The Journal of African Business Issue 14

THE JOURNAL OF
AFRICAN
BUSINESS
September/October/November 2025 Issue 14
REIMAGINING THE AFRICAN
DEVELOPMENT BANK
LOCAL COMMUNITIES ARE
LEARNING ESG SKILLS IN GHANA
KENYA IS RAMPING UP
GEOTHERMAL POWER
SMART CITIES START WITH
PEOPLE, NOT TECHNOLOGY
PAYMENTS PLATFORM
IS A WINNER
The Milken-Motsepe Prize in FinTech
was awarded to a cross-border
payments platform
SUSTAINABLE WATER DELIVERY
The plan to build a sustainable future for Magalies Water is
on track, says Chief Executive Ofentse Nthutang, through
advanced digital technologies, improved maintenance and an
expanded area of operation.

ENERGY
A CURRICULUM ALIGNED WITH
GLOBAL ENERGY CHALLENGES
Prof David Phaho, Director of the African Energy Leadership
Centre (AELC) at Wits Business School, notes that a career in
energy puts graduates at the centre of a key driver of economic
and industrial development.
Prof David Phaho, AELC Director.
Why is it important to develop leadership capacity in the energy sector?
Energy leadership is important considering the centrality of energy,
which drives economic growth, shapes societies and determines
geopolitical power. Energy access and affordability remain a huge
challenge for South Africa and the rest of the continent. We therefore
need to develop a cohort of leaders who can not only understand the role
of energy to fast-track Africa’s economic development but are equipped
with the right skillset and knowledge to find solutions to the dual
challenges of addressing energy poverty and transitioning to sustainable
energy sources.
What is special about the Energy Leadership programmes at WBS?
Our programmes encompass both the management component of
energy systems as well as the technical side. Our focus is on leadership,
with entrepreneurship and innovation courses embedded within the
curriculum to enhance sustainable energy management.
Who are the programmes aimed at, and what do you look for in a
candidate?
We look for students who are interested in and passionate about
learning and developing knowledge of the entire energy value chain
and management systems. These also includes professionals or
practitioners within different industries (eg, legal and policy development,
social sciences, finance, manufacturing, agriculture, media and
communications) where energy factors cut across sectors.
What specific learning outcomes can a graduate expect on completion of
the programme?
Key outcomes include a better understanding of energy value chains,
energy transition, energy financing, fundamentals of leadership in the
energy sector, entrepreneurship opportunities in the emerging energy
sector and energy policy developments.
To what extent is the curriculum applicable to global energy challenges?
The curriculum is 100% aligned with global energy challenges such
as energy security, including access to reliable, clean and affordable
energy. Our curriculum is also applicable to all students, irrespective of
the country or region they reside in as energy poverty affects millions
of people daily the world over.
Why do you think should someone consider a career in the energy sector?
Energy is regarded as the “only universal currency we have” and has
continued to power human progress since the dawn of time. A career
in the energy sector puts you at the centre of the most important driver
of the economy and industrial development, especially considering
the urgent need for global communities to implement sustainable
energy systems. This essential industrial commodity is powering,
for example the AI revolution, which relies on data centres which
depend on a reliable and uninterrupted supply of energy in the form
of electricity. Whether as an electrical engineer, a financial analyst, a
lawyer or an energy-policy analyst, your work affects, and is affected by,
energy dynamics in the country, in the region or globally.
What are the three top challenges facing the South African energy sector
in 2025?
Reliable and uninterrupted electricity supply, a feasible natural gas
strategy to avoid the pending “gas cliff ” and accelerated deployment
of renewable energy resources as part of our contribution to climatechange
mitigation. Generally, a balanced approach towards the country’s
energy mix can help address these three critical issues.

A PROUD MOMENT
FOR THE C-BRTA
The Cross-Border Road Transport Agency achieved its
10th Clean Audit Outcome in 10 consecutive years.
The Cross-Border Road Transport Agency (C-BRTA) has welcomed its
10th consecutive Clean Audit Outcome by the Auditor-General South
Africa (AGSA) as an achievement which signals a proud moment for the
Agency and its commitment to clean administration.
The Agency’s journey of running a clean administration started when
it attained a Clean Audit Outcome for the first time in the financial year
2015/16 and the entity has remained consistent until attaining the latest
one in the financial year 2024/25, the 10th in 10 consecutive years.
When awarding the Clean Audit Outcome, the AGSA stated the
following critical elements in relation to the Agency’s administration and
governance:
• The public entity’s overall audit outcome has been maintained in
the current period. This is a testimony to the work that management
has incorporated into the preparation of its financial statements and
performance reports.
• The control environment has also remained stable in the current year.
Where improvements in this environment can be attained, these have
been mentioned in the body of the report. We therefore encourage
management to action the recommendations to maintain the overall
good control environment status.
To this effect, the Auditor-General South Africa issued an audit opinion
which reads as follows: “The overall audit outcome of the public entity is
unqualified with no findings. In the parlance of the Auditor-General South
Africa, this constitutes a Clean Audit Outcome. This is in line with the
previous year’s audit outcome.”
The CEO of the C-BRTA, Lwazi Mboyi, says the Agency is proud of this
achievement and that it had been a collective effort. “As we continue to
celebrate our organisation’s achievement of another clean-audit outcome,
which is the 10th one in a row, please allow me to extend a word of
gratitude to our shareholder, the Department of Transport, under the
leadership of our Minister, Barbara Creecy, the Deputy Minister, Mkhuleko
Hlengwa, the Portfolio Committee on Transport and the Board Members
for their strategic leadership and guidance. It would be remiss of me not to
mention the unwavering dedication of the management and employees of
the Agency. This achievement would not have been possible without their
contribution,” said Mboyi.
The Agency would also like to congratulate the Department of Transport
under the leadership of Minister Creecy and Deputy Minister Hlengwa
for attaining its first Clean Audit Outcome in 31 years. The Agency looks
forward to the Department’s continued strategic leadership and guidance.
“As we embark on the journey of maintaining the standard of achieving
Clean Audit Outcomes in the upcoming years, we will always work handin-hand
with the Department and draw guidance from the Minister and
Deputy Minister,” said Mboyi.
Lwazi Mboyi,
CEO of the C-BRTA.
ABOUT THE C-BRTA
At the heart of the Cross-Border Road Transport Agency (C-BRTA) is a proud history of providing dedicated service
to cross-border road transport operators in the form of licensing commercial operators to convey passengers or goods
as well as providing the necessary support to the rapidly growing small and medium cross-border road transport
businesses. The C-BRTA has remained the driving force behind the cross-border business focus for 25 years.
Established by the Cross-Border Road Transport Act 4 of 1998, the C-BRTA caters for cooperative and
coordinated provision of advice, regulation, facilitation and law enforcement in respect of cross-border road transport.
This is underpinned by the Agency’s wholehearted belief in its mission of spearheading social and economic
development within the Southern African Development Community (SADC) region through facilitating unimpeded flow
of cross-border goods and passengers.
To regulate the Cross-Border Road Transport Industry, the C-BRTA offers permits for both cross-border passenger
and freight operators. There are different types of cross-border permits and these can be found on the C-BRTA website.
Tel: +27 (12) 471 2000 | Website: www.cbrta.co.za | Facebook: @cbrtaza
Twitter (X): @cbrta_za | LinkedIn: Cross-Border Road Transport Agency
YouTube: C-BRTA (@c-brta7022)
2

FOREWORD
The Journal of African Business
A unique guide to business and investment in Africa.
Welcome to The Journal of African Business. Since the inaugural issue was published
as an annual in 2020, the quarterly format has been adopted, giving our team more
opportunities to bring to readers up-to-date information and opinions and offering
our clients increased exposure at specific times of the year.
We cover a broad range of topics, ranging from energy, agriculture, manufacturing
and mining to tourism and skills development.
The Pan African Chamber of Commerce and Industry (PACCI) has supplied two
highly topical articles for this edition. The occasion of a change in leadership at the top
of the African Development Bank Group allows for a time of reflection and this article
notes that the bank would do well to align itself closely to the goals of the African
Union as outlined in Agenda 2063. Specific suggestions are made as to how this
could be done, for example in the field of agriculture where agroecology, cooperatives
and land redistribution programmes could be the focus, credit for smallholder
farmers would be improved and food sovereignty, rather than the narrower issue
of food security, would become a priority. The other PACCI contribution outlines
the concrete steps that are to be taken to create a meaningful dialogue between the
AfCFTA Secretariat and the private sector.
THE JOURNAL OF
AFRICAN
BUSINESS
September/October/November 2025 Issue 14
REIMAGINING THE AFRICAN
DEVELOPMENT BANK
TRANSFERRING ESG
SKILLS IN MINING
LOCAL COMMUNITIES ARE
LEARNING ESG SKILLS IN GHANA
KENYA IS RAMPING UP
GEOTHERMAL POWER
SMART CITIES START WITH
PEOPLE, NOT TECHNOLOGY
PAYMENTS PLATFORM
IS A WINNER
The Milken-Motsepe Prize in FinTech
was awarded to a cross-border
payments platform
Magalies Water is one of South Africa’s
most important water utilities and a series of
articles and interviews provides a view of how the company is expanding services
supported by technology and science.
Interviews with two executives of SRK Consulting provide an updated insight into
the challenges and opportunities of Environmental, Social and Governance (ESG) in
the mining environment in Ghana. Another interview with an SRK executive based
in China gives a perspective on that country’s interest in African minerals.
Engineer Peter Njenga, Managing Director and CEO of Kenya Electricity
Generating Company PLC (KenGen), reports on the entity’s goals, particularly with
regard to the expansion of thermal power generation. A renewable-energy platform
has been launched to accelerate efforts to connect the unconnected across Sub-
Saharan Africa.
Rennie Naidoo, Professor of Information Systems at the University of the
Witwatersrand, argues that smart cities can only be effective if they answer to the
needs of communities. This article first appeared in The Conversation.
Ola Oyetayo, co-founder and CEO of cross-border payments platform Verto,
shares his delight at winning the Milken-Motsepe Prize in FinTech. A FedEx executive
offers an opinion on how SMMEs can from AfCFTA.
Global Africa Network is a proudly African company which has been producing
region-specific business and investment guides since 2004, including South African
Business and Nigerian Business, in addition to its online investment promotion
platform www.globalafricanetwork.com.
JOHN YOUNG
Editor, The Journal of African Business
Email: john.young@gan.co.za
SUSTAINABLE WATER DELIVERY
The plan to build a sustainable future for Magalies Water is
on track, says Chief Executive Ofentse Nthutang, through
advanced digital technologies, improved maintenance and an
expanded area of operation.
Editor: John Young
Publishing director: Chris Whales
Managing director: Clive During
Online editor: Christoff Scholtz
Designer: Elmethra de Bruyn
Production: Ashley van Schalkwyk
Project manager: Chris Hoffman
Account managers: Venesia Fowler, Tennyson Naidoo,
Sam Oliver, Tahlia Wyngaard, Gavin van der Merwe,
Graeme February, Shiko Diala, Gabriel Venter, Vanessa
Wallace, Ntombizifikile Mtshaulana and Dwaine Rigby
Administration & accounts: Charlene Steynberg,
Kathy Wootton, Sharon Angus-Leppan
Distribution & circulation manager:
Edward MacDonald
The Journal of African Business is
published by Global Africa Network Media (Pty) Ltd
Company Registration No: 2004/004982/07
Directors: Clive During, Chris Whales
Physical address: 28 Main Road, Rondebosch 7700
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Printing: FA Print
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4

Issue 14
September/October/November 2025
Contents
The Journal of
African Business
32
12
4
6
8
10
12
20
22
FOREWORD
From the editor’s desk.
NEWS FROM ALL AROUND AFRICA
Recent investments, expansions and milestones.
REIMAGINING THE AFRICAN DEVELOPMENT BANK
The Pan African Chamber of Commerce and Industry (PACCI)
outlines key priorities for the new leadership of the African
Development Bank Group (AfDB).
A STRATEGIC PLATFORM FOR AFCFTA-PRIVATE SECTOR DIALOGUE
The African Private Sector Hearings (APSH) can improve dialogue,
cooperation and policy outcomes as the African Continental Free
Trade Area (AfCFTA) moves towards implementation.
ACHIEVING FINANCIAL SUSTAINABILITY AND ENHANCING
OPERATIONAL EFFICACY
Ofentse Nthutang, the Chief Executive of Magalies Water, maps out
the strategic plan for the entity’s sustainable future.
TRANSFERRING ESG SKILLS IN MINING
Two SRK Consulting employees discuss the training of local
communities in ESG skills in the mining sector in Ghana.
CHINA IN AFRICA
The Journal of African Business interviewed Alexander Thin, the
Chairman of the SRK Asia Board, at the 2025 Investing in Africa
Mining Indaba.
26
28
32
34
38
40
KENYA AIMS TO RAMP UP GEOTHERMAL POWER
Engineer Peter Njenga, the KenGen’s Managing Director and
CEO, outlines the structure and strategy of this forward-looking utility.
SCALING CLEAN ENERGY ACROSS AFRICA
A renewable-energy platform has been launched to accelerate
efforts to connect the unconnected across Sub-Saharan Africa.
SMART CITIES START WITH PEOPLE, NOT TECHNOLOGY
By Rennie Naidoo, Professor of Information Systems,
University of the Witwatersrand.
PAYMENTS PLATFORM IS A WINNER FOR THE MOBILE-FIRST CONTINENT
Cross-border payments platform Verto recently won the
Milken-Motsepe Prize in FinTech. Ola Oyetayo reflects on
Africa’s potential to leverage tech tools.
MAKING AFCFTA WORK FOR SMALL BUSINESS
The African Continental Free Trade Area (AfCFTA) agreement
is showing promising early signs, but small businesses may
need partnerships.
COUNTRY PROFILES
Namibia and South Africa.
26
5

NEWS FROM ALL AROUND AFRICA
Recent investments, expansions and milestones.
PHOTO: IOC Media
FIRST AFRICAN OLYMPIC PRESIDENT
Olympic history was written when Zimbabwean Kirsty Coventry was inaugurated as president of the International Olympic Committee. In June 2025, at a ceremony at Olympic House in
Lausanne, Switzerland, Thomas Bach, the former Olympic fencing champion who had been president since 2013, passed the baton to Coventry, a double Olympic champion in swimming.
She became the first woman and the first African ever to hold the IOC’s highest office and has been elected for a term of eight years. Coventry said the Olympic movement is creating a
platform for generations to come to reach their dreams: “It’s amazing. It’s incredible. And I can’t believe that, in 1992, when I had the dream of going to the Olympic Games and winning a
gold medal for Zimbabwe, that I’d be standing here with all of you getting to make those dreams come true for more young people around the world.”
WIND POWER FOR WATER PLANT
The second phase of the Agadir desalination project in Morocco has been reached.
The facility will be powered by AMEA Power’s 150MW wind project in Laayoune and
will be the company’s first water desalination plant in North Africa. Upon completion
of the expansion, the plant will reach a total capacity of 400 000m 2 /day, making it
one of the largest desalination facilities in Africa. While the first phase of the plant
has been developed and is currently owned by Spanish Cox, the second phase will
be delivered through a joint venture with AMEA Power. The strategic joint venture
reflects the shared ambition of both companies to deliver integrated infrastructure
projects where access to water and energy are interconnected. The total investment
for the second phase of the desalination project and the associated wind power
facility is expected to exceed €250-million. The desalination expansion is expected to
be operational at the end of 2026, with the wind farm coming online in 2027.
6

