar volumes,

and align with national goals on land reform, empowerment, and agrarian transformation.

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

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

A SWEETER FUTURE

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

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

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

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

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

AT THE HEART OF THE COMMUNITY

THZ’s operations at Triangle and Hippo Valley have shaped the region’s economy, livelihoods, and social infrastructure.

The company’s contribution goes far beyond direct jobs, creating extensive downstream effects across the community and national economy.

Indeed, THZ creates direct employment opportunities, with approximately 15,000 staff members; offers job diversity spanning field labour, mill operations, logistics, engineering, and administration; and facilitates community services with over 400 medical staff in the company’s health facilities.

“In a province with limited alternative industries, THZ provides the backbone of formal employment. Beyond their normal wages, salaries, and benefits, employees are incentivised through bonus schemes and nonmonetary perquisites which spur them to greater performance,” Masawi reveals.

In fact, THZ’s employees and their families enjoy subsidised housing, schools, clinics, and recreational facilities. Additionally, staff and those in the local communities surrounding the estates also benefit from treated water and electricity generated by the company.

Moreover, banks, shops, transport operators, and service providers thrive around the estates, supported by worker spending power and added convenience for employees.

Tel: +263 8677010532

Dahlia.Garwe@tongaat.com

https://hippovalleyestates.co.zw/ sample

FARMING FORWARD –A VISION FOR SUSTAINABLE AGRICULTURE

KRT Group is at the forefront of Zambia’s food production revolution, integrating sustainable practices and innovative strategies to enhance operations whilst ensuring long-term resource efficiency. Brendon Cantlay, Executive Chairman, tells us more

Writer: Rachel Carr | Project Manager: Harry Thurlow

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

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

Established in 1979, KRT has grown from a small 140-hectare (ha) dry-land farm to owning and operating multiple businesses throughout the value chain. Currently, the company manages over 5,000 ha of mostly irrigated primary agriculture, along with associated services, processing, and retail operations. These activities generate over USD$40 million in annual revenue and employ 1,500 people.

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

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

“We also branched out into

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

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

AN INSIGHT INTO OPERATIONS

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

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

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

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

“WE ARE CONSTANTLY ACTIVE IN THE MARKET, DRIVING EFFICIENCY IMPROVEMENTS THROUGH OUR CONTINUED INVESTMENTS IN TECHNOLOGY AND SUSTAINABLE FARMING PRACTICES TO IMPROVE YIELDS, QUALITY, AND REDUCE COSTS”

–

BRENDON CANTLAY, EXECUTIVE CHAIRMAN, KRT GROUP

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

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

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

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

COULD YOU PROVIDE DETAILS ON

THE PROCESS OF EXPANDING YOUR DAM FOR IRRIGATION? WHAT CHALLENGES DID THE COMPANY FACE DURING THIS PROJECT?

Brendon Cantlay, Executive Chairman: “A comprehensive study of the dam site and its catchment area was conducted to determine the appropriate capacity for this location and the sustainable yield. This was carried out by both South African consulting engineers and Zambian engineers on the ground.

“Based on the feasibility of the impoundment and its sustainable yield, the information was translated into potential cropping capacity and irrigation designs for the Riverdale Farm. We aim to increase the dam capacity from the current 1.3 billion Litres of water to 5.2 billion Litres. This expansion will allow us to double, possibly even triple, the amount of land that can be irrigated.

“There have been various interactions with the regulatory authorities and the community that will be affected by the dam, all of which have been positive due to the significant economic benefit and job creation in the local area.

“Overall, the dam and subsequent expansion of agricultural activities associated with the project have been overwhelmingly positive, as this project will create significant jobs, investment in the local area, and sustainable growth.

“The dam will provide a reliable and secure source of water, maximising benefits for all stakeholders.”

TRANSFORMING THE INDUSTRY

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

One pivotal factor is establishing an export market for Zambian

beef. By doing so, farmers would see an increase in the value of their livestock and, therefore, be more likely to invest in their herds, enhancing productivity and profitability.

“The biggest challenge affecting herds has been poor disease control; however, the President of Zambia, Hakainde Hichilema – a successful businessman and one

of the nation’s top cattle farmers - is pro-business and supports the agricultural sector,” B. Cantlay enlightens.

