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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 116th edition of Africa Outlook magazine.
Our adventurous cover star is the undisputed choice for premium vehicle accessories.
Alu-Cab’s mission is to manufacture the ultimate leisure, adventure, and commercial solutions for the global automotive market.
The company is no stranger to adventurous and market-leading innovation – or, indeed, this magazine, as we last spoke to CEO, Warwick Leslie, in December 2023.
Leslie is joined on this occasion by Purchasing Manager, Shaun Leibowitz, and CSI Coordinator, Michael Dix.
Together, Alu-Cab’s leadership team updates us on the company’s latest pursuits, customer-centric approach, and continuous expansion efforts over the last two years.
“We’ve made strides in consolidating our factories and are finally in the last stages of consolidation, where we’ll be operating out of three units as opposed to 15,” Leslie highlights.
FG Gold’s mission, meanwhile, is to develop its Baomahun Gold Project (Baomahun), which is set to become Sierra Leone’s premier large-scale commercial gold mine.
The company continues to make great and steady strides in construction and development at Baomahun, which will be a top-tier asset and the leading gold mine in the country upon completion.
“With current trends in the gold market, Baomahun will put Sierra Leone on the map as a gold producer and strengthen the country’s position economically,” acclaims Nicola Asgill, Head of Corporate Development, Sustainability, and Investor Relations.
Life Healthcare Group (Life Healthcare), a leading private healthcare provider in Southern Africa, is driven by a mission to transform patient outcomes.
At the forefront of transforming healthcare delivery in the region, Life Healthcare’s goal is to build a healthcare system that works for everyone.
“We are committed to not only providing excellent healthcare but also building capacity within the system,” outlines Chief Executive, Peter Wharton-Hood