LEADERSHIP
WOMEN IN GOVERNANCE AND PUBLIC POLICY
Rewriting the future of African leadership.
By Kemantha Govender.
W
Women need to claim more space in governance and public policy to shape
decisions that will define Africa’s future to fully realise “the Africa we want”.
While there has been shifts made across boardrooms, parliaments and policy
roundtables, according to UN Women the gender gap in leadership at the
highest level of governments and policy leadership remains.
By mid-June 2025, UN Women indicated that “women represent
22.9% of Cabinet members heading Ministries, leading a policy area as of
1 January 2025. There are only nine countries in which women hold 50% or more
of the positions of Cabinet Ministers leading policy areas”.
As much as governance is about who leads and manages (the act of powersharing
is central to this), it is also about how decisions are made and whose
lived realities are reflected in those decisions. There is a greater need for more
women in public policymaking for essential perspectives that affect everything
from early childhood development to labour legislation, urban planning and
climate policy.
For students passionate about shaping policy, building inclusive
institutions and driving public impact rooted on public value, the Wits School
of Governance (WSG) offers the ideal launchpad. As Africa’s leading school of
governance, WSG combines academic rigour with real-world relevance.
It is important for us to equip students with the skills to lead ethically, analyse
critically and act decisively in public service, civil society and beyond. Our
programmes are grounded in African realities but globally informed, preparing
students to tackle governance challenges with innovation and insight.
Dr Thelela Ngcetane-Vika, a bricoleur who uses transformative approaches
to blend the practice of law and the development of women as a research agenda,
says that women leaders tend to adopt a more collaborative style.
“Seeking consensus while listening to diverse voices and building coalitions
must no longer be disregarded as soft skills. Collaborative leadership is a smart
approach to effective leadership. These soft skills are governance-critical assets
in times of crisis, when institutions face distrust or instability,” says the award-
winning academic.
Studies have consistently shown that when women participate in public
decision-making, policy outcomes are more inclusive, equitable and communityoriented.
Ngcetane-Vika stresses that public policy cannot be written in isolation
and must be rooted in realities of lived experiences and developmental challenges,
especially at grassroot levels. After all, decision-making in public institutions
is primarily about service delivery and improving the lives of citizens.
Women in governance are uniquely positioned to bridge the gap between
policy frameworks and people’s realities. If Africa is to realise its Agenda 2063
vision of “The Africa We Want”, we must build a strong, sustainable pipeline
of women leaders in governance and policy spaces. This requires more than
symbolic gestures or compliance quotas.
Ngcetane-Vika, who also facilitates on the Women Leadership Development
Programme at Saïd Business School, Oxford University, says that investing in
mentorship/coaching/sponsorship and training for emerging female public
servants and creating enabling environments for women in policy schools,
Dr Thelela Ngcetane-Vika.
government and civil society is key to bridging many gaps in the governance and
public-policy space. This brings to life the phrase commonly used in South African
lexicon, “We lift as we rise.” Says Ngcetane-Vika, “It is incumbent upon all of us
to extend a hand to others as we also benefitted to hands extended to us by
previous generations of women leaders.”
Accountability, one of the fundamental principles of governance, must be so
much more than diversity on paper.
“Holding institutions for accountable for meaningful representation
accelerates the dire need for making policy communication gender-responsive
and accessible. As a school, we fundamentally understand that in Africa we need
to generate a lot of new knowledge through emerging Global South epistemics
and in this mammoth task, we need gender- inclusive policies in governance,”
says Ngcetane-Vika.
When you become a WSG student, you enjoy a learning environment that
champions diversity, transformation and representation. Through other efforts
at the school, such as the #womeningovernance campaign, designed to give
women academics, students and graduates a greater voice, we ensure
we continue pertinent conversations around women representation in the
governance spaces.
7

PACCI UPDATES
REIMAGINING THE AFRICAN DEVELOPMENT
BANK UNDER NEW LEADERSHIP
This policy brief, prepared by the Pan African Chamber of Commerce and Industry (PACCI), outlines key priorities
for the new leadership of the African Development Bank Group (AfDB), emphasising the need for an “African-style”
approach to development banking, distinct from Western models, and highlighting how the bank can play a central role
in reducing debt burdens while promoting inclusive economic transformation.
Sidi Ould Tah has been elected as the ninth president of the African Development Bank Group.
With the election of Sidi Ould Tah as the ninth President of the AfDB, there is
a unique opportunity to reorient the institution toward a development model
that truly serves Africa’s needs and aspirations. Mr Tah brings extensive
experience in African finance, having led transformative reforms at the Arab
Bank for Economic Development in Africa (BADEA). However, the AfDB must
now go beyond traditional financial metrics and adopt a bold, forward-looking
strategy rooted in African realities.
Why the World Bank model is not the answer for Africa
While the World Bank has played a significant role in global development, its
model is not suited to Africa’s structural challenges. The Bank:
• Imposes one-size-fits-all solutions, often shaped by donor countries rather
than local realities.
• Promotes market liberalisation and privatisation, which have weakened
public institutions and exposed African economies to external shocks.
• Prioritises short-term projects over long-term industrial and infrastructural
development.
• Encourages austerity measures that undermine social spending and
public investment.
Africa needs a development bank that reflects its history, culture and
developmental needs, one that supports state-led development, local ownership
and strategic interventions to build self-reliant economies.
Key priorities for the AfDB under new leadership
Support structural transformation through industrial policy
The AfDB must become a champion of industrialisation by:
• Financing import substitution industries and export-oriented manufacturing.
• Establishing special funds to support strategic sectors like energy, agroprocessing,
pharmaceuticals and transport logistics.
• Supporting the creation of state-owned enterprises (SOEs) or public-private
partnerships (PPPs) led by African governments and entrepreneurs.
Empower micro, small and medium enterprises (MSMEs)
To drive inclusive growth, the AfDB should:
• Redirect lending away from large-scale infrastructure dominated by foreign
firms to locally owned businesses.
• Launch a Pan-African SME Bank under its umbrella to provide accessible credit,
insurance and technical assistance.
• Fund youth entrepreneurship through targeted programmes and innovation
grants.
Promote agricultural sovereignty and rural development
The AfDB must move away from corporate-dominated agribusiness models
and instead:
• Finance agroecology, cooperatives and land redistribution programmes .
• Support smallholder farmers with access to credit, inputs and markets.
• Promote food sovereignty, not just food security, by strengthening local
supply chains.
Drive financial innovation tailored to African economies
The AfDB should lead efforts to:
• Develop community-based financial systems, digital currencies and Islamic
microfinance tools.
• Promote regional payment systems and local currency financing to reduce
dollar dependency.
• Support the creation of digital infrastructure for inclusive financial ecosystems,
especially in rural areas.
The role of the AfDB in debt reduction and financial sovereignty
Africa is facing a growing debt crisis, with many countries spending more on debt
servicing than on health and education. The AfDB can help reverse this trend by:
8

PACCI UPDATES
• Restructuring sovereign loans into growth-linked instruments tied to
performance and equity.
• Creating a debt-for-development swap mechanism, where debt relief is
exchanged for investments in climate resilience, job creation and industrial
capacity.
• Supporting domestic resource mobilisation through tax reform, anti-corruption
measures and diaspora bonds.
• Advocating for monetary sovereignty, including regional currency unions and
alternative trade finance mechanisms outside the SWIFT system.
Institutional reform and accountability
To regain trust and relevance, the AfDB must be accountable to African people
and stakeholders:
• Establish a Private Sector Advisory Council with strong representation from
PACCI and African business leaders.
• Engage civil society and academia in project design, monitoring, and evaluation.
• Conduct a full operational audit to assess impact and align future strategies
with Agenda 2063.
Strategic alignment with African Union Agenda 2063
The AfDB must fully integrate the goals of Agenda 2063 into its operations,
particularly around:
• Economic integration through the African Continental Free Trade Area
(AfCFTA).
• Technology sovereignty and digital transformation.
• Cultural renewal and knowledge production rooted in African epistemologies.
A call for African-style leadership
Mr Tah inherits a powerful institution at a critical time. To fulfill his mandate, he
must lead the AfDB to become more than a financier of projects, it must become
the engine of Africa’s second independence. This requires:
• Rejecting harmful conditionalities and outdated donor-driven frameworks.
• Building African institutions that serve African interests.
• Championing policies that promote sovereignty, self-reliance and collective
prosperity.
Let us hope Mr Tah rises to the occasion and leads the AfDB not as a clone of
Western banks, but as a beacon of African renewal, resilience and rebirth.
PRIORITY
Industrial development:
Debt relief and sovereignty:
MSME empowerment:
Accountability:
Agenda 2063 alignment:
RECOMMENDATIONS FOR IMMEDIATE ACTION
ASSOCIATED ACTION
Create special funds for strategic
sectors and SOEs.
Restructure debts, promote local
currencies and domestic revenue.
Launch a Pan-African SME Bank and
youth entrepreneurship fund.
Engage PACCI, civil society and
academia in decision-making.
Fully integrate AU development goals
into AfDB strategy.
Food sovereignty, not just food security, should be a priority.
PACCI contact details
Lucky Building, 4th Floor 403, Bole, Addis Ababa, Ethiopia
Tel +251 11 691 0011 | Email: info@pacci.org | Website: www.pacci.org | Social media: @officialpacciwww.pacci.org
PHOTO: Micah Camper on Unsplash
9

PACCI UPDATES
AFRICAN PRIVATE SECTOR HEARINGS (APSH):
A STRATEGIC PLATFORM FOR AFCFTA-PRIVATE
SECTOR DIALOGUE
By Wincate Muthini, Senior Project Manager, and Dana Saied, Project Officer, at the Pan African Chamber of Commerce
and Industry (PACCI).
well-publicised and results-oriented process where businesses directly engage
with the AfCFTA Secretariat and relevant trade bodies. PACCI hosted a panel
discussion on APSH at IATF2025 as part of the process of introducing the business
community to the concept.
Key principles of APSH
Exclusive AfCFTA-private sector focus
APSH is not a general Public-Private Dialogue (PPD) but a dedicated platform
for direct engagement between the AfCFTA Secretariat and private-sector
stakeholders. It ensures that business concerns related to AfCFTA implementation
are systematically addressed.
Business-led and resource-driven model
Business Support Organisations (BSOs) are responsible for organising hearings,
ensuring APSH remains demand-driven and independent. BSOs must secure
sponsorship from at least two continental or sub-regional trade organisations
engaged in AfCFTA-related matters. Each APSH organiser must mobilise its own
resources, ensuring financial sustainability without donor dependency.
AfCFTA Secretariat oversight and alignment
APSH hearings require prior approval from the AfCFTA Secretariat to ensure
alignment with AfCFTA’s trade policy agenda. The AfCFTA Secretariat will
oversee coordination but will not directly manage or staff APSH hearings.
The real issues of businesses and traders, including MSMEs, must be addressed.
Collaborative and inclusive hearing structure
BSOs can jointly organise hearings to maximise impact and resource efficiency.
APSH should include diverse business representation, including MSMEs, industry
associations, digital economy players and informal sector representatives.
A strong and dynamic private sector is critical for Africa’s economic
growth, industrialisation and regional trade integration. However,
businesses across the continent face persistent challenges, including policy
uncertainty, regulatory bottlenecks, trade barriers, infrastructure deficits
and limited access to finance. While governments develop strategies to
address these issues, there remains a disconnect between policy actions and
private-sector realities, hindering the effective implementation of trade and
investment reforms.
To bridge this gap, the African Private Sector Hearings (APSH) will serve as
the first structured engagement mechanism between the AfCFTA Secretariat and
the private sector.
These hearings provide a business-led, data-driven dialogue platform to
raise trade-related concerns, propose policy solutions and enhance AfCFTA
implementation. Unlike ad hoc consultations, APSH ensures a systematic,
Frequency and thematic focus
Hearings should be organised at least twice a year, ensuring consistent engagement
without redundancy. Each hearing should focus on a specific AfCFTA-related
trade challenge, ensuring data-driven, results-oriented discussions.
Outcome tracking and accountability
BSOs must publish post-hearing reports, summarising key issues, government
commitments and action steps. A Joint APSH Outcomes Tracker (managed
by the AfCFTA Secretariat and BSOs) will monitor progress on unresolved
trade issues.
Transparency and knowledge-sharing
APSH proceedings and reports should be accessible to private-sector
stakeholders, allowing businesses across Africa to benefit from shared knowledge
10
PHOTO: World Bank

PACCI UPDATES
and policy advancements. The AfCFTA Secretariat may host an APSH
knowledge portal, where reports and trade updates are available.
Structure of the APSH
Organising authority
Business Support Organisations (BSOs), including chambers of commerce,
industry associations and trade councils, will organise the hearings. The AfCFTA
Secretariat must approve each hearing, ensuring alignment with its policy
objectives. Continental or sub-regional trade bodies will provide sponsorship
and technical support.
The first hearing of APSH is scheduled for November during Biashara Africa in the Togo
capital of Lomé.
• Summary and next steps: Commitments are documented, with clear action
points for follow-up.
Frequency of hearings
At least two APSH hearings per year, ensuring structured and regular
engagement. Additional hearings may be organised in response to urgent traderelated
challenges.
Sector-specific hearings
Each hearing will focus on a specific industry or AfCFTA implementation issue.
Examples include: manufacturing and industrialisation; agriculture, agribusiness
and food security; financial services and trade finance; ICT, digital trade and
e-commerce; transport, logistics and infrastructure; tourism and hospitality;
energy and the green economy.
Key participants
• Business leaders and private-sector representatives: CEOs, industry leaders,
SME representatives.
• AfCFTA Secretariat and government officials, trade policymakers, customs
officials, regulatory authorities.
• Legislators and lawmakers, members of national trade and economic
committees.
• Development partners and financial institutions: AfDB, Afreximbank,
UNECA, trade-finance providers.
• Media and civil society: Business journalists, policy analysts.
Hearing format and process
Pre-hearing preparations
BSOs collect industry-specific concerns through surveys, consultations and
trade forums. Hearing dates and topics are announced publicly, allowing
businesses to prepare testimony. Government officials, trade bodies and
legislators are formally invited to participate.
Hearing structure
• Opening statements and introductory remarks: From BSO leaders and
AfCFTA Secretariat representatives.
• Business testimonies: Business leaders present trade challenges, supported
by data and case studies.
• AfCFTA Secretariat and government responses: Policymakers respond,
providing policy positions and solutions.
• Q and A and policy discussions: Interactive session between businesses and
decision-makers.
Post-hearing actions
• Publication of hearing reports: Documenting key issues, government
commitments and resolutions.
• Policy recommendations follow-up: BSOs work with the AfCFTA Secretariat
to track progress on reforms.
• Monitoring and accountability: A progress tracking mechanism ensures
commitments are implemented.
• Legislative proposals and regulatory reforms: Hearing recommendations may
lead to new policies.
Publicity and stakeholder engagement
• Transparent communication: Reports and key takeaways will be publicly
available.
• Inclusive outreach: SMEs, women-led businesses, and informal traders will
be encouraged to participate.
• Media coverage: Traditional and digital media channels will be used to
publicise hearings.
Expected impact
• Stronger private-sector engagement in AfCFTA implementation.
• Faster resolution of trade barriers and business constraints.
• Enhanced transparency and accountability in trade policy decision-making.
• Improved alignment between private-sector needs and AfCFTA reforms.
• Sustainable, private sector-led advocacy for trade facilitation.
Call to action
The African Private Sector Hearings (APSH) will provide a structured, highimpact
platform for private-sector engagement with the AfCFTA Secretariat,
ensuring that business concerns directly inform trade policy decisions.
By ensuring that APSH hearings are business-led, independently funded and
aligned with AfCFTA objectives, this framework creates a sustainable mechanism
for strengthening Africa’s trade ecosystem.
BSOs are encouraged to adopt the APSH framework and mobilise support for
hosting hearings at the national and regional levels.
Together, we can shape a more business-friendly and economically integrated
Africa under AfCFTA!
For more information: www.pacci.org
PHOTO: Destination Togo
11