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

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

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

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

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

EXPLORING NEW HORIZONS

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

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

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

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

Hollard Insurance Zambia Protecting Progress, Ensuring Better Futures

At Hollard Insurance Zambia, we believe a better tomorrow is built on the confidence of being protected today. For over 15 years, we have partnered with individuals and businesses across Zambia, delivering smart, flexible insurance solutions that protect what matters most — from vehicle fleets and commercial assets to homes and personal wellbeing.

Our partnership with KRT Group reflects a shared commitment to resilience, sustainable growth, and meaningful community impact. Together, we support key sectors that fuel Zambia’s economic advancement, including logistics and agribusiness, by providing risk solutions that enable businesses to thrive.

Driven by innovation, guided by integrity, and grounded in trusted service, Hollard Insurance Zambia is committed to safeguarding your ambitions and supporting your journey toward lasting success.

“THE BIGGEST CHALLENGE AFFECTING HERDS HAS BEEN POOR DISEASE CONTROL; HOWEVER, THE PRESIDENT OF ZAMBIA, HAKAINDE HICHILEMA – A SUCCESSFUL BUSINESSMAN AND ONE OF ZAMBIA’S TOP CATTLE FARMERS- IS PRO-BUSINESS AND SUPPORTS THE AGRICULTURAL SECTOR”

– BRENDON CANTLAY, EXECUTIVE CHAIRMAN, KRT

GROUP

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

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

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

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

Website: www.hollard.co.zm

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

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

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

CULTIVATING SUCCESS

KRT has outlined several key plans and priorities that will guide its strategic initiatives over the next one

to three years, focusing on enhancing operational efficiency, fostering innovation, and ensuring sustainable growth, whilst also addressing the evolving needs of stakeholders and the market.

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

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

AN INNOVATIVE METHOD FOR OPTIMUM SOIL COMPOSITION

The Johnson-Su composting technique produces a highly beneficial, fungal-dominant compost that inoculates the soil with beneficial microbes, significantly improving soil health, carbon sequestration, and water retention.

Effective Micro-organisms, a blend of naturally occurring microbes, are utilised to improve soil, boost plant health, enhance water quality, and support waste decomposition.

This creates a symbiotic environment, brewed on-site by KRT and inoculated as a further means of improving plant and soil health through a soft,

sugar making up large portions.

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

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

“I believe Zambia holds tremendous potential; it’s a peaceful, stable democracy – not just in Africa, but

organic process, reducing the need for hard chemical interventions and fertilisers.

KRT’s fertilisation recommendations are formulated through regular soil sampling, with inputs determined by assessing latent nutrients, influenced by organic composts and cover crops, as well as inorganic inputs.

The company has invested in water probes across all its major fields. This ensures that the water applied is used efficiently for the crop, reducing both water stress and waterlogging, and potentially decreasing nutrient leaching.

This assists KRT in creating the best possible environment for crop production and in maintaining an aerobic soil environment, which boosts soil health and microbial activity.

globally – which is a huge advantage.

“The biggest change I’d propose is to simplify doing business and cut excessive red tape and regulation, as we should not be trying to mirror Western countries’ regulation, as economically and structurally we’re not at that level yet.

With our infrastructure, employment rate, and GDP per capita, it’s currently too burdensome.

“Addressing these limitations, however, would have a significant impact on socioeconomic growth, which is why it remains a top priority. Our team – from junior employees to executive leadership – delivers incredible on-the-ground

value through the hard work that makes our businesses succeed and thrive,” finishes B. Cantlay earnestly.

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

enquiries@krtzambia.com

www.krt-group.com

EAST AFRICA

A RECIPE FOR SUCCESS

Dedicated to shaping a brighter future for Kenya and beyond, Kuku Foods proudly serves Finger Lickin’ Good food and long-term aid to the communities in which it serves. We revisit the company with Jacques Theunissen, CEO

Writer: Lauren Kania Project Manager: Harry Thurlow

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

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

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

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

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

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

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

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

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

A COMMITMENT TO EXCELLENCE

Kuku Foods differentiates itself by investing heavily in developing its

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

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

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

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

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

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

This achievement starts with hiring team members. All of its management is developed internally, meaning they

CAN YOU TELL US ABOUT THE CORPORATE SOCIAL RESPONSIBILITY (CSR) INITIATIVES KUKU FOODS ENGAGES IN?

Jacques Theunissen, CEO: “I am very proud to say that after a tonne of hard work behind the scenes, we are launching the very successful Add Hope programme in Kenya this year.