WATER
ACHIEVING FINANCIAL
SUSTAINABILITY AND ENHANCING
OPERATIONAL EFFICACY
Ofentse Nthutang, the Chief Executive of Magalies Water, reflects on the challenges of incorporating large new areas
into the entity’s area of responsibility. The strategic plan for the sustainable future of Magalies Water is underpinned
by advanced digital technologies, real-time testing and predictive strategies for water security.
What was the principle underlying the decision for Magalies Water to take over
T
the area that used to fall under Sedibeng Water?
The institutional reforms and restructuring of water boards are part of a
comprehensive strategy to consolidate South Africa’s water boards. This initiative
aims to minimise duplication, enhance financial sustainability and improve service
delivery across various provinces. In summary, the merger of water boards is a
strategic effort to consolidate bulkwater-supply services in South Africa, leading to
streamlined governance and a strengthened mandate to enhance service delivery.
Has this marked a significant change for Magalies Water in terms of staffing
and priorities?
Yes, after the merger or acquisition of the erstwhile Sedibeng Water, it became
clearer to management that it’s essential for the new entity established to achieve
strategic objectives by matching standard operating systems, corporate culture and
demographic characteristics to ensure long-term sustainability. The significant
challenge for the organisation was to guarantee job security to all transferred
employees by placing them in available positions that closely match their skill on
the reviewed organisational structure. This brought significant change in terms of
staffing allocations and placement within the organisation.
Ofentse Nthutang , Chief
Executive of Magalies Water.
BSc (Civil Eng.); Municipal
Fin Man Certificate; MBA.
How would you rate the process of adapting to that change so far?
Once the merger was formalised, the organisation embarked on a changemanagement
process, which was informed by the due diligence study report.
We revisited the corporate plan and process alignment to adopt the strategic
direction. We developed a strategy that is fit for purpose for the new merged
organisation, to ensure that the new acquired area of operations is included in
the long-term focus of the organisation. There was therefore a need for an
organisational structure review, budget review, skills audit and the development
of a succession plan and talent-management strategy.
The growth strategy also needed to be reviewed to incorporate the newly
acquired area of supply, which necessitated the Masterplan review to assist in
developing and prioritising key capital-expansion projects that address the needs
of the entire service area. There was also a need to standardise operations, training
and employee development in line with the new policies and procedures. This
process of change management has been extensively communicated among all
employees. There is a buy-in, and employees demonstrate a sense of belonging and
support to the long-term strategic view of the organisation.
What are Magalies Water’s significant short-term and medium-term priorities?
Our immediate focus is to ensure the organisation’s financial sustainability.
Following the merger, we have taken on significant financial challenges,
particularly a backlog of overdue payments. It has become essential to improve
our management of expenditures. The ongoing issue of municipal non-payment
poses a serious threat to our operational viability and long-term financial
health. Therefore, tackling the problem of outstanding payments is critical to
easing the financial strain on our operations and securing a more stable economic
future. Although we have inherited a considerable amount of debt from
Sedibeng Water, we are proactively working with our customers to set up payment
arrangements as part of a debt-relief initiative. Under this plan, the Department of
Water and Sanitation has agreed to partially write off our raw water account, which
serves as an encouragement for municipalities to commit to and uphold payment
agreements. This approach allows for a gradual write-off of a portion of their debt
over a three-year period.
Our medium-term priority is to enhance our operational efficacy. This can be
achieved by implementing a robust infrastructure asset-maintenance strategy, as
many assets acquired from Sedibeng Water are ageing and require substantial
repairs. Our strategic objective is to transform Magalies Water into a resilient
and future-fit organisation. This can be achieved by integrating advanced digital
technologies that are aimed at enabling proactive maintenance. This approach
will facilitate data collection for analytics purposes and optimise the upkeep
of assets, thereby enhancing operational efficiencies. We are also deploying
smart-metering systems, implementing interventions for water loss detection,
developing predictive strategies for water quantity security and conducting
12

WATER
real-time testing of water quality. Implementation of these initiatives will ensure
that Magalies Water remains the leader in the industry.
To what extent does Magalies Water seek to work together with other stakeholders
to achieve its goals?
We are committed to managing stakeholder relationships effectively to align
with their expectations, influence and impact. During the implementation of
the Pilanesberg Phase 1 project, which involved upgrading the Vaalkop Water
Treatment Plant capacity from 210Ml/d to 270Ml/d, mining companies in our
supply area provided capital support for the initiative.
We are currently engaging in discussions with Midvaal Water Company
about a potential partnership to utilise the extra capacity of their water treatment
facility located in Stilfontein, near Klerksdorp. This plant, which used to serve
the water demands of mining operations in the Orkney/Klerksdorp area, now
has excess capacity due to recent disinvestments. Effectively tapping into this
surplus could help meet the water supply needs of neighbouring regions,
including Maquassi Hills, Ngaka Modiri Molema District and Dr Ruth
Segomotsi Mompati District.
What are some of the biggest projects which Magalies Water is undertaking at
the moment?
Moretele North (Klipvoor) Bulk Water Supply Scheme: R5.2-billion blendedfunded
project: The project entails the construction of a new pipeline system as
well as a water-treatment plant and the development of a groundwater source at
Ngobi. The project aims to address water shortage challenges and implement a
long-term sustainable solution across the North West and Limpopo provinces
by constructing infrastructure in these two regions. The Moretele North-Klipvoor
Bulk Water Supply Scheme (MNKBWSS) will serve the Moretele North region
in North West, as well as the Bela Bela, Modimolle-Mookgophong and
Mogalakwena Local Municipalities in Limpopo. The impact of this project will
be on the provision of water to the underserved and unserved communities of
Moretele North, which rely on an unsustainable groundwater source or poor
quality. Waterberg District municipalities have water demands that far outweigh
the available supply and the project will bring relief to these communities, which
rely on coping mechanisms such as water shedding.
Pilanesberg Phase 2 Bulk Water Supply Project: R2.9-billion blended-funded project:
This project is divided into five components, as follows:
Component 1: Construction of a new pipeline and pump-station to provide
sufficient capacity to meet the long-term demands of Rustenburg Local
Municipality (RLM) and Royal Bafokeng Administration (RBA), with a construction
of a 30Ml reservoir at Tlhabane and a bulk pipeline from Mafenya pump-station
to Tlhabane reservoir including the interconnection to RLM reservoirs; the
construction of the off-take to Madubu/Serone including construction of a 10Ml
reservoir and associated pump-station; construction of the bulk pipeline to the
Bakubung reservoir in Ledig, including construction of a new 20Ml Bakubung
reservoir and upgrading of the bulk pipeline from Vaalkop Treatment Plant to the
Evergreen Junction.
13

WATER
Magalies Water has installed a solar-powered borehole in Masakhane as part of its CSI programme.
Component 2: Construction of a 54km bulk pipeline from Padda Junction
to Thabazimbi to augment the current infrastructure.
Component 3: Construction of a 7.5km bulk pipeline from La Patrie to Moruleng
to satisfy demand in the area.
Component 4: Construction of a new gravity pipeline from La Patrie to
Sandfontein, which will replace the current pipeline in order to meet existing
and future water demands.
Component 5: Construction of a new pipeline connecting the Padda Junction
to the Swartklip area, where the two pipeline routes separate to replace the
stressed and aged existing pipelines.
Pilanesberg Phase 4: Upgrade of Vaalkop Water Treatment Plant from 270Ml/d
to 360 Ml/d: The project entails the upgrade of the raw water abstraction
pumping capacity at the Vaalkop Dam to increase pumping capacity to 360Ml/d,
including linking of the raw water system and the supernatant system to the new
centralised inlet works, construction of a new 90Ml/d water treatment module
and upgrading of the associated high-lift pump stations.
system. This system utilises photovoltaic panels to drive a pump, facilitating
efficient water retrieval from underground sources. Such solar-powered
solutions are particularly advantageous in resource-constrained environments,
including rural communities, agricultural operations, educational institutions
and economically challenged municipalities. They offer a dependable, sustainable
and cost-effective approach to ensuring access to potable water, addressing
both immediate and long-term water supply challenges.
The initiative involves the installation of 50 metered potable water connections
in the Modimolle Local Municipality and the provision of 300 water meters to
the Kgetleng Local Municipality. This project aims to enhance equity, operational
efficiency and health outcomes, while also promoting financial sustainability.
Additionally, it encourages water conservation and responsible usage practices.
As a water-services provider in the region, Magalies Water indirectly realises
benefits such as improved water security, reliability and governance through this
strategic enhancement of water infrastructure.
The above was further enhanced by the entity’s support for pre-paid meter
installations and the “War on Leaks” initiative to reduce water losses in the
Rustenburg, Taung and Moses Kotane local municipalities.
Optimisation of the Brits Water Treatment Plant (Madibeng Local Municipality),
increasing capacity and improving reservoir management as part of emergency
interventions. Considering the semi-arid climate patterns in the North West, any
sustainable water-supply initiatives employed for efficiency not only contributes
towards the socioeconomic benefits for consumers, it also translates to effective
water conservation strategies that ensures environmental rehabilitation.
How do you advance water conservation and environmental stewardship?
Education is critical in promoting water conservation and environmental
stewardship as it raises awareness about the scarcity of water, encourages behavioural
change, empowers youth and fosters community ownership of natural resources.
Magalies Water enhances this education through school outreach programmes,
community awareness campaigns such as the Clear River Campaign and
participation in events like Mandela Day and National Water Week. It also invests
in youth development through bursaries and internships in water-related fields,
equipping future leaders with the knowledge and skills to protect and manage
water resources. In partnership with municipalities and stakeholders, Magalies
Water integrates conservation messages with infrastructure support and community
engagement, ensuring that awareness translates into sustainable action and longterm
protection of water resources.
Upgrade of the Kortbegrip to Modikwe/Bethanie Bulk Pipeline, including the
pipeline link to Makolokwe in the Rustenburg Local Municipality: The Project
Scope consists of the construction of 13.4km of 560mm diameter gravity bulk
line from Kort Begrip Reservoir towards Modikwe, whereafter it’s T’s to the
point of sale (RLM) of Modikwe Reservoir and continues with another 9.3km of
400mm diameter gravity bulk pipeline to the point of sale (RLM) of Bethanie
Reservoir. The total length of the pipe is 23.2km of bulk-gravity pipeline with
the associated valves. The project further entails the construction of a new
pipeline to Makolokwe village.
Please report on the corporate social investment (CSI) projects of
Magalies Water.
Below are some of the CSI projects that have been undertaken:
The installation of a solar-powered borehole in Masakhane, located within the
Bela Bela Local Municipality, represents an advanced groundwater extraction
14

RESPONSIVE AND SUSTAINABLE
DELIVERY OF WATER SERVICES
WATER
Sibongiseni Mbadamana, Acting Chief Operating Officer of Magalies Water, reports that the entity is pursuing revenueenhancing
strategies and expanding its bulkwater footprint while maintaining financial stability.
MPlease advise as to the financial position of Magalies Water?
Magalies Water remains financially stable and continues to operate within
the parameters of sound financial management and governance. Despite
sector-wide challenges such as ageing infrastructure and delayed municipal
payments, we have maintained a healthy balance sheet and continue to meet our
obligations. Our audit outcomes have consistently reflected our commitment to
transparency and compliance with the Public Finance Management Act (PFMA).
We are also actively pursuing revenue-enhancing strategies, including prepaid
metering and expanding our bulkwater footprint within our area of operation.
Does “non-revenue” water pose a threat to the position of the water board?
Non-revenue water (NRW) is a significant concern across the sector, and
Magalies Water is no exception. NRW includes water lost through leaks, theft
and unbilled consumption. While our internal systems are relatively robust, NRW
becomes more pronounced in areas where we rely on municipal infrastructure
for distribution. To address this, we are working closely with municipalities
to improve metering accuracy, reduce physical losses and enhance billing
systems. We are also investing in smart-water technologies and infrastructure
upgrades to reduce NRW and improve water accountability.
What have been the challenges in terms of merging with Sedibeng Water?
The disestablishment of Sedibeng Water and the integration of its operations
into Magalies Water presented both strategic opportunities and operational
challenges. Key challenges included:
• Aligning governance and operational systems.
• Integrating staff and harmonising employment conditions.
• Addressing inherited infrastructure backlogs and financial liabilities.
• Managing stakeholder expectations across newly incorporated areas.
Despite these challenges, the process has been guided by national directives
and has been supported by the Department of Water and Sanitation. We
continue to work through transitional issues with a focus on service continuity
and institutional stability.
Has the process been successful, and what has it meant for communities served
by Magalies Water that used to fall under Sedibeng Water?
Yes, the process has yielded positive outcomes. Communities previously
served by Sedibeng Water now benefit from Magalies Water’s established
systems, technical expertise and governance structures. We have prioritised
infrastructure assessments and service restoration in these areas, while actively
engaging local stakeholders to ensure that water service delivery is responsive
and sustainable.
Where serious funding shortfalls exist, we have escalated these to the
relevant spheres of government for intervention. This proactive approach
ensures that service delivery challenges are addressed collaboratively and
transparently. Although some transitional issues remain, the integration has
laid a solid foundation for long-term improvements in water access, quality and
operational efficiency.
Does Magalies Water have programmes to support staff in advancing their
professional development or education?
Absolutely. Magalies Water is deeply committed to the professional
development of its workforce. We offer a range of support programmes
including bursaries, study assistance and internal training initiatives that are
aligned with the evolving needs of the water sector. Staff are actively encouraged
to pursue further education in disciplines such as engineering, water science,
finance and governance.
We also maintain strategic partnerships with academic institutions and
Sector Education and Training Authorities
(SETAs) to ensure that our development
programmes are accredited, relevant and
impactful. Investing in our people is central
to our strategy for operational excellence
and long-term institutional sustainability.
On a personal note, I have directly
benefited from Magalies Water’s bursary
scheme and am currently finalising my
postgraduate qualification with the support
of the organisation. This is a testament
to the board’s commitment to nurturing
internal talent and building a capable,
future-ready workforce.
Sibongiseni Mbadamana – Pr Tech Eng
(Civil); MSAICE; M.Inst.D; MPhil (EMgt).
15

WATER
SAFEGUARDING PUBLIC HEALTH
Qualified specialists working in a well-equipped modern laboratory are supporting
the consistent and sustainable delivery of water services, says the Scientific
Services Manager of Magalies Water, Phindile Mahlangu.
TWhat is the mandate of Scientific Services?
The Scientific Services Division at Magalies Water is dedicated to ensuring that the
water supplied to consumers meets the rigorous SANS 241:2015 Drinking Water
Standards. This is achieved through a triadic approach encompassing Compliance,
Monitoring and Process Technology, alongside targeted Research and Development.
Our team of professional subject-matter experts leverages specialised scientific
knowledge and cutting-edge facilities located in Brits, North West Province. This
framework involves comprehensive water-quality monitoring and strict adherence
to compliance protocols, supported by process-optimisation strategies. We prioritise
innovative solutions and capacity building through effective knowledge transfer,
alongside providing strategic guidance. This holistic approach underpins our
commitment to the reliable and sustainable delivery of water services, aligning with
industry best practices.
How important is water quality, and how often is it tested?
Water quality is crucial for safeguarding public health, ensuring regulatory
compliance and maintaining consumer trust. The monitoring of water quality is a
continuous process; certain indicator parameters, such as chlorine levels, turbidity
and pH, are analysed on a real-time basis, while others, including heavy metals
and pesticides, are assessed on a frequency ranging from weekly to annually,
in accordance with regulatory guidelines and risk assessments conducted.
Magalies Water implements a risk-based monitoring framework, which is
further informed by comprehensive Water Safety Plans developed for each water
system. This approach entails more frequent testing of high-risk sources, such as
rivers vulnerable to contamination or demand-managed reservoirs, while stable
and protected sources such as deep boreholes may require less frequent testing.
This strategic framework ensures a proactive stance in managing and safeguarding
water quality.
Phindile Mahlangu: Pri. Sci (Nat); B.Tech Chem;
PGD BA; MBA: Scientific Services Manager
What are the major challenges in maintaining
water quality in your service area?
The North West Province is grappling with
significant challenges related to raw water
quality and quantity, primarily driven by
pollution from mining, agricultural runoff and
inadequate municipal wastewater treatment
systems management. Compounding these
issues are deteriorating infrastructure,
ineffective governance and policy enforcement
and constrained monitoring capabilities linked
to the socioeconomic status of the province,
all of which are exacerbated by climate
variability in a semi-arid region. Addressing
these systemic challenges necessitates the
implementation of more stringent regulatory
frameworks and targeted investments in
infrastructure refurbishment and
construction, ultimately enhancing
the capacities of Water Service
Providers such as Magalies Water
to consistently achieve sustainable
water quality-management.
What laboratory services does
Magalies Water provide?
The laboratory is SANAS ISO/IEC
17025:2017 accredited. Such an
accreditation assists in ensuring
the integrity and reliability of
the chemical, biological and
toxicological analyses conducted.
In addition to that, the Scientific
Services team is made up of qualified specialists adept in utilising advanced
instrumentation, including ICP spectrometers and chromatography, to name a few.
Furthermore, detailed chemical analyses are conducted to monitor critical parameters
like pesticide residues, disinfection by-products and trace-metal concentrations, in an
effort to safeguard water quality. Additionally, biological assessments conducted by the
state-of-the-art laboratory focus on microbial indicator organisms and hydrobiology,
providing a thorough evaluation of microbial safety within the water supply. Finally,
Magalies Water Scientific Services also delivers advisory services and research support
aimed at diagnosing and addressing various water-quality challenges faced by different
stakeholders, including utilities, industrial sectors and the community. The clientele
catered to includes farmers, industrial entities, governmental subsidiaries, educational
institutions and universities across the SADC region, including two crucial scientific
benchmarking sessions with the Botswana Water Utility (BWU) and Eswatini Water
Services Corporation (EWSC).
What composition of expertise and skill does the team possess, allowing it to be a
leader in the speciality?
The facility is led by a dynamic team of experienced scientists and engineers, each
possessing a diverse array of qualifications across natural sciences, specifically chemistry,
biology and process technology, as well as engineering. This interdisciplinary foundation
provides the necessary adaptability and expertise to meet complex challenges. The
leadership team holds undergraduate degrees in scientific disciplines, further enhanced
by postgraduate qualifications in both technical and managerial fields. This combination
fosters a robust business strategy focused on generating sustainable revenue while
simultaneously broadening the facility’s operational scope. The unit is actively involved
in enhancing its internal capabilities, with several colleagues undertaking post-doctoral
research and development initiatives under the guidance of their peers within the
organisation. The latter elevates the existence of specialised skills and expertise typically
associated with academic institutions, which underscores the advanced competencies
of the Business Unit.
16

BUILDING AND
MANAGING INFRASTRUCTURE
WATER
The Projects and Engineering Services division of Magalies Water implements and oversees construction projects, plans
and acts as an Implementation Agent, as Acting General Manager Tshiamo Mpane explains.
MWhat is the scope of the Projects and Engineering Services division?
Magalies Water’s Projects and Engineering Services is a division within
Operations. The Project Management Unit (PMU) mandate for the division is
implementation of infrastructure construction projects within the organisation
in line with best practice as outlined in the Capex Policy and Project
Management Framework.
The Projects and Engineering Services Division’s key focus is to identify
projects, conduct feasibility studies and preliminary design, appoint and
manage professional services providers for project development and scoping,
determine institutional and social developmental needs, commission final
design, optimise plants and systems, project preparation and securing funding
for capital projects, manage procurement process and contractor appointment
for capital works, evaluate contractor’s health and safety plans and manage
any scope changes or design changes during project implementation. During
implementation of projects, the division is responsible for all Project Stages as per
ECSA guidelines scope of services and professional fees for persons registered
in terms of the Engineering Profession Act, 46 of 2000. The first three stages
are conducted by Engineering Services which includes Inception, Concept and
Viability and Design Development. The Project Management Department
then continues with the last three stages: Documentation and Procurement,
Contract Administration and Inspection and Close Out.
Secondary to this objective, Engineering Services is also responsible for
planning, as well as giving support to Water Services on infrastructure
maintenance and refurbishment projects that requires engineering design
and input. In this regard, minor capex projects are scoped, designed and
implemented within the division. The division furthermore deals with the
framework for Infrastructure Asset Management (IAM), which maps the
organisation infrastructure, conducts hydraulic models, modifies infrastructure
to improve operational efficiency and incorporates technological advancement.
In addition, the division provides support to the organisation in terms of
undertaking secondary activities in terms of Section 30 of the Water Services
Act. This is acting as an Implementation Agent for water services projects on
behalf of Water Services Authorities (WSA), the Provincial Department of
Cooperative Governance and Traditional Affairs (COGTA) and the Department
of Water and Sanitation (DWS).
and other clients. The entity functions through
formal service-level agreements, joint planning
and coordination meetings. Magalies Water
manages and maintains bulk infrastructure, while
municipalities handle end-user service delivery.
DWS oversees compliance and provides support
when needed. Overall control of infrastructure
resides with Magalies Water, but strategic
oversight and policy direction come from DWS.
In addition, Magalies Water acts as an
Implementation Agent for water services
projects on behalf of Water Services Authorities,
the Provincial Department of Cooperative
Governance and Traditional Affairs and the
Department of Water and Sanitation in terms of
Section 30 of the Water Services Act.
Where are there infrastructure backlogs and are they being addressed?
Magalies Water has engaged in the process of completing its Master Plan against
its new areas of service. The Master Plan is planned to be completed by the end of
March 2026. The Master Plan will assist Magalies Water to have priority projects
to address the infrastructure backlogs and the ageing infrastructure within the
area of service. The Projects and Engineering Services division actively works to
address these backlogs through various projects as indicated below.
Project
Pilanesberg Bulk Water Supply Scheme
MAGALIES WATER PROJECTS
Moretele North Bulk Water Supply Scheme
Vaalkop WTW Upgrade Project, pictured
Wallmansthal WTW Upgrade Project
Maquassi Hills Bulk Water Supply Upgrade
Tshiamo Mpane, Acting GM: Projects and
Engineering Services. Nat Dip; B.Tech (Civil
Eng.); B.Tech Project Management.
Estimated value
R2.9-billion
R5.9-billion
R3.7-billion
R0.5-billion
R1-billion
Does Magalies Water work together with other entities, for example, DWS and
local municipalities?
Yes, Magalies Water collaborates closely with the DWS, local municipalities,
mines and other stakeholders. DWS provides overarching policy guidance,
funding and regulatory oversight. Local municipalities (WSAs) are responsible for
the distribution of water supplied by Magalies Water and other service delivery
functions at the community level. Magalies Water acts as a bulkwater
supplier, managing infrastructure that supplies water to municipalities, mines
17

COCA-COLA BEVERAGES AFRICA
CELEBRATES NINE YEARS OF GROWTH
AND SHARED OPPORTUNITY
Africa’s largest Coca-Cola authorised bottler celebrates a milestone.
Sunil Gupta, CEO of CCBA
In 2025 Coca-Cola Beverages Africa (CCBA) marks nine years
since the transformative merger that established it as the
continent’s largest Coca-Cola authorised bottler.
This milestone is grounded in a proud legacy that began
85 years ago when the first Coca-Cola was bottled in Gqeberha,
South Africa, in 1940 by the SA Bottling Company (Pty) Ltd.
That same year, Philipp Rowland Gutsche joined the company,
beginning a family legacy that would shape the business for
generations. From those early beginnings, CCBA has evolved
into a key player in Africa’s beverage industry, with a deep
commitment to local communities and long-term development.
Today, CCBA continues to invest in new production capacity,
CCBA announced a $175m investment in Kenya.
reinforcing its belief in Africa’s potential and its commitment
to creating shared opportunities across the value chain.
In the past year alone, CCBA has launched new state-ofthe-art
bottling lines in South Africa, Namibia and Malawi,
increasing total production capacity by over 108 000 bottles
per hour and equipping the facilities with advanced technology.
CCBA has also opened a new polyethylene terephthalate (PET)
18

Investment in CCBA’s Namibian
facility has boosted production
capacity by 30%.
A R365-million
investment has
been made into
CCBA’s South African
hydration line.
CCBA made an investment
of $14.9-million in its
Malawi production facility.
flaking plant in Namibia which doubled the capacity of the only
mechanical recycler of plastic in the country through a partnership
with Plastic Packaging. The completion of this cutting-edge
recycling facility has enabled Namibia Polymer Recyclers (NPR),
a subsidiary of Plastic Packaging, to recycle up to 500 tons of
PET per month.
CCBA has also announced the company’s intention to grow
its investment in Kenya by up to $175-million in the five years
between 2024 and 2029, should it achieve its anticipated growth
targets in the country.
“These investments are a demonstration of our progress and
continued belief in the future of Africa,” said Sunil Gupta, Chief
Executive Officer of CCBA.
“They reaffirm the Coca-Cola system’s local approach – we
produce locally, distribute locally and, where possible, source
locally. Our value chain includes a significant number of
businesses, many of them small and medium enterprises (SMEs).
“These investments go beyond numbers, it’s about creating
shared opportunities across the value chain,” Gupta said.
“Our vision is to refresh Africa and create shared value. As
we celebrate our ninth birthday as a company, we aim to inspire
excellence and set the standard as Africa’s leading and most
admired company, fostering growth, innovation and impact
across the continent,” Gupta said.
CCBA is the eighth-largest Coca-Cola authorised bottler in the world
by revenue, and the largest in Africa. It accounts for over 40% of all
Coca-Cola ready-to-drink beverages sold in Africa by volume. With over
17,000 employees in Africa, CCBA group services more than 800,000
customers with a host of international and local brands. CCBA group
operates in 14 countries.
Learn more at https://www.ccbagroup.com
19

MINING
TRANSFERRING ESG SKILLS IN
MINING TO LOCAL COMMUNITIES
Opportunity met with three employees from SRK Consulting at the Investing
in African Mining Indaba in early 2025. The conversation with SRK’s Ghana
Country Manager Ivan Doku and Roanne Sutcliffe, Principal Environmental
Engineer based in the company’s South Africa practice, revolved around the
shifting field of Environmental, Social and Governance (ESG) and how SRK
is partnering with local ESG consultants in the mining space. An interview
with an executive from SRK’s China office follows on the next page.
A specialist from SRK Consulting
conducting an Environmental
Impact Assessment in Guinea.
GHANA COUNTRY MANAGER IVAN DOKU
What work does SRK Consulting do in Ghana?
We provide services in the mining industry, ranging
from exploration-related disciplines, down the mining
value chain of mineral resource and mineral reserves to
mine closure work which encompasses the key aspects
of sustainability and ESG standards.
How many companies and mines do you work with?
We are working for about eight mining companies ranging from major mining
companies like Anglo Gold right through to junior mining companies such as
Kibi Gold Fields.
main partnership on that project was with our UK office; SRK Ghana provided
more of the services related to the actual field work.
How is your ESG training structured in Ghana?
We combine expertise from our South African and UK offices in collaboration
with a local company of Ghanaian experts. We don’t have permanent employees,
rather what we have is associates and we’ve worked with them for the past four
years. These are small companies, for example, a two-man enterprise, but
they are very skilled people. We are in the process of engaging with them on
discussions to see if we can permanently bring them on board. Those discussions
are still ongoing.
Is that all in gold or a mixture of resources?
In the last three years it’s been mostly gold. We’ve done some work on lithium in
Ghana for Atlantic Lithium, and nickel in Côte D’Ivoire for World Metal Alloys.
Is lithium an important part of what Ghana has to offer?
There are significant deposits of lithium which until about a decade ago were
not considered to be economically viable. The last decade has seen increased
exploration activities.
Are your services commodity-neutral?
We don’t narrow ourselves to a particular commodity, it is just that gold has
become something that is currently booming and everyone is chasing after it. Most
of the requests we’ve had are related to gold. Our work outside of Ghana involves
other commodities like nickel as alluded to earlier. There is an iron-ore project in
Ghana where SRK is providing technical advice related to the exploration services.
Likewise, iron ore related-exploration services in Liberia.
The Simandou project in Guinea is a big one, isn’t it?
That’s a huge iron-ore deposit. I don’t think we have seen its kind in a long time.
It may even compare to some of the deposits in Australia. SRK was involved with
Simandou up until March 2024, and had been involved for about three years. The
Is ESG something that the Republic of Ghana takes seriously?
They are driving towards meeting the Global Industry Standard on Tailings
Management (GISTM). Major mining companies tend to follow international best
standards and the government is trying to encourage all companies to do likewise.
There is the drive to find a mechanism that will allow the transfer of skillset that
are lacking to local companies: to what extent will this be achieved five years
down the line?
These are some of the questions being posed. That’s why SRK Consulting has
ties with locally based associates where they partner with SRK affiliate offices on
local projects in Ghana to allow for the skills transfer. The local ESG consultants
understand to a large degree the social aspects of the ESG, more than an
international person might, so there is a need for that collaboration with local
entities to make sure that the synergies are also mutually beneficial.
Do tailings represent a problem in that miners working on tailings are
sometimes unregulated?
There could be a potential problem with respect to the ESG component, especially at
mine closure. In Ghana re-mining of tailings is rare. However, there is the potential
to see an increased interest in re-mining of dormant tailings facility due to the
current gold price.
20