“We have numerous other organisations that we support on an ad hoc basis, but launching Add Hope will be where we can start to make a significant difference, addressing the very real hunger issues that persist locally.”

“IT’S AN EXCITING TIME TO BE PART OF THIS INDUSTRY AS WE NAVIGATE THESE CHANGES AND CONTINUE TO MEET THE RAPIDLY EVOLVING NEEDS OF OUR CUSTOMERS AND EMPLOYEES”

– JACQUES THEUNISSEN, CEO, KUKU FOODS

understand the business inside and out, have vast experience with the culture, and, most importantly, learn how to lead.

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

future growth.

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

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

HIGHLIGHTING GROWTH AND DIGITALISATION

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

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

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

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

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

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

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

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

KUKU FOODS –IN NUMBERS

• 14 years in business

• Three countries

• 69 restaurants

• 1,600 staff

Absolutely Chicken

Yo Kuku! is Uganda’s tastiest and most affordable brand of fresh and frozen chicken, established in 2013. Today, over ten years later, we have grown into the region’s leading provider of premium processed chicken and further processed chicken products, thus setting the standard for quality, safety, and taste on the market.

Since our inception, we have mastered the art of poultry processing and like our vision states, to be the food partner of choice, our production process combines global hygiene standards with the incomparable quality of Ugandan-raised birds.

Our signature family packs (Kuku packs) and prime cuts are the result of precision processing. Individually quick-frozen chicken pieces are packed in a resealable transparent pack, allowing you to choose your favorite piece without the worry of defrosting the entire pack.

Explore a variety of our further processed chicken products, ranging from spices Choma sausages and smoked sausages to crispy bites for the children.

Our reputation is built on the strength of our partnerships, and our clientele has since grown tremendously. Our

products are available in our Kuku shops across Uganda, covering the Kampala metropolitan, Gulu, Mbarara, Kabale, Mbale, Jinja, Masaka and Hoima.

We also have our products in select supermarkets across the country, as well as a chain of prestigious hospitality institutions.

As we move into our second decade, we invite international distributors and hospitality groups to experience the growth, reliability, and unparalleled taste that only ten years of dedication can produce. Discover why the world’s best kitchens are looking to Uganda.

Visit our website www.yokuku.com, or send us an email to info@yokuku.com

“WHAT SETS KUKU FOODS APART FROM THE COMPETITION IS OUR UNWAVERING COMMITMENT TO QUALITY, INNOVATION, CUSTOMER SATISFACTION, AND THE INCREDIBLE PEOPLE THAT WE HAVE IN OUR BUSINESS”

– JACQUES THEUNISSEN, CEO, KUKU FOODS

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

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

FOSTERING INNOVATION AND INCLUSION

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

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

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

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

and inclusive workforce where every individual feels valued and respected.

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

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

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

Tel: +254 205 144 200 admin@kfeah.com www.kfk.co.ke

FINGER LICKIN’

Rohloff Group has grown to become one of the largest KFC franchise partners in Africa. We dig into the group’s expansion, including the recent opening of its 100th store, journey of innovation, and support for communities through the Add Hope programme

Writer: Jack Salter | Project Manager: Harry Thurlow

KFC has been making its worldfamous, Finger Lickin’ Good fried chicken since 1952.

The story begins with Colonel Sanders who, after serving in the US Army, started running service stations in Nicholasville and Corbin, Kentucky, US.

There, he served his delicious fried chicken to interstate travellers, eventually perfecting the pressure cooker method and his Original Recipe, which remains a closely held secret to this day.

Since starting with this unique blend of 11 herbs and spices, KFC has grown from its first franchise near Salt Lake City, Utah, US into an iconic brand across the world.

Today, KFC has the widest global footprint of any quick-service restaurant (QSR) brand with more than 28,000 stores in 150 countries and territories across the world.

The company sees big growth opportunities in many markets across the world and strives to be the number one QSR in every market where it operates.

KFC is the leading global fastfood chain in Africa, where the company opened its first restaurant in 1971 in Orange Grove, a suburb of Johannesburg, South Africa (SA).

Over 1,400 KFC restaurants have now been opened across Africa, the vast majority of which are in SA, its largest market on the continent.

Indeed, KFC has more outlets in SA than any other fast-food brand.

The vast majority of these locations are franchised, with only a small number directly owned by KFC’s parent company, Yum! Brands.