MINING
PRINCIPAL ENVIRONMENTAL ENGINEER
ROANNE SUTCLIFFE
Why does the management of tailings in the mining
sector need specialist skills?
As there are many different components that need to be
managed during the lifecycle of a TSF, from geotechnical
to water management aspects through to environmental
and social impacts and subsequent closure, to name a
few, tailings are a unique aspect of the mine environment which need to
be managed in an integrated manner. Such integration requires various
specialists’ input to ensure the facility is managed and integrated as part of
the overarching mine plan.
The Global Industry Standard on Tailings Management (GISTM), is
increasingly being adopted throughout West Africa. GISTM is not just
looking at the tailings facility itself, it is looking at that facility within
the entire mining ecosystem. How could this impact communities and
how can this impact the environment?
Given the potential for adverse impacts both immediately and further
downstream of a tailings facility, these impacts need to be considered with
respect to local communities from the early stages of the facility’s design
to allow for mitigation measures to be implemented. Through detailed
assessment of those areas affected by aspects such as resettlement required
to allow for the construction of the facility, environmental contamination
or spills, engagement with communities is pivotal in ensuring that a
facility is managed holistically.
Are you obliged to adopt the standard or is it a choice?
It depends from mine to mine, it is not a one size fits all. Members of
the International Council on Minerals and Metals (ICMM) are obliged
and have made a commitment to adopting the standard and meeting
various timeframes for implementation. Even though many of the
junior miners and non-ICMM affiliated operations are not obliged to
adopt the standard, they are looking to implement either wholly, or in
part to begin with, across their tailings facilities.
And the role of SRK is to support mines that make that decision?
SRK can support them from both a tailings engineering perspective as
well as with implementing the ESG aspects. This can include design,
construction supervision and operational monitoring, as well as
environmental management, stakeholder engagement and management
strategies, throughout the facilities’ lifecycles.
Does the GISTM demand strong standards?
Historically, tailings management focused mostly on the safety and
stability of the facility itself. With the adoption of the GISTM, tailings
management now considers not just the facility itself but the entire
landscape in which the facility is operated, including components of
ESG work undertaken. Questions need to be asked with respect
to whether there have been human rights infringements, how any
resettlement of affected peoples was undertaken, and what impact could
the facility have on the receiving environment. To answer these requires
mines to undertake an Environmental and Social Impact Assessment
(ESIA) right from the beginning.
Before we even have the facility constructed, we need to understand its
potential impacts and then assess those impacts that could arise
throughout from design through to construction, operation
and closure, ie the whole lifecycle.
Importantly, and where I am personally most involved, is the
closure and the post-closure aspect of these facilities. In many
instances mines have facilities with footprints of hundreds
of hectares from which you can’t just walk away following
cessation of deposition. There needs to be design for closure
and consideration from initial design through operation for how we are
going to close these facilities in 20, 30, 40 years’ time.
Have you had a recent closure?
We are busy with a few projects at the moment, taking them through to
the detailed design phase. The facilities are dormant, so now they need to
advance to closure planning. Given the requirements of various standards,
you can’t wait until the very end to ask, “How do we close this facility?”
It needs to be considered and an integrated plan developed with various
specialists’ input.
Is there an option for artisanal miners in the closure process?
In the DRC and Ghana, mines are trying to better understand how
artisanal mining can feature during closure. At the point of the operation
being closed, it is no longer feasible for the mining operation to continue
but there could still be residual resource available for exploitation by
small-scale operations – when we do closure-risk assessments and
workshops with mines it’s a key point as artisanal miners can, and will,
play a part in the post-closure periods.
There is also a distinction between artisanal mining, which could be
formalised and managed to mitigate impacts versus the illegal side where
access is unregulated and little to no consideration may be given of the
adverse environmental and social impacts on the operation. Discussions
and engagements are happening to understand how or if artisanal miners
could play a role at closure and as part of potential post-closure land uses.
The West African region is a very good example of these discussions
about mine closures. We need to consider this when looking at closure
strategies for potential land uses to ensure that it is brought into
engagements. This will then allow for operations to manage expectations
from a varied group of stakeholders, including from lenders to regulators
through to local communities?
What are you doing to improve the skills of local Ghanaian engineers
and scientists?
Given the need to build local capacity, SRK has developed a mentorship
model whereby we have a number of the Ghanaian junior staff who have
done site supervision and are busy working on the modelling and review
themselves, with some mentoring from senior engineers.
Skills development is not just a case of saying here is a document to
be read or a model to be created, with no sense of the bigger picture into
which the work fits. SRK understands that it is vital to mentor and train
on the job because that’s the best way to learn. It is very much bringing
in those young Ghanaian engineers and then exposing them to all the
work that SRK does and allowing them to understand how the work
they are undertaking fits into that bigger picture. Additionally, one of the
engineers from Ghana has spent time in South Africa to further develop
their skills through comprehensive training and mentorship.
21

CHINA IN AFRICA
YOU NAME IT THEY NEED IT
Corporate Consultant (Mining and Evaluation) Alexander (Alex) Thin is Chairman of the SRK Asia Board. He reports on China’s
great appetite for commodities and the opportunity for Africa. In March 2025, SRK celebrated 20 years of operating in China.
Alexander (Alex) Thin, Chairman,
SRK Consulting Asia Board.
WWhere is your office?
I am based in Beijing, China. I am the
chairman of the Board of SRK Asia, which
owns the SRK Consulting Practises in
China, Hong Kong and Mongolia. On the
SRK Global Board I represent Asia and as
a Global Regional Co-ordinator, I report on
Asia and Australia.
How active is SRK in China itself?
The majority of our work is with China-
based clients who are either operating
or looking at opportunities outside China, predominately in Africa, but also
Southeast Asia, Central Asia and South America. The balance of our work is in
China with our Chinese clients.
So a Chinese mining company going to Africa would sign SRK Asia?
Yes, but the model would be to send a couple of us from China, who have an
overall understanding of the project to site, for example in Angola. Because
we do not have ESG specialists in China who know the local Angolan
regulations and legislation, we would partner with our office in South Africa.
The same would apply to other specialist disciplines; for example with geotechnical,
it is more efficient to fly a consultant from South Africa than from China to an
African site. We will use experts from our offices from around the globe, as
and when required, to ensure we offer the best consultants for the commission.
Over the years, China and South Africa have built a strong relationship.
That is why there were five of us from China at the Mining Indaba, in Cape Town.
I would say we work a lot more closely with each other than some of the other
consulting practices.
Do all SRK people have a background in mining, as you do?
No, although SRK is about resources, it is not just about mining operations.
There is exploration, mineral resource estimation, mine planning, due
diligence/technical reviews, evaluation, valuation and ESG, for example. It goes
from cradle to grave, right the way through the project/mine life cycle.
South Africa, DRC, Zimbabwe, Angola and other West African countries like
Guinea and Senegal.
Anywhere that has mining?
China has a great appetite for most commodities: copper, cobalt, the rare
earths, battery minerals, nickel and lithium. You name a commodity, China
needs it.
Is there a focus on rare earths and minerals?
Yes, but it would be more than just those commodities, there is also copper,
cobalt, as well as rare earths and battery minerals. We are still working on
projects extracting gold, iron ore and chrome and other commodities.
What staff complement do you have in China?
We have three offices in China, with Beijing being our biggest, with 37 staff.
We have nine people in the Nanchang office and six in the Kunming office.
In Mongolia there are seven and in Hong Kong there are three permanent
people. We also utilise associates who assist us with specialists disciples
and/or commodities.
How do new offices come about?
As an example, initially our commissions for work in Mongolia were
serviced from China, fly-in fly-out per project. As the demand increased to the
point where it was more efficient, we opened a representative office in Mongolia.
As the work increased further again, a permanent SRK Mongolia Consulting
Practice was established, separate from China, but part of SRK Asia.
And the model is to use associates quite often?
Not really, there are certain commissions we get requiring specialist
consultants that it is more efficient to use on a project by project basis. As
an example, the processing technology used for lateritic nickels is very
specialised, or deep-level underground block caving, so for these specialist
commissions, we bring in associates. For more typical commodities, ie gold
and/or copper, or conventional open-pit or underground mining, we have
inhouse consultants.
Is there an increased Chinese interest in Africa?
Very much so. It started more than 10 years ago but it started slowly. It is
like where you have not been to a place for 10 or 15 years, you see there is a
significant difference, but if you are there every day you do not see it. In Africa
today you do not see so much Caterpillar/Komatsu mining equipment that
comes from Europe, rather it is Chinese mining equipment. Through the Belt
and Road Initiative, there is a lot of money coming in, supported by the
Chinese government, for infrastructure and for the countries’ development.
Mining helps develop this initiative further.
How many African countries are you active in?
We have worked and are working in most African countries: Ghana, Mali,
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MINE SAFETY
M84 GEOTECH IS SCALING NEW
HEIGHTS IN PURSUIT OF SAFETY
Being laser focussed on safety has served M84 Geotech well, says CEO Khomotso Moleke,
and the geohazard mitigation company is now keen to climb into new African markets.
wWhat is M84 Geotech?
A solution provider of geohazard mitigation for
open-pit mines. We are a company that specialises
in mitigating rockfall hazards in open-pit operations
through the supply and installation of rockfall
protection, rockfall barriers, rock scaling, rock
breaking and slope stabilisation solutions.
How did you come to be leading this company in
this sector?
I come from a mining town in Limpopo. In a small
town like that, either you are employed by the mine or
you do business with the mine and I chose the latter.
The goal was to get a vendor number and supply the
mine with whatever is required, but I then realised
that being a general dealer is not going to help us
in the long term. We needed to find something or a
service which will give us a better chance of being
successful in the long term. Geo-hazard mitigation
solutions was the answer and we found that this is a
specialised field with only a few players. We then built
up our name one project at a time.
ready – and we took it with both hands. We've never
looked back.
Was there one major contract that helped to establish
your reputation?
Our first rockfall-protection project was a make
or break situation. If we had failed, we would have
been done for but if we made it, the industry would
take notice of us and more opportunities would come.
The project was a challenge from the beginning; we
had to wait for material for almost six months and
other safety delays followed after that as well. But the
project was delivered with 100% safety record and
we have been delivering projects with a 100% safety
record since then.
Does M84 Geotech do a lot of its own training, or are
there training academies for the kind of work you do?
We use external service providers who are accredited
to provide the kind of training required for our
profession. We don’t compromise when it comes to
the training our technicians undergo.
Geotech CEO, Khomotso Moleke
Was it difficult in the beginning to build up credibility?
I think we were fortunate in that we had a client
who was willing to invest in our growth. They
gave us small projects for us to get the experience
and the exposure to the industry. This is a highrisk
industry and it is very risky to give someone
a big project without a track record. In our early
years we did not compete or enter big projects, we
focused on small projects like bush clearing on
high walls, slope-monitoring prism installations
and small rock scaling projects. This helped
us to build a reputation without alarming our
established competitors. when the opportunity
finally came to compete for larger projects, we were
What makes you stand out from your competitors?
We are intentional about working safely, for us it is
about safety first not profits. It’s about delivering every
project with a 100% safety record and we are obsessed
with maintaining a 100% safety record.
Are you planning to expand your business to
new areas?
Definitely, we are doing a lot of work behind the
scenes to get M84 Geotech to as many African markets
as possible. There are a few that we are already talking
to and hoping for a positive outcome. We are good at
what we do and we can do it anywhere in the world
when opportunity presents itself.
24

MINE SAFETY
M84 GEOTECH
M
Rockfall protection and slope-stabilisation specialist for open-pit mines.
M84 Geotech is a geotechnical engineering company specialising in the supply
and installation of rockfall protection, ground support and slope-stabilisation
mitigating solutions for open-pit mines.
We are an accredited working-at-heights company and accredited installer of
rockfall-protection solutions with a decade of business experience.
Our technicians are trained at the best rope-access training institution and are
experienced to work on any open-pit slope and civil engineering project.
We save mining operations production time by installing robust high wall and
slope-support solutions with minimum interruption to production.
Our vision
To be a leader in installation of rockfall and slope-stabilisation systems.
Our purpose
To keep mines and people safe from any possible rockfall hazards.
OUR SERVICES
Drape mesh installation
Slope-monitoring instrument installation
We do installation of slope-monitoring devices on
mine high walls.
Rock scaling
This is a process of safe removal of loose and
unstable rocks on the face of the slope, steep
terrain or cliffs to prevent rockfalls. This can be
done manually using crow bars and other tools
or mechanically using rock airbags.
Vegetation Removal
The process of removing vegetation and trees on
a mine high wall.
Rockfall barrier
This is a system designed to catch falling rocks or boulders from reaching mine haul
roads or damaging mining infrastructure or people.
Drape mesh is a passive rockfall protection solution which is used to prevent falling
rocks, boulders and debris from slope. It controls the movement of the rocks and
boulders, preventing them from free-falling onto mine haul roads.
Rope access
Rope-access techniques make it possible for us to access inaccessible areas without
stopping movement within the pit or minimise the movement while work is done.
Slope stabilisation
This is what we refer to as active solution as it prevents slope failure by ensuring the
stability of the slope. The slope is draped with a high-tensile wire mesh and pinned.
Projects completed
Rock scaling
Mine-safety net installation
Securing dewatering pipe on high wall
Removal of vegetation on high wall
Drilling for anchors
Slope-monitoring devices
Drape-mesh installation
CONTACT DETAILS
POLOKWANE BRANCH: 26 Rhodes Drift, Building 4, Suite 3, Rhodes Drift Office Park, Bendor,
Polokwane 0699
MOKOPANE BRANCH: 124 Thabo Mbeki Street, Suite 10, Silverfern Office Park, Mokopane 0601
Tel: +27 15 113 0269 | 072 2038 405
Email: info@m84geotech.co.za
Website: www.m84geotech.co.za

KENYA AIMS TO RAMP UP GEOTHERMAL POWER
Kenya Electricity Generating Company PLC (KenGen) was represented at the Africa Energy Forum which took
place in Cape Town in June 2025. Engineer Peter Njenga, the company’s Managing Director and CEO, outlined
the structure and strategy of this forward-looking utility.
DAdditional Units 4,5 and 6 of the Olkaria I geothermal power plant in Naivasha.
Do you report to the Minister of Energy of Kenya?
KenGen is a State Corporation and we are listed in our Securities Exchange.
We have shares that are owned by the government and shares that are privately
owned. We have more than 190 000 shareholders but the government owns 70%
of KenGen.
So the government takes a big interest?
To ensure that they play a role in the governance of the institution, we have
directors from the Ministry of National Treasury and from our line ministry, the
Ministry of Energy and Petroleum.
Do you have representatives from the private shareholding community on
your board ?
Not at the moment because the government, being the biggest shareholder, really
influences the election of directors at annual general meetings.
Might you go to market with a greater percentage of shares to increase the
private shareholding?
That would depend on the government and how they see the future concerning
electricity generation. It is something that can be considered in the future.
But not for KenGen yet?
Not in KenGen yet, but I think that can happen in the future.
And to what degree do you act as a private company?
We operate as a Public Limited Company (PLC) company because at the end of
the day we are expected to give something back to the shareholders in the form
of dividends.
Is KenGen self-sustaining or does the state bail out the entity?
We are a profitable and self-sustaining organisation. We have consistently
generated profits over the years and operate without reliance on state bailouts.
Our strong balance sheet enables us to secure financing independently, and we
continue to reinvest our own resources to support growth. We target to deliver a
return on equity of at least 12.5% after tax on our investments, underscoring our
financial health and sustainability.
You are able to get the financing for projects?
Yes, when we need it. Being a state corporation, the development finance
institutions (DFIs) would want to lend us money through the government and
that has presented a challenge in the recent past because the government’s
borrowing has been reduced so they are not able to support us to get
concessional loans.
Which technology produces most of the power that KenGen generates?
Our biggest proportion is hydro-electric. Out of the total installed capacity
of 1 786 megawatts, 826MW is from hydro and 754MW is from geothermal.
26