RESTAURANT OPENINGS

Rohloff Group (Rohloff) has grown to become one of the largest KFC franchise partners in Africa and is looking to double the size of the business in the next five years.

The group has recently announced the opening of a number of new restaurants, including KFC Mall of the South in Johannesburg, which opened its doors on 18th November 2025.

Nestled in the beautiful, gated suburb of Aspen Hills, Mall of the South is one of Johannesburg’s premier shopping destinations, offering a vibrant mix of retail, dining, and entertainment.

Just over a week later, on 27th November, Rohloff celebrated another exciting milestone – the opening of its 100th restaurant, KFC Omni Square, set within a new luxury shopping centre in Bassonia, Johannesburg.

Rohloff was incredibly proud of this achievement and joined by the Yum! Brands leadership team for this special occasion.

In December, Rohloff then announced the openings of a further three stores, the first of which was KFC Monument in Krugersdorp, a city in the Gauteng province of SA.

This opening created 28 new jobs and was a testament to the relentless dedication and collaboration across all teams within Rohloff as every effort, from planning and development to execution, played a vital role in turning this vision into a reality.

On 19th December, Rohloff was thrilled to announce the opening of KFC Strand Broadway, bringing even more great food and experiences to the local community in Strand, a seaside resort town in SA’s Western Cape.

Impressively, this restaurant created 40 new job opportunities, reinforcing the group’s ongoing commitment to empowering local communities and driving meaningful economic impact.

KFC Doornkop was then officially opened a few days later, an achievement that reflects the group’s continued commitment to growth, service, and community impact.

Indeed, one of the highlights of this opening is the creation of 22 new jobs within Doornkop, a ridge and locality on the western outskirts of Soweto in the Gauteng province.

Rohloff is incredibly proud to contribute to meaningful employment opportunities and help empower the local area through this investment.

DIGITAL STRATEGY

KFC Mall of the South, KFC Omni Square, and KFC Monument all offer multiple convenient ordering channels.

These include kiosks for quick selfservice, a drive-thru for on-the-go convenience, and the KFC app for easy ordering, allowing customers to choose collection or delivery and enjoy all available promotions and rewards.

Through kiosks, digitised drivethrus, and updated e-commerce platforms, KFC is delivering quick and seamless experiences for enjoying its food – no matter where customers are or how they choose to order.

Using data-driven listening and automation, the chain is incorporating feedback in real-time and making it easier to manage its restaurants, leveraging artificial intelligence (AI) to go farther, faster.

“Efficiently Functional, Beautifully Executed”

Our architectural firm began as a dream shared by a group of university friends in 2011. What started as a passionate venture has evolved into something extraordinary—a warm, inclusive space where friendship and professionalism thrive. As an all-female firm, we embrace the power of collaboration, fostering a supportive environment that feels like family.

Initially, we made our mark as consulting architects, providing essential insights and support to various projects. However, our dedication and expertise led

us to become recognized leaders in the design and technical architecture sector of the fast food industry. Our innovative approach has redefined the standards of functionality and aesthetics within this niche, merging efficiency with appealing designs that cater to modern consumer needs.

At our core, we believe in strong family values, which guide our interactions not just with each other but also with our clients and communities. This foundation of trust and understanding helps us create architecture

that resonates deeply with the people who inhabit it. Beyond the realm of fast food, we proudly specialize in residential and commercial architecture. We take great care to navigate every stage of the process, from crafting thoughtful design concepts to overseeing project management. Our goal is simple: to create spaces that are functional, beautiful, and sensitive to the needs of families and businesses alike.

As we continue our journey, we recognize that learning and growth are vital components of our ethos.

info@kladstudios.co.za

www.kladstudios.co.za KLAD Studios_Architecture 0718833174 / 0611388763

We strive not only to keep pace with industry trends but also set them, positioning ourselves as forwardthinking innovators. Our mission is to create spaces that resonate with people, reflect sustainability, and elevate the built environment.

Together, we’re not just constructing buildings; we’re building connections and a legacy that celebrates the spirit of unity, creativity, and family values in architecture. Join us on our journey as we strive to make a positive impact one project at a time.

A few years ago, Rohloff was recognised as a leader in KFC’s digital strategy and its contribution to growing the brand’s e-commerce footprint.

As franchise leaders in the digital space, Rohloff was proud to have been recognised and looks forward to breaking barriers in the future.

Rohloff was also thrilled to have won two prestigious awards at the 2025 KFC Africa #1Leaders conference.

In the Digital Restaurant category, KFC Gardens proudly secured first place, showcasing its commitment to excellence and innovation in the digital space.

KFC Parklands also achieved third place in the same category, further highlighting Rohloff’s dedication to leading with cutting-edge digital strategies.

Rohloff was honoured to be recognised by KFC Africa and

is committed to continuing its journey of innovation as part of its 100 percent digital strategy.

This recognition is a testament to the hard work and dedication of Rohloff’s incredible team, and the group will continue to set new standards and lead the way in digital transformation.

collective effort, passion, and purpose driving every part of the business.

Some highlights that helped Rohloff shine include strong investment in growing and empowering its people, continued innovation in how it serves customers, a focus on delivering great service and Finger Lickin’ Good food every day, and ongoing support and involvement in its local communities.

Following the award, Rohloff had the honour of hosting its valued partners at its Somerset West office in the Western Cape.

It had the pleasure of welcoming KFC’s Global CEO, Scott Mezvinsky, and Global Chief Technology and Digital Officer, Judd Knight.

They were also accompanied by the KFC Africa leadership team, headed by General Manager, Akhona Qengqe. Rohloff thoroughly enjoyed sharing its space, culture, and the way it works with these executive leaders, and it was a fantastic opportunity to exchange ideas, strengthen relationships, and showcase the passion behind what the group does every day.

During the visit, Rohloff showcased two of its restaurants, giving the guests a taste of the passion and excellence it brings to every experience.

AWARD-WINNING FRANCHISE PARTNER

Rohloff was named Franchise Partner of the Year 2024 at the annual KFC Africa Franchisee Summit, held in Johannesburg last year.

This incredible honour celebrates the team’s dedication to operational excellence, innovation, talent development, and making a meaningful difference in its communities.

It’s a moment that reflects the

The group’s team members welcomed them with a heartfelt song and dance – a celebration of Rohloff’s culture, spirit, and the joy it finds in serving others.

Rohloff was also proud to be recognised as Culture Leader of the Year 2024, acknowledging its commitment to creating a workplace where people feel valued, included, and inspired to grow.

This achievement was a celebration of the heart and soul of Rohloff – its incredible teams, who bring their best to work every day.

HIGH-PERFORMANCE CULTURE

In August 2025, meanwhile, Rohloff was also recognised by the Chartered Institute for Procurement and Supply (CIPS), the world’s largest procurement professional body, for Best Collaborative Teamwork Project. This award celebrates the power of collaboration, driving impactful results in procurement and the supply chain.

It was another proud moment for Rohloff, with huge congratulations to the procurement team for driving excellence and consistency throughout the business. Their hard work and dedication continue to raise the bar, ensuring Rohloff delivers the very best for its customers and partners.

Rohloff strives to be best-in-class

– leading with innovation, influence, and a commitment to exceeding expectations.

Its goal is to be the preferred choice for customers, driving a highperformance culture that delivers meaningful results and positively impacts lives.

Rohloff boasts a high-performance culture focused on the ultimate guest experience to satisfy every customer.

The group strives to be an employer of choice and embraces a heartled culture through leadership programmes in its restaurants and at its Restaurant Support Centre in Somerset West.

It believes in creating a fully inclusive work environment, cultivating a workplace where diversity of thought and perspective is welcomed, sought out, and developed.

Rohloff has built a unique culture where everyone can be their best self, make a difference, and have fun, and prides itself on being a hands-on and innovative business partner that leads by example.

Creating Spaces That Work Harder

Building world-class interiors for South Africa’s leading brands

From flagship KFC Restaurants to high-performance banking spaces, RS Wood Interiors delivers precision-built commercial interiors that elevate brands, enhance customer experience, and stand the test of time.

With nearly two decades of craftsmanship, innovation, and turnkey delivery, we partner with some of South Africa’s most respected names in hospitality, retail, and commercial property.

Trusted by industry leaders. Built for performance. Designed to impress.

OUR SPECIALITIES

• Commercial shopfitting

• Turnkey construction and fit-out

• Custom joinery and cabinetry

• Bespoke furniture manufacturing

• Signage, brand manufacturing, and installation

www.rswi.co.za

PROUD PARTNER OVER THE YEARS TO LEADING BRANDS

Including:

KFC (Rohloff Group)

Standard Bank

Tsogo Sun

Investec Properties

Galaxy Bingo

Marco Polo Casino

From concept to completion — we build spaces that perform.