ENERGY
It is important to note that even though we have higher composition of
installed capacity from hydro feeding our grid in Kenya, the baseload power is
from geothermal, which means that geothermal is given priority in dispatching.
We actually get more of our revenues from geothermal, in fact 40% comes from
that source.
Would you agree with the author of an article I recently read, that said the
Great Rift Valley was going to be the great energy generator of the future?
Yes. Kenya has had geothermal since 1981 and there are now three geothermal
sites (fields) generating geothermal power. The potential for geothermal in Kenya
is 10 000 megawatts, and we have only harnessed about 1 000 megawatts.
How does that compare to current demand?
Our maximum demand at the moment is about 2 392MW so if we could harness
that 10 000, it could actually spur a lot of growth in our economy and our energy
generation and we can export it. Because we are soon going to get into power
trading in the Eastern Africa Power Pool, a regional pool where we can export
our energy across countries.
Why is Kenya a good site for geothermal resources?
Kenya is uniquely positioned for geothermal development because it sits on
a “line of fire” along the Great Rift Valley, a tectonically active region with
abundant heat close to the earth’s surface. Beneath the ground, large amounts
of water interact with the hot rocks and turn into steam. We drill up to three
kilometres deep to access this heat and bring it to the surface through the tapped
steam to generate clean, reliable power.
Is one of your goals to ramp up geothermal projects?
It is part of our new strategic plan, the Good-to-Great strategy. We are looking at
the 10 years to 2034 for our main source of power to be geothermal.
So geothermal is the future?
It is the future. We intend to increase our geothermal generation by 840MW,
from the current 754MW, which means we will more than double it. The reason
behind that is that geothermal is very stable and consistent.
As long as we ensure that the reservoir is well sustained or maintained,
then it means we can harness that geothermal source for many, many
years. We have been generating power from geothermal for more than
40 years.
KenGen Managing
Director and
CEO, Engineer
Peter Njenga.
Has Kenya been developing engineers who are specialists in
geothermal technology?
We have engineers, we have geologists, we have geochemists,
we have geophysicists, all these are skills that are used for
geothermal. At KenGen, we have built capacity for the
employees in these fields and it is from these expertise
we are able to offer geothermal exploration and drilling
services beyond our borders. More important are the
geoscientists, geochemists and geologists, because
these are the people who study the information
from underground.
Are there connections with Iceland, which has such a profusion of
geothermal energy?
We collaborate with Iceland under the GRO-Geothermal Training
Programme, where we have been sending our teams for capacity building
for years. Through this programme, we have had our staff trained at the University
of Iceland and Reykjavik University for Master’s and PhD studies. With the
developed capacity, we are now collaborating with the GRO-Geothermal
Training Program to build capacity, holding a three-week annual training
programme for African countries with geothermal potential to help them
kickstart geothermal development in their countries. We are also developing
our own TVET-accredited institution, focusing on geothermal, as we have
trained and skilled personnel who can share their knowledge with others.
Do you have plans to develop geothermal qualifications?
Yes, KenGen is committed to developing geothermal qualifications. The
Geothermal Training and Research Centre, supported by the World Bank,
is already operational and has conducted two successful intakes in Geology
Technology and Energy Project Management. The centre is designed to build
local and regional capacity by offering specialised training, research
opportunities, and practical skills development. Currently, it is open for seven
diploma courses and 17 short courses. This ensures we not only advance
our own geothermal sector but also position Kenya as a hub for geothermal
expertise in Africa.
Do you have partnerships with companies or entities from other countries?
We have done that over the years, for example, we worked with Ethiopia
and Djibouti, where we helped them drill over 10 wells for geothermal. We
also recently did geoscientific studies in Eswatini. We are in engagements
with Tanzania, where we will conduct drilling of exploration wells to help
them also access their geothermal potential. Countries like Zambia, which have
faced hydrological challenges, are also seeking alternative sources of electricity
and energy. They recently engaged us for reconnaissance surveys.
So you are leveraging your expertise?
Precisely, and besides that, most of the projects that we have implemented over
the years have been financed by DFIs from Japan, Germany, France and from
Africa itself through the African Development Bank. We have also been working
with the World Bank.
But when you build a wind farm it’s a KenGen project it’s not joint venture?
In our new strategy we are going to talk about creating Special Purpose
Vehicles and we are also going to look at public/private partnerships, so that
we can have private investors injecting their equity and resources to help us to
develop these projects.
We are open to the idea of collaboration because we require a lot
of resources.
In fact, for the 1 500MW that we are talking about would require about
$4.3-billion, a huge capital amount. If we cannot raise it through our
own balance sheet or support from the government then we can come
to you, you bring your portion, we bring in our portion and then
we collaborate.
27

RENEWABLE ENERGY
SCALING CLEAN ENERGY ACROSS AFRICA
A renewable-energy platform has been launched
to accelerate efforts to connect the unconnected
across Sub-Saharan Africa. Multiple international
funders are working together with a fund of the
African Development Bank and PowerGen Renewable
Energy, a private African entity.
PPowerGen Renewable Energy (PowerGen) has partnered with leading
international investors to establish a scalable, distributed-renewable-energy
platform targeting the deployment of 120MW of renewable power, including
battery-energy-storage solutions across Africa.
The platform is a collaboration between PowerGen and the Private
Infrastructure Development Group (PIDG), the Danish Investment Fund
for Developing Countries (IFU), EDFI Management Company, through its
EU-funded Electrification Financing Initiative (ElectriFi), and the African
Development Bank’s Sustainable Energy Fund for Africa (SEFA). The anchor
commitment from PIDG was made through InfraCo, its investment arm,
with concessional capital provided by PIDG Technical Assistance.
SEFA is a multi-donor special fund managed by the African Development
Bank that provides catalytic finance to unlock private-sector investments in
renewable energy and energy efficiency.
Building on PowerGen’s 13-plus years of experience developing,
implementing and operating projects across Africa, the funds will support
the deployment of a 120MW portfolio of renewable mini-/metro-grids and
commercial and industrial (C&I) power solutions, inclusive of batteryenergy
storage.
Initially focused on Nigeria, Sierra Leone and the Democratic Republic of
the Congo (DRC), the platform will be expanded within the wider region,
leveraging PowerGen’s deep pipeline in combination with local developers
and engineering, procurement and construction (EPC) partnerships.
Adopting a platform approach has the potential to accelerate efforts to
connect the 570-million people across Sub-Saharan Africa who currently
lack access to electricity, according to data from the International Renewable
Energy Agency (IRENA). The first closing of the transaction was reached
in January 2025 and will catalyse additional equity and debt finance later
in the year.
Dr Daniel Schroth, Director of Renewable Energy and Energy Efficiency
at the African Development Bank, said, “The African Development
Bank’s contribution to PowerGen’s platform reflects our commitment to
catalysing private investment in sustainable infrastructure and energy
access in line with the objectives of Mission 300. This project will bring
electricity to underserved areas in Nigeria, Sierra Leone and the DRC and
generate significant economic activity and create numerous employment
opportunities. It’s an excellent example of our strategy to drive development
through targeted partnerships.”
18
PHOTO: PowerGen

RENEWABLE ENERGY
in Africa to become more resilient to climate change and to provide them
with opportunities for better living conditions without further increasing
greenhouse gas emissions. Therefore, we are very proud to be a part of a
joint investment enabling PowerGen to develop sustainable off-grid power
solutions in Sub-Saharan Africa. This aligns with our increased focus on
supporting Africa’s transition to be more climate resilient.”
Rodrigo Madrazo Garcia de Lomana, CEO of EDFI Management Company,
said, “Our initial investment in PowerGen Renewable Energy in 2019 has
proven to be truly catalytic, paving the way for this significant funding round.
We are excited to continue supporting PowerGen’s growth as part of this
round, which showcases the ripple effect of our early commitment. PowerGen
exemplifies how targeted early-stage funding can unlock transformative
solutions for sustainable energy access in emerging markets.”
Aaron Cheng, CEO of PowerGen, commented, “We are thrilled to
announce this transformational next chapter to drive our vision of providing
clean, reliable and affordable energy across Africa. We are grateful to our
terrific partners for their collaboration, and together we look forward to
contributing at scale to the energy transition and socio-economic growth
across the continent.”
With funding secured, PowerGen is well-positioned to serve the energy
needs of more than 68 000 households and reduce the cost of power for 7 000
businesses. Increasing access to reliable and affordable electricity is expected
to enhance business productivity, create indirect jobs and drive economic
growth.
Distributed by APO Group on behalf of African Development Bank Group (AfDB).
Transformational investment
PIDG’s Head of Investment Management for InfraCo, Claire
Jarratt, said, “PIDG has worked with PowerGen for a number
of years in Sierra Leone and we are confident in their ability to
develop, deliver and operate high-quality distributed energy
infrastructure in challenging conditions. We are therefore
delighted to anchor this new investment. We are pleased to
be working with partners to support PowerGen to expand its
offering across Sub-Saharan Africa at a platform scale that has
the potential to be truly transformational.”
Luke Foley, PIDG Deputy Head of Technical Assistance,
added, “This investment epitomises the PIDG mandate. It
builds on PIDG’s innovative use of its blended finance tools
and reinforces its dedication to support the deployment of
sustainable energy solutions, which are key to both combating
climate change and fostering economic resilience in the
region.”
IFU Investment Director, Henrik Henriksen, remarked,
“There is a tremendous need for enabling access to clean
energy that can assist underserved households and businesses
Another project funded by the IFU is
the Golomoti solar farm in Malawi.
PHOTO: IFU
19

ENGINEERING
CONTRIBUTING TO AFRICA’S
ENERGY STABILITY
Joseph Zinyana, founder and CEO of New Age Engineering Solutions, believes that African expansion based on building local
capacity and trust is the way forward. With five regional hubs and an admirable safety and training record, a Memorandum
of Understanding with a South Korean company positions New Age for a new era.
YJournal of African Business: Your May 2025 MOU with KEPCO KPS lays
the groundwork for nuclear-sector growth and youth upskilling. What
concrete outcomes do you expect from this partnership over the next two
to three years, and how will it position New Age as a strategic contractor in
Africa’s emerging nuclear market?
Joseph Zinyana: We expect the KEPCO KPS collaboration to deliver skills
transfer and localisation by training South African artisans in advanced nuclearmaintenance
techniques. Our goal is to build a self-sustaining African nuclear
workforce and contribute to the continent’s energy stability.
In November 2024, you celebrated 21 years of operations, with a presence at
sites including Koeberg Nuclear Power Station (since 2007) and Astron
Energy (since 2015). Which leadership decisions and business model pivots
drove that regional expansion into five industrial hubs?
While recognised for our expertise in plant shutdowns, turnarounds and
welding, we have evolved into a long-term maintenance partner. As client needs
changed, we expanded into complete mechanical services, advanced compositeintegrity
wrapping to extend asset lifespans, and live leak-sealing to prevent
unplanned shutdowns. We also broadened our project capabilities to deliver more
comprehensive services. Much of our success has come from responding to market
changes and seizing opportunities. Recently, we appointed Nitesh Munnisunker as
Managing Director to guide our next phase of growth.
You’ve maintained zero fatalities over more than one-million safe
work-hours and an RCR of 0.2 on shutdowns. What specific practices or
cultural behaviours have contributed to this?
We take a proactive approach by flagging every safety incident, including near
misses, to identify and address gaps early. We believe in learning from mistakes
and encourage employees to speak openly, creating an environment where honesty
drives improvement rather than blame.
Your three-year EWSETA–Sasol upskilling programme and 2025/26
EWSETA internships demonstrate significant CSI impact. How do you
convert graduates into long-term professional artisans?
Each year, 100 interns train in high-demand trades such as welding, boilermaking
and pipe fitting, as well as project management, HR and quality inspection. They
are placed across New Age sites in the Western Cape, Free State and Mpumalanga,
gaining real-world experience. The programme has a 40% absorption rate, and
some trainees have gone on to careers with other leading companies. This reflects
the quality of our training and its role in tackling youth unemployment while
building a pipeline of skilled artisans.
Sustainability and spill control remain hot topics. How does New Age
balance aggressive turnaround targets with environmental stewardship
and community engagement?
We deliver on turnaround targets
without compromising environmental
responsibility. Our ISO 14001 system
ensures effective risk management,
supported by spill mats and proper
containment to prevent pollution. When
incidents occur, we respond swiftly,
report transparently and apply lessons
learned across sites.
BIOGRAPHY
As a CG Tech subsidiary, how has
Joseph Zinyana is a qualified
that relationship influenced your
Metallurgist and International
access to capital, corporate governance
Welding Engineer who also has
and ability to bid on large-scale
an MSc in Metallurgy and MEng
SMEIP projects?
in Welding. He began his career at
Being part of the CG Tech group has
Mintek and advanced to ArcelorMittal
given us access to a broader investment
(formerly Iscor), and then moved
network, enabling us to scale specialised
on to the role of Welding Engineer
services and invest in high-tech
at Sasol. Joseph’s entrepreneurial
equipment. It has also strengthened our
spirit led him to establish New Age
corporate governance through oversight
Engineering Solutions in 2003, where
frameworks that ensure compliance with
he actively participates in the strategic
industry and regulatory requirements.
management of the business as CEO.
He also has diverse business interests
You’ve spoken of expanding into the
in the engineering, hospitality and
rest of Africa. Which markets are on
financial sectors. He contributes to
your radar, and how will lessons from
the industry as a Board Member of
Secunda, Sasolburg and Rustenburg
the Southern African Institute of
guide your strategy?
Welding (SAIW). He was elected
Namibia is a priority because its
President in 2020 and will serve in
industrial scale and complexity mirror
this role until 2026. Joseph is also
the sites we already service. Lessons
a member of YPO and Abundance
from South Africa – such as managing
A360. Known for his vision and
complex shutdown schedules and multistakeholder
projects – will translate well
leadership, he has a proven track
record of driving organisational
across borders. Building local capacity
growth, establishing strategic direction
and trust will remain central to our panand
advancing innovation.
African growth strategy.
30

SMART CITIES
SMART CITIES START WITH PEOPLE, NOT
TECHNOLOGY: LESSONS FROM WESTBURY
By Ronnie Naidoo, Professor of Information Systems, University of the Witwatersrand.
This article first appeared in The Conversation.
Town planning in Medellín,
Colombia, was transformed
when residents were consulted.
32
PHOTO: Kobby Mendez on Unsplash