Creating Spaces That Bring Brands to Life

The RS Wood Interiors Story

At RS Wood Interiors, we believe great spaces do more than look good — they work hard, tell your brand story, and deliver exceptional customer experiences. What began in 2006 as a specialist kitchen manufacturing business has grown into a versatile and respected commercial fit-out and shopfitting company. Today, RS Wood Industries (Pty) Ltd, trading as RS Wood Interiors (RSWI), delivers full turnkey interior solutions across hospitality, retail, banking, leisure, and commercial property sectors.

A Legacy of Craftsmanship. A Future of Innovation.

Founded by Renier de Waal, RS Wood Interiors initially focused on kitchen and cabinet manufacturing and installation, before venturing into custom shopfitting In 2020, under the new leadership of Managing Director Robert Sheriff, RS Wood Interiors merged with Patriarch Projects, forming a stronger, more agile business with expanded construction, project management, and turnkey capabilities.

Despite the challenges of the COVID-19 pandemic, the business emerged resilient, focused, and ready to grow, resulting in the successful delivery of new Standard Bank branches in Gauteng, Limpopo, and the North West provinces, shopfitting to the new Marco Polo Casino in Sandton City, and new and remodelled KFC stores for Rohloff Group.

Built for Scale. Designed for Detail.

Today, RS Wood Interiors offers a personalised endto-end service, built on flexibility, accountability, and technical excellence.

With in-house manufacturing, construction teams, and project managers, the company delivers:

• Shopfitting and branded retail environments

• Full construction and interior fit-outs

• Custom joinery, cabinetry, and furniture

• Signage Solutions

From concept to handover, every project is managed with precision, transparency, and care.

A Trusted Partner to the KFC Brand, South Africa

RS Wood Interiors is proud to be a trusted construction and fit-out partner to Rohloff Group, Africa’s largest KFC Franchisee, delivering turn-key new-build restaurants and remodels, from fit-out to shop-fitting and exterior cladding, across Gauteng, the Free State, and beyond.

Recent projects include:

• New KFC Craighall

• KFC Batho Remodel – Bloemfontein

• KFC Rocklands Remodel – Bloemfontein

• New KFC Dainfern Square (2024)

• New KFC Omni Square (2025)

These fast-paced, high-performance environments demand precision, speed, and consistency — and RS Wood Interiors delivers every time.

National Footprint. Personal Service.

Based in Gauteng, RS Wood Interiors is sufficiently resourced to deliver projects anywhere in South Africa. With a growing team of skilled craftsmen, project managers, and construction professionals, the business continues to expand its footprint and will be offering its services within the Southern African Development Community (SADC) region and beyond in 2026.

Let’s Build Something Remarkable

Whether you are launching a new restaurant, upgrading a retail space, renovating your hotel, or perhaps delivering a modern commercial environment, RS Wood Interiors is your trusted partner.

RS Wood Interiors — building the spaces where South Africa does business.

EXCEPTIONAL TALENT

Rohloff is always on the lookout for exceptional talent and opening new roles for individuals to join the team.

The group invites anyone who is passionate about joining a dynamic, fast-paced organisation and contributing to its success to explore upcoming vacancies.

To assist with talent acquisition, it has recently hired a passionate, strategic, and detail-oriented Talent and Recruitment Practitioner to join the team in Somerset West.

This position was for someone that is driven by the opportunity to connect exceptional talent with

This role presents resents an exciting opportunity to contribute meaningfully to the strategic and day-to-day success of Rohloff’s HR function.

The Talent and Culture Administrator will deliver efficient and accurate administrative support across critical areas such as recruitment, onboarding, training coordination, and compliance.

Their commitment to service excellence will help ensure smooth HR operations and support the creation of a positive, engaging workplace culture that drives the continued growth and success of Rohloff.

ADD HOPE PROGRAMME

KFC prides itself on its chicken but is also committed to being a good neighbour in the heart of the communities where it has

The chain believes in feeding people’s potential in local communities – and it does that by investing in the next generation, creating a more sustainable and equitable future for young people, and empowering them to reach their full potential.

With nearly one million team members serving thousands of communities, KFC has a passion for feeding people’s potential.

Its global food donation programme, for example, shares surplus protein-rich chicken to those who need it, whilst upskilling programmes for youth, women, refugees, and people with disabilities creates confidence and unlocks opportunities for a brighter future.

Rohloff supports its local communities through KFC’s Add Hope programme, which provides funding to feed children in need.

Customers can voluntarily donate ZAR2 to their bill every time they visit their local restaurant which, combined with KFC’s contributions, feed nutritious meals to children throughout SA.

In 2024, Add Hope reached more than 150,000 children and served over 41 million meals.

This contributes to a brighter future for these children as they will be able to focus once they have a full stomach, which fuels them to learn, grow, and thrive.

VOLTMILL

Energy security is a part of modern life, and Voltmill provides generators and solar systems to suit its customers’ specific needs and budgets.

Through partnerships with leading generator and solar product suppliers, Voltmill is able to offer an unrivalled product range with the back-up and support of national chains.

Voltmill is fortunate to have been part of Rohloff’s maintenance team. Communication and fast back-up support has kept downtime to a minimum, ensuring a lasting relationship.

Generators and Solar Power: Balancing Reliability and Sustainability

Electricity is one of the most essential resources in modern society, enabling nearly every aspect of daily life. Access to reliable electricity is not always guaranteed. Power outages caused by storms, infrastructure failures, or rising demands can disrupt routines and create significant challenges. To address these issues, many people turn to alternative energy solutions. Solar power is the best solution for sustainability, paired with a back-up generator. Voltmill was established in 2019 with a focus on supplying different brands and sizes of generators to accommodate the needs of every sector, from small to big businesses, agriculture, and households seeking reliable back-up power. We assist clients with making informed decisions based on practicality and affordability, providing a full turnkey solution from sales to installation and offering breakdown support and routine maintenance.

We have been fortunate to be part of the Rohloff KFC maintenance team. Communication and fast back-up support have ensured that we keep downtime to a minimum, ensuring a lasting relationship.

The services we offer:

Generators:

Our silent diesel, LP gas, and petrol generators offer durability and fuel efficiency. Engine options range from budget-conscious to exotic European brands all backed by OEM warranties. Some of the brands we use:

• FAWDE

• SDEC

• Baudouin

• Perkins

• Cummins

• John Deere

Laser cutting and bending:

In-house laser cutting and bending allow us to build and customise towards special applications and corrosive coastal locations.

Generator Installations:

From delivery to electrical installation, our skilled team has you covered. Final site testing guarantees the safety and long-term performance of your investment.

Generator Maintenance:

A generator requires ongoing maintenance, including oil changes, filter replacements, and periodic inspections. Establishing a maintenance schedule during installation reduces the risk of unexpected failures. We aim to stock all maintenance parts to minimise downtime.

Solar installations:

Solar energy represents more than just a power solution; it is a sustainable, environmental and economic development. We provide all the equipmentneeded, from solar panels to batteries and inverters, at competitive prices.

Why choose us?

Expert Guidance: We don’t just sell power equipment; we design solutions. We help clients choose the best systems for their application.

Quality Over Quantity: Every product is tested, certified, and backed by warranties that protect your investment.

Customer Satisfaction: At Voltmill, we put customer satisfaction first as most customers rely on us for stable power. We understand and anticipate the needs of our customers whilst acting with integrity throughout the process.

Don’t wait for the next blackout or a high-cost utility bill to remind you of what’s at stake. Take charge today. Choose Voltmill Generators and Solar Western Cape, because your world deserves power without limits.

THE ADD HOPE MODEL

1. GOVERNANCE – Add Hope’s governance framework balances accountability with growth, ensuring every ZAR2 donation reaches hungry children through transparent, ethical operations.

2. FUNDRAISING – The programme’s fundraising success stems from voluntary ZAR2 micro-donations supplemented by KFC contributions.

3. PARTNERSHIPS – Add Hope’s impact multiplies through strategic partnerships with more than 120 organisations operating across more than 3,300 feeding centres in SA.

4. REPORTING AND FINANCE – Add Hope publishes annual reports and,

Rohloff partners with several Add Hope beneficiaries nationally to provide vital nutrition to children in need.