AAfrican cities are growing at an incredible pace. With this growth comes a
mix of opportunity and challenge. How do we build cities that are not only
smart but also fair, inclusive and resilient?
A smart city uses digital tools such as sensors, data networks and
connected devices to run services more efficiently and respond to problems
in real time. From traffic and electricity to public safety and waste removal,
smart technologies aim to make life smoother, greener and more connected.
Ideally, they also help governments listen to and serve citizens better.
But without community input, “smart” can end up ignoring the people it’s
meant to help.
That’s why a different approach is gaining ground. One that starts not
with tech companies or city officials, but with the residents themselves.
I’ve been exploring what this looks like in practice, in collaboration with
Terence Fenn from the University of Johannesburg. We invited a group of
Johannesburg residents to imagine their own future neighbourhoods, and
how technology could support those changes.
Our research shows that when residents help shape the vision for a smart
city, the outcomes are more relevant, inclusive and trusted.
Rethinking smart cities
Our research centred on Westbury, a dense, working-class neighbourhood
west of central Johannesburg, South Africa. Originally designated for
Coloured (multi-racial) residents under apartheid, Westbury remains
shaped by spatial injustice, high unemployment and gang-related violence,
challenges that continue to limit access to opportunity and basic services.
Despite this, it is also a place of resilience, cultural pride and strong
community ties.
We tested a method called Participatory Futures, which invites people
to imagine and shape the future of their own communities. In Westbury,
we worked with a group of 30 residents, selected through local networks
to reflect a mix of ages, genders and life experiences. Participants took part
in workshops where they mapped their neighbourhood, created stories
and artefacts and discussed the kind of futures they wanted to see. This
approach builds on similar methods used in cities like Helsinki, Singapore
and Cape Town, where local imagination has been harnessed to inform
urban planning in meaningful, grounded ways.
We invited residents to imagine their own future neighbourhoods. What
kind of changes would they like to see? How could technology support
those changes without overriding local values and priorities?
Through this process, it became clear that communities wanted a say
in how technology shapes their world. They identified safety, culture
and sustainability as priorities, but wanted technology that supports, not
replaces, their values and everyday realities.
The workshops revealed that when people imagine their future
neighbourhoods, technology isn’t about gadgets or buzzwords; it’s about
solving real problems in ways that fit their lives.
and strained relations with law enforcement. Trust in official structures is
eroded. The desire for smart safety technologies is not about surveillance
but about reclaiming a sense of control and protection.
Energy came up constantly. Power cuts are a regular part of life in
Westbury. People wanted solar panels, not as a green luxury but as basic
infrastructure. They imagined solar hubs that powered homes, schools and
local businesses even during blackouts. Sustainability wasn’t an abstract
goal; it was about self-sufficiency and dignity.
Technology also opened the door to cultural expression. Residents
dreamed up tools that could make their stories visible, literally. One
idea was using augmented reality, a technology that adds digital images
or information to the real world through a phone or tablet, to overlay
neighbourhood landmarks with local history, art and personal memories.
It’s tech not as a spectacle, but as a way to connect past and future.
And then there were ideas about skills and education: digital centres
where young people could learn to code, produce music or connect globally.
These were spaces to build the future, not just survive the present.
People imagined smart tools that could showcase
local art, amplify community voices or support
small businesses.
In short, the technology imagined in Westbury
wasn’t about creating a futuristic cityscape. It was about
building tools that reflect the community’s values:
safety, creativity, shared power and resilience.
Lessons for the future
If we want African smart cities to succeed, they
need to be designed with, not just for, the people who live in them. Topdown
models can miss the nuances of everyday life.
There are growing examples of participatory approaches reshaping
urban futures around the world. In Cape Town, the “Play
Khayelitsha” initiative used interactive roleplay and games
to engage residents in imagining and co-planning future
neighbourhoods. This helped surface priorities such as
safety, mobility and dignity.
In Medellín, Colombia, a history of top-down planning
was transformed by including local voices in decisions about
transport, public space and education.
These cases, like Westbury, show that when communities are
treated as co-creators rather than passive recipients, the outcomes are more
inclusive, sustainable and grounded in real-life experience. This shift is
especially important in African cities, where the effects of colonial history
and structural inequality still shape urban development. Technology isn’t
neutral. It carries the assumptions of its designers. That’s why it matters
who’s in the room when decisions are made. The smartest cities are those
built with the people who live in them.
SMART CITIES
Smart surveillance systems
can reduce crime, but they
need to be locally controlled.
Safety and energy are priorities
Safety was a top concern. Residents imagined smart surveillance
systems that could help reduce crime, but they were clear: these
systems needed to be locally controlled. Cameras and sensors
were fine, as long as they were managed within the community
by people they trusted, not some distant authority. The goal was
safer streets, not more control from afar.
Safety is a deeply rooted concern in Westbury, where residents
live with the daily reality of gang violence, drug-related crime
THE CONVERSATION
The University of the Witwatersrand provides support as a hosting partner of The
Conversation AFRICA. The Conversation is funded by the National Research Foundation,
eight universities, including the Cape Peninsula University of Technology, Rhodes University,
Stellenbosch University and the Universities of Cape Town, Johannesburg, KwaZulu-Natal
Pretoria, and South Africa. It is hosted by the Universities of the Witwatersrand and the
Western Cape, the African Population and Health Research Centre and the Nigerian
Academy of Science. The Bill & Melinda Gates Foundation is a Strategic Partner.
PHOTO: Photo by Thomas Windisch
33

FINTECH
PAYMENTS
PLATFORM IS A
WINNER
FOR THE
MOBILE-FIRST
CONTINENT
Ola Oyetayo, co-founder and CEO of
cross-border payments platform
Verto, shares his delight at winning
the Milken-Motsepe Prize in FinTech
and reflects on Africa’s potential to
leverage and embrace tech tools.
Ola Ola Oyetayo, Oyetayo, co-founder and and CEO CEO of Verto of Verto
HHow does it feel to win?
We feel super lucky to have won the Milken-Motsepe Prize in FinTech. We are
still buzzing and seeing that validation for our work.
Where do you operate?
We are in emerging markets such as Nigeria, Kenya and South Africa. We
recently received licences in the UAE as well and we’re looking to expand
our services there. I started the business with Anthony Oduu and we are now
in our seventh year. Before this, I spent about a decade in financial services in
the UK. I’m British-Nigerian, having come to the UK to study 20 years ago.
Our team is now about 190-strong with folks in the UK, India, Nigeria, South
Africa, Kenya, the UAE and US.
What does Verto do?
The mission is to simplify business cross-border payments in emerging
markets with a particular focus on Africa. To give businesses the means to
conveniently move money and facilitate global trade. That’s us in a in a nutshell.
Where did the idea of the business come from?
The big opportunity came from some personal experiences of friends who
owned businesses in Africa, struggling to make payments across the world.
That was my “Aha” moment and I thought I was well positioned, given
my background.
Anthony, who is our Chief Product and Chief Technology Officer, had
spent time working with large banks, helping them to develop technology
programmes and platforms. With my financial background and his tech
background we decided to go ahead and build a business to solve the problem.
Were remittances part of the early solutions?
I did have some early experience building a remittance platform for consumers,
but I quickly realised that the bigger opportunity was in cross-border
transactions. A decent proportion of the first transactions were pure trade, so
we have remained business-to-business focused.
What is your view on the African Continental Free Trade Area (AfCFTA)?
It’s great to have a free-trade area but as we’ve seen with the EU, which is
probably the most successful version, it’s much better to have a single currency
that underpins that free-trade area so that goods and services can move
freely across borders. If they are still being paid for in sovereign currencies,
difficulties arise.
There are great opportunities in Africa, but the challenge remains that most
of the countries have their own sovereign currency (about 40 currencies for
the 54 countries). You can move goods and services freely, but you’re still
going to have to pay for it. And if the freedom to pay isn’t there, then what? That
is what we are passionate about at Verto – enabling more seamless cross-border
payments, which, in turn, encourages more trade within the continent.
What is your unique selling proposition?
Two things comprise our USP. We’ve come up with a true-tech solution to
something that is fundamentally a problem that has plagued businesses on the
34

FINTECH
continent for a while. You are able to go on to our platform and conveniently
collect, convert or make payments across 49 currencies, of which 14 are
African. Just like you do with a tool such as WhatsApp. Where others are still
manual and driven by human engagements, we offer the ease of being able to
transact and receive or move your money across the world with an app. That is
what is so significant. That’s what is unique about our offering.
We have created a Dexter platform with an app and an application
programming interface (API) that allows larger enterprises to integrate with
our technology. It’s been solid in terms of what we’ve been able to deliver.
For example, we have a product called Atlas, where other companies can
use the payment infrastructure that we built to receive and do payouts in
certain markets. They don’t have to log on to the platform, they can just integrate
with us in the back-end.
It does not exclude people who have older technologies and it also means
that you don’t have to log in if you’re a big company with 2 000 users, each
with their own logins.
What were problems that you had to overcome?
In the early days, the biggest challenge was how do you set yourself up from
a regulatory perspective to be able to acquire customers and do business
in these markets? And how do you scale that up with different markets?
So regulation was a big one.
There was also the fact that we still have to work with traditional banks.
In addition, it was a big deal that our focus was Africa, a continent that
is deemed high risk by many global traditional financial institutions. You
might think of the continent as high risk, but there are world-class businesses
that adhere to very, very strong quality standards that operate in these markets.
We can’t disenfranchise them from being able to participate in global trade.
We set up a process where we did the best that we could to use the same
level of compliance as used elsewhere. We dove down to the granularity of the
standards that a business in the West would have to adhere to, to be able to
participate in global cross-border trade. We did the same with businesses in
Africa and were able to show our partners that we’ve actually gone through
this very tight regulatory standard-setting process to get these businesses
on board.
When we launched a version
of our app for SMEs, it was only
available in a specific market
but in the first 24 hours we had
about 100 000 downloads
We can’t call them high risk any more, because they have provided everything
to give us comfort that they’re not high risk.
Building that trust was something that we faced as a challenge in the
early days.
To build your business, was it all done remotely?
As anyone who does business on the continent knows, you can send emails
and do Teams meetings, but no-one’s going to take you seriously. You have to
be on the ground and do the work. So, there was a lot of knocking on doors
and a lot of air miles. You need to build that personal connection and also
have a relationship with the regulator or the individual bank.
In how many countries do you have that presence at the moment?
We are present in 14 countries across the world, half of which are in Africa.
By presence, I mean that we can actually receive money from customers in
those markets and we have the regulatory permission to on-board customers in
those markets. In addition, we can send money to about 170 countries. In terms
of our reach, we can be in most countries.
Are you planning to expand?
Rwanda is on the road map and there are also some parts of North Africa we
are exploring. What we typically do is we follow where our customers want us
to be.
Being able to access financial
services through technologies
is pivotal to the growth of
the continent and it’s the
lifeblood of any economy
The other thing is that we don’t want to be everything to everyone. We want
to be focused on the markets that we’re in and do a great job in those markets
to make sure that we’re servicing our customers in the best way, and we’re
solving their most critical pain points.
In what sectors are you doing most business: oil and gas or manufacturing or
something else?
We are sector-agnostic, but we work with what you might call “trade-based”
businesses, importers or exporters and e-commerce businesses. We also have
several non-bank financial institutions that typically handle a lot of foreign
exchange. In terms of oil and gas we deal more with servicing businesses in
that sector because we don’t really deal with extractive industries from a riskappetite
perspective.
What is your view on the readiness of African SMEs to adopt cross-border
digital solutions?
They are very ready. I think that we underestimate the potential of trade
on the continent. I mean, Africa is digital. We’ve seen some exciting work
where traditional innovation or technology tools have been leapfrogged.
Africa was first when it came to mobile money. You have had instant banking
in Nigeria for quite a while now, even before we started seeing the advent of
the likes of low-cost digital banking solutions such as PIX in Brazil.
When we launched a version of our app for SMEs, it was only available in a
specific market but in the first 24 hours we had about 100 000 downloads and
we couldn’t even offer it to everyone. That was a proof of concept because it
showed us the pent-up demand on the continent.
Africa is a mobile-first continent. I grew up having a mobile phone rather
than a telephone line and my access to the Internet was through my phone.
35

FINTECH
If you create a tool that SMEs can access on the phone, that
really opens them up and there are opportunities for African
SMEs to leverage and embrace tech tools.
How critical are partnerships with local financial
institutions?
That is one of the benefits of being able to participate in
the Milken-Motsepe Prize in FinTech. It gives you instant
credibility. The Milken Institute and the Motsepe Foundation
are recognisable brands across the world. It is super
important that you fundamentally are able to show your
partners that you know you can be trusted and you
have credibility.
We have a very, very strong appetite for risk management
We should not
underestimate
the impact
of financial
technology in a
market such as
Africa, where it’s
fundamental to
people’s lives.
and compliance and regulatory controls. We are telling people
that the continent is not as high risk as they might assume.
What role will fintech play in future African growth?
The role of fintech cannot be underestimated. Ease of access is
being able to perform a financial transaction, even in a rural
village, without any access to electricity and without access
to a bank branch. And I can do that just because my phone
was charged with a rechargeable solar lamp. We should not
underestimate the impact of financial technology in a market
such as Africa, where it’s fundamental to people’s lives.
Being able to access financial services through technologies
is pivotal to the growth of the continent and it’s the lifeblood
of any economy.
THE MILKEN-MOTSEPE PRIZE IN FINTECH
The Milken-Motsepe Prize in FinTech is a $2-million innovation award
designed to reward companies working to expand access to capital and
financial services for small businesses in emerging and frontier markets.
The competition is presented by the Milken Institute and the Motsepe
Foundation.
Verto, based in the United Kingdom, won the $1-million Grand Prize
for its business-to business cross-border payments platform, which
enables businesses in emerging markets to send and receive payments,
eliminating intermediary fees and settling transactions quickly.
FinTech is the third prize awarded as part of the Milken–Motsepe
Innovation Prize Program, a series of competitive multimillion-dollar
global competitions and awards designed to incentivise and reward bold,
innovative solutions to address pressing economic and environmental
challenges in Africa.
The Milken-Motsepe Prize in FinTech attracted more than 3 000
entrepreneurs from 126 countries across six continents. A total of 400
teams applied, with 10 selected as semifinalists. Each team underwent
a comprehensive judging process that evaluated five key criteria:
affordability and accessibility, ethical and responsible practices, scalability
in other markets, the use of cutting-edge technology and the potential to
promote equitable access to financial services.
In December 2024, 10 semifinalists pitched their innovations to
investors at the Milken Institute Middle East and Africa Summit in Abu
Dhabi. From this group, a panel of judges selected three finalists (Chumz,
Oze and Verto) to advance to the final stage at the 2025 Milken Institute
Global Conference.
“Across the African continent, technology and innovation are
disrupting traditional finance and banking approaches. Investment in
this space is profitable and, more importantly, necessary for financial
inclusion,” said Dr Precious Moloi-Motsepe, co-founder and CEO of the
Motsepe Foundation. “My heartfelt congratulations to the winners and all
the finalists for demonstrating feasible and impactful solutions that will
drive economic activity and shared prosperity in the global South, while
influencing the financial sector all over the world.”
Patrice Motsepe, Founder and Executive Chairman, African Rainbow Minerals; Michael Milken, Chairman,
Milken Institute; Ola Oyetayo, CEO and co-founder, Verto; Precious Moloi-Motsepe, co-founder and CEO,
Motsepe Foundation.
Access to financial services is pivotal to the growth of the continent.
PHOTO: wayhomestudio on Freepik
36

ICT
ACQUISITION TO ACCELERATE AI IN HR
Global artificial intelligence technology group 4Sight Holdings Limited has acquired XFour, a fast-growing human
resource (HR) and payroll technology services provider in a deal worth over R40-million.
XXFour is a Sage Platinum HR and Payroll Business Partner, recognised in
the market for its deep expertise in business process automation and digital
transformation. Founded in 2017 by Clark Fourie, Jaco Smit and Shaun O’Reilly,
it is a South African business specialising in integrating and optimising HR and
payroll systems in 20 countries across Africa.
“XFour brings a wealth of young and dynamic talent, innovation and proven
specialisation to the table,” says Tertius Zitzke, CEO of 4Sight Holdings (4SI:JSE).
“Joining the 4Sight family marks an exciting new chapter for XFour Solutions.
We are proud to bring our HR and payroll implementation expertise to a
group that shares our passion for innovation and customer success. Together,
we will unlock new opportunities for our customers, offering them access to a
broader suite of digital transformation solutions and services,” says Clark Fourie,
Financial Director of XFour.
“With a strong foundation in integrating and optimising HR and payroll
systems, XFour enables organisations to streamline complex workflows with
precision,” explains Jaco Smit, Technical Director at XFour. “As resellers of bestof-breed
solutions – including advanced org charting, structured interview
platforms and dynamic workflow tools – XFour brings powerful tools into the
hands of businesses aiming to modernise their operations.”
XFour’s in-house product suite includes:
• RocketSlip: A lightweight, mobile-first employee self-service solution that
leverages platforms like WhatsApp to simplify day-to-day HR interactions.
• XOne: A highly configurable platform for onboarding, timesheet management
and offboarding, built for seamless integration and scalability in modern
work environments.
“In addition, XFour has developed a robust thin client interface purpose-built
for Sage 300 People, delivering cloud-based processing while preserving the
responsiveness and user experience of local execution,” continues Smit.
“XFour brings unparalleled expertise to complex enterprise projects. Our
proven methodology and dedicated resource model have helped us successfully
implement solutions at multiple tier 1 clients with workforces of over 10 000,”
explains XFour product director Shaun O’Reilly.
Unprecedented opportunity
While the sector has historically trailed in the adoption of transformative
technology trends, O’Reilly believes the untapped potential of AI for HR
stakeholders represents an unprecedented opportunity.
In this regard, the deal marks a significant milestone in 4Sight’s long-term
growth strategy, reinforcing its commitment to delivering innovative solutions
that help companies digitally transform into the realm of industry 5.0.
The acquisition will help accelerate 4Sight’s growth by deepening its portfolio
of enterprise HR technologies within its people-solutions business while
Back left to right: Shaun O’Reilly, Product Director, XFour Solutions; Ian Cronje, Group Legal
Officer, 4Sight; Eric van der Merwe, Chief Financial Officer, 4Sight; Marie-Louise Zitzke – Chief
People Officer, 4Sight. Front left to right: Jaco Smit, Technical Director, XFour Solutions; Tertius
Zitzke, Chief Executive Officer, 4Sight; Clark Fourie, Financial Director, XFour Solutions.
unlocking synergies between XFour’s intellectual property in the HR and payroll
arena and 4Sight’s extensive experience in delivering HR solutions.
“Importantly, this acquisition will amplify the impact of 4Sight Automated
Intelligence (4AI) solutions among customers embracing AI to help improve
their HR business processes, create more sustainable business models and drive
transformative change at scale,” continues Zitzke.
O’Reilly adds that XFour is excited about the opportunities for market
expansion the acquisition will create. “It will also enhance our ability to bring
even more value to our customers by offering them access to a broader suite of
digital transformation solutions and services,” he continues.
Smit adds: “We’re thrilled to be joining forces with 4Sight, combining strengths
to drive forward a shared vision of intelligent automation, enterprise digitisation
and continuous innovation.”
Fourie continues, “This partnership enhances our ability to deliver value to
our customers, not only through our core HR and payroll services but also by
leveraging 4Sight’s advanced technology platforms, industry 4.0 capabilities and
forward-thinking vision. We look forward to driving meaningful impact for our
customers across Africa and beyond.”
Zitzke believes that the acquisition positions the business well to continue
solving complex business and technological problems and enriching the
customer experience.
“XFour joining forces with 4Sight opens a world of possibilities. Our mutual
dedication to innovation, agility and excellence positions us favourably to
fundamentally re-imagine the role that technology and AI can play in the HR
industry to deliver exceptional value to organisations by supporting their most
valuable asset, their people,” concludes Zitzke.
37

AFCFTA
MAKING AFCFTA WORK FOR SMALL BUSINESS
The African Continental Free Trade Area (AfCFTA) agreement is showing promising early signs, but for small
businesses to benefit they might need an experienced partner with a continental footprint, says Gregory Saffy,
managing director for Sub-Saharan African Operations at FedEx.
WWith the current volatility in global trade policy, local businesses that rely on
a single market should be actively preparing to diversify their trade routes.
One promising avenue is the African Continental Free Trade Area (AfCFTA),
which provides a framework for boosting intra-African trade, helping to insulate
the region from rising global protectionism.
This is according to Gregory Saffy, Managing Director for Sub-Saharan
African Operations at FedEx, who describes AfCFTA as a bold and ambitious
platform for African economic transformation. “The agreement represents
one of the most important levers for driving inclusive growth and unlocking
the continent’s full trade potential,” he says. “Of course, this won’t happen
overnight, but we’re optimistic given the early progress being reported.”
Since the start of preferential trading under AfCFTA in January 2024,
South Africa’s exports under the agreement have steadily increased, reaching
approximately R820-million by March 2025. Goods exported include
mining equipment, household appliances, plastics, apparel, food items and
electrical machinery.
For South African small and medium enterprises (SMEs), however, the
on-the-ground reality can be more complex to manage. Saffy explains that this
is largely due to economic concerns. “For many governments, import duties
and VAT are a significant source of revenue. Removing these taxes without
a viable alternative puts pressure on national budgets. There’s also concern
about unfair competition: if one country produces goods more cheaply
than another, free movement could unbalance local markets and threaten
domestic industry.”
Should AfCFTA be fully enforced, Saffy notes that local SMEs still need to
be export-ready. “A free trade agreement doesn’t create demand for a business’s
products. For SMEs to benefit, they need to market and sell their products
into other African countries, secure payment and then fulfil the order.
Smaller players without dedicated export teams or regional networks may
benefit to collaborate with a partner who is able to provide advice and support
in this regard.” He adds that e-commerce businesses are best positioned to
benefit from AfCFTA, given their digital reach, “but that reach has to be
supported by brand awareness and marketing capacity”.
Another aspect for local SMEs to consider when trading in Africa is fraud
and payment security. “A seller might ship a product after receiving what
looks like payment, only to discover that the transaction was reversed once the
goods are en route. For many SMEs, a single failed order can cause significant
financial damage, and so cybersecurity is paramount.”
Saffy believes that the following targeted, practical actions by governments
and policymakers are key to enabling smooth implementation:
• Accelerate the digitisation of customs systems: Paper-based processes
remain a major source of delays and inefficiencies. Governments
should prioritise rolling out electronic customs systems that integrate
with the AfCFTA digital platform, AfCFTA Hub.
• Develop clear tariff reduction schedules: Transparency around which
goods qualify for duty-free status, and under what timelines, will help
businesses plan more effectively.
• Train customs officials on AfCFTA protocols: Border agents need
consistent, up-to-date knowledge of the agreement’s rules to apply them
fairly and uniformly.
• Support SME export-readiness: Governments can provide tools, training
and funding to help small businesses become AfCFTA-compliant and
export-ready.
For SMEs, partnering with a logistics provider that
understands regional rules and requirements can make all
the difference. FedEx has customs and clearance experts
across Africa who help businesses navigate the regulatory
landscape, avoid penalties and ensure shipments are
compliant. The better prepared our clients are, the
smoother the delivery process. Our goal is to help them
avoid delays and deliver reliably.
While Saffy is realistic about the current challenges,
he maintains that the long-term vision of AfCFTA is
compelling. “SMEs must continue exploring African
markets, even if the path may be more challenging
than expected. The demand is there and
over time, trade integration will improve.
For now, businesses need to do their
homework – with the right preparation
and support, regional expansion remains
a compelling opportunity.”
FedEx Managing Director for Sub-Saharan African Operations, Gregory Saffy.
38

AFCFTA
PHOTO: World Bank
AfCFTA overview
The AfCFTA is the world’s largest free trade area bringing
together the 55 countries of the African Union (AU) and eight
Regional Economic Communities (RECs). The overall mandate
of the AfCFTA is to create a single continental market with a
population of about 1.3-billion people and a combined GDP of
approximately $3.4-trillion. The AfCFTA is one of the flagship
projects of Agenda 2063: The Africa We Want, the African Union’s
long-term development strategy for transforming the continent
into a global powerhouse.
As part of its mandate, the AfCFTA aims to eliminate trade
barriers and boost intra-Africa trade. In particular, it aims
to advance trade in value-added production across all service
sectors of the African economy. The AfCFTA will contribute to
establishing regional value chains in Africa, enabling investment
and job creation. The practical implementation of the AfCFTA
has the potential to foster industrialisation, job creation and
investment, thus enhancing the competitiveness of Africa in the
medium to long term.
The AfCFTA entered into force on 30 May 2019, after 24
Member States deposited their Instruments of Ratification
following a series of continuous continental engagements
spanning since 2012. It was launched at the 12th Extraordinary
Session of the AU Assembly of Heads of State and Government
in Niamey, Niger, in July 2019. The commencement of trading
under the AfCFTA was on 1 January 2021. The AfCFTA Secretariat
is hosted in Accra, Ghana. His Excellency Wamkele Mene is the
first elected Secretary-General, responsible for coordinating the
implementation of the Agreement.
SOURCE: www.au-afcfta.org
39

COUNTRY PROFILE
NAMIBIA
Plentiful resources of sun
and sea are supporting green
hydrogen initiatives.
The Hyphen green hydrogen
project holds great promise.
The Port of Walvis Bay.
Capital: Windhoek.
Other towns/cities: Rundu, Walvis Bay, Swakopmund.
Population: 3-million.
GDP: $13.4-billion.
GDP per capita: $4 413.
Currency: Namibian dollar, pegged to South African rand.
Regional Economic Community: Southern African Development Community
(SADC), Southern African Customs Union (SACU).
Landmass: 824 292km².
Coastline: 1 572km.
Resources: Large quantities of uranium and zinc. Also diamonds, copper, gold,
silver, lead, tin, lithium, cadmium, tungsten, zinc, salt, hydropower, fish, milk,
maize, beef, millet.
Main economic sectors: Diamond mining (alluvial and marine), other mining,
meatpacking, fish processing, dairy products, pasta, beverages, tourism.
Other sectors: Karakul sheep pelt exports (under the label Swakara) have
recovered, although not to the very high levels of the 1970s. Possible deposits of
oil, coal and iron ore. Tourism.
New sectors for investment: Green hydrogen, renewable energy.
Key projects: Green hydrogen is attracting the interest of several international
companies and countries eager to offset their carbon impact. The US
government has agreed to assist Namibia and Botswana in building a 5GW
solar plant, with the African Development Bank, the International Bank for
Reconstruction and Development, and the International Finance Corporation
(IFC). The intention is to use both solar photovoltaic (PV) and concentrated
solar power (CSP) technologies.
Chief exports: Copper, diamonds, uranium, thorium, gold, chemicals, fish.
Top export destinations: China, South Africa, Botswana, Belgium, France.
Top import sources: South Africa, China, India, UAE, USA.
Main imports: Cars, copper, delivery vehicles, diamonds, refined petroleum.
Infrastructure: Airports 112, of which 19 paved; railways 2 628km; roadways
48 875km, of which 7 893km paved. Electrification 57% (urban 70%). Major
seaports, Luderitz, Walvis Bay. Merchant marine, 14 vessels.
ICT Development Index (IDI): 68.1 (2023) ITU.
Mobile subscriptions per 100 inhabitants: 88 (2024) Work Bank.
Internet percentage of population: 64% (2023) World Bank.
Climate: The Namib Desert, the oldest desert in the world, runs along the coast
while the Kalahari Desert defines the country’s eastern border. The environment
is protected in Namibia’s constitution and 14% of land is protected. Sparse
rainfall, mostly hot and dry.
Religion: Almost 98% Christian.
Modern history: Namibia was one of the last African nations to achieve
independence, primarily because South Africa hung on to control to use the
nation as a buffer zone against anti-apartheid forces. In 1990 the Republic of
Namibia was finally declared, barely two months after the speech in the South
African parliament which freed Nelson Mandela and led to a non-racial
and democratic South Africa. In a sense, Namibia’s freedom was a precursor to
its neighbour’s.
The country elected its first female president in Netumbo Nandi-Ndaitwah
when SWAPO won the 2024 general elections. However, like its neighbour
in South Africa, the party that was generally seen as the party of liberation
achieved its worst result since independence, albeit holding on to power by a
small majority of three seats.
Germany seized control of what is now the port of Luderitz in 1884 and
as the colonial power perpetrated what is now accepted as the first genocide
of the 20th century. The German government agreed in May 2021 to pay
€1.1-billion over 30 years to fund projects in communities that were affected
by the genocide. South African forces defeated German forces in World
War I and ruled the country under a League of Nations mandate. The
United Nations for years tried to get South Africa to give up the country.
The World Bank reports that Namibia has “achieved notable progress in
reducing poverty”.
40
PHOTO: Enertrag, Namport, freepik.com

COUNTRY PROFILE
REPUBLIC OF SOUTH AFRICA
South Africa is the first African country
to hold the G20 Presidency.
Capital: Pretoria (Tshwane).
Other towns/cities: Johannesburg, Cape Town, Durban, Gqeberha, East
London, Bloemfontein.
Population: 64-million (2024).
GDP: $400.4-billion (2024).
GDP per capita (PPP): $6 253 (2024).
Currency: Rand.
Regional Economic Community: Southern African Development Community
(SADC), Southern African Customs Union (SACU).
Land mass: 1 214 470km².
Coastline: 2 798km.
Resources: Coal, gold, chromium, antimony, iron ore, manganese, nickel,
zinc, rare earth elements, uranium, diamonds, platinum, copper, corn, wheat,
sugarcane, fruits.
Main economic sectors: Mining, automotive manufacture, agriculture,
tourism, financial.
Other sectors: Agri-processing, chemicals, fertiliser, iron and steel, machinery,
food and beverages, boat and yacht building, ship repair.
New sectors for investment: Renewable energy, water, tourism.
Key projects: The National Development Plan (NDP) aims to eliminate
poverty and reduce inequality. Renewable Energy Independent Power
Producer Procurement Programme (REIPPPP). The CEO Initiative is providing
resources to assist government in key areas of the economy.
Chief exports: Gold, platinum, coal, cars, iron ore, manganese, other metals
and minerals, machinery and equipment, agricultural products.
Top export destinations: China, US, Germany, India, UK.
Top import sources: China, India, US, Germany, UAE.
Main imports: Refined petroleum, crude petroleum, gold, cars, broadcasting
equipment.
xxxxxxx
Infrastructure: Roads 750 000km, of which the South African National Roads
Agency Limited (Sanral) manages about 21 403km; 21 000km freight network
run by state-owned-enterprise Transnet, passenger network separately run;
144 paved airports; four crude oil refineries; multi-product pipeline from
coast to inland areas; major ports at Cape Town, Durban, Gqeberha, Richards
Bay and Saldanha Bay; LNG import terminal at Mossel Bay.
ICT Development Index 2023 (IDI): 80.5 (2023) ITU.
Mobile phone subscriptions per 100 inhabitants: 172 (2024) World Bank.
Internet percent of population: 76% (2023) World Bank.
Climate: Coastal areas range from dry along the Atlantic Ocean, Mediterranean
in the south-west to subtropical on the east coast. The interior is mostly
dry and semi-arid. The Drakensberg Mountains separate the east coast from
the interior.
Religion: Christian, traditional, Muslim.
Modern history: President Cyril Ramaphosa was inaugurated in February
2018 and his party promised to put an end to widespread corruption. The
general election of 2024 resulted in the party of liberation, the African National
Congress, falling below 50% for the first time since the first democratic
elections of 1994. A broad coalition formed the new government, including
the second-biggest party, the Democratic Alliance. A large scheme to get
private groups to invest in renewable energy has been revived amid hopes
that more reliable energy supply can be achieved than is currently provided
by the ailing state utility, Eskom. Infrastructure is the focus of the CEO
Initiative which has supported the government with technical expertise
in energy, logistics and crime prevention. The programme has launched a
second phase with a renewed commitment of money and experts in several
sectors. Notable progress has been made in revitalising certain rail corridors
and in increasing rail freight volumes. In mid-2025, bids were accepted from
private operators to run some corridors. A dedicated agency located in
the Office of the President, Infrastructure SA, is overseeing infrastructure
planning and investment.
PHOTO: SA Tourism, freepik.com

REGISTER FOR WATER
AND SANITATION DIALOGUE
The AWSISA Africa & Global South Water and
Sanitation Dialogue is due to be held on 9-12
November in Johannesburg, South Africa.
The four-day event that will bring together over 1 500
delegates from across the world is a first of its kind in
South Africa. We urge all members and non-members to
secure their place and ensure that their voice is heard.
With a wide variety of topics being covered, this is
an opportunity for people from various industries to
participate. The food industry, the mining industry, the
agricultural industry and state and government entities
as well as the many other private-sector participants can
all benefit from this dialogue.
The dialogue is the perfect opportunity for young
professionals in various industries to learn about
the water and sanitation sector. This is an exciting
opportunity for young professionals as well as students
to gain mentorship from industry leaders.
AWSISA aims to modernise STEM education and
outreach and the dialogue is the perfect opportunity for
various members to share their insights into how this can
be achieved. We can’t wait to recognise all the youth
innovators that we meet at the dialogue in November.
REGISTER NOW:
https://www.awsisa-watersan-dialougue.org/delegate-registration-sheet/