All proceeds raised through Add Hope go directly to non-profit organisations (NPOs), which focus on ending childhood hunger through the KFC Social Responsibility Trust. The trust oversees customer donations and KFC contributions through rigorous partner vetting,

in 2024, conducted its first impact assessment. Beneficiaries report quarterly on finances and programme impact with oversight by the KFC Social Responsibility Trust and independent auditors.

5. COMMUNICATIONS AND STORYTELLING – The programme’s communications strategy centres on ‘KFC raised Add Hope, customers sustain it’, emphasising collective impact through multi-channel storytelling.

6. INTERNAL BUY-IN AND BRAND INTEGRATION – Add Hope succeeds because it’s woven into KFC’s organisational DNA. The programme is mandatory across all franchises, integrated into onboarding and training, and supported by confidential

KPMG audits, and independent reviews.

CHANGING LIVES

KFC’s hope is that everyone who donates to Add Hope is reassured that their ZAR2s are changing lives. Since the programme’s inception, it has raised ZAR1.2 billion and fed the potential of hundreds of thousands of children – but it hasn’t been as simple as it sounds.

reporting mechanisms. This comprehensive integration ensures authentic employee engagement and sustainable programme delivery.

7. SYSTEMS ARCHITECTURE – Add Hope operates on a cloud-native technology foundation built primarily on Microsoft Azure, with more than 95 percent of infrastructure hosted in the cloud.

As Add Hope has grown, KFC has built frameworks for governance, fundraising, partnerships, reporting and finance, communications and storytelling, internal buy-in and brand integration, and systems architecture.

It’s a finely tuned recipe for youth potential built on a foundation of deep integrity, and each ingredient plays a role in making Add Hope impactful and sustainable.

Now, KFC is open-sourcing its Add Hope blueprint to drive growth and challenging some of the nation’s brightest young minds to build upon the blueprint and make it more adaptable, responsive, and scalable.

KFC’s aim is nothing less than the end of child hunger in SA. By turning the Add Hope playbook into a blueprint anyone can use, the chain is showing that hope lights the way to a brighter future – and that it isn’t a secret, but a solution.

Together, Rohloff remains committed to building a business that leaves a lasting, positive impact.

METRO

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To round off each issue, we ask our contributing business leaders for their views on the same question

WHAT ADVICE WOULD YOU GIVE TO YOUR YOUNGER SELF?

Abbad Reda CEO, MTN Zambia

“What will really help you during your career is always challenging yourself to do more of your job profile, learning about the other part of the business, being part of cross-functional teams to join the dots, and raising your hand to take on a challenge, even outside your comfort zone.”

Jacques Theunissen CEO, Kuku Foods

“If I could give advice to my younger self, it would be to embrace challenges and view them as opportunities for growth.

“Stay curious, keep learning, and never be afraid to take risks. Success

is a journey, and every experience, whether good or bad, contributes to your growth and development.

“Focus on surrounding yourself with the best people from the start, as you cannot achieve anything on your own. Remain open to change as the world around us is evolving fast, and those who refuse to change with it will fall behind.”

Tendai Masawi Managing Director, Tongaat Hulett Zimbabwe

“It’s key for all aspiring managers to be very proficient in financial management, no matter how good their production skills are.

“Generally speaking, companies tend to be led by chartered

accountants, but if your background is in production or another area of expertise, it’s very important to upgrade your understanding of financial matters.”

Brendon Cantlay

Executive Chairman, KRT Group

“Education – Follow what genuinely excites you; don't chase what you think you’ll need for a future job. Pursue what lights a fire in you; schooling ends, but education is lifelong.

“Finance – Start investing as early as possible, even in small amounts. Put it in broad index funds, add consistently every month regardless of market direction, and let compounding work its magic – Albert Einstein called compound interest the eighth wonder of the world.

“Avoid timing the market; stay boring and disciplined – only pick individual stocks once you’re truly experienced. Until then, stick to indexes. Get life insurance whilst young (premiums are low), ensuring your future family is protected. Aim to own at least one property as a real estate investment; it doesn't have to be your home.

“Love and marriage – Seek healthy, mutual respect and optimism, and look for complementary, balanced traits.

“Business – Build a margin of safety in projections; reality often underperforms. When starting or investing in businesses, people are everything.

“Reading – As Isaac Newton said, “If I have seen further, it is by standing on the shoulders of giants”. Reading lets you do the same – it's one of the most powerful ways to grow.”

Are you a CEO/Director with a company story to tell? Contact Africa Outlook now!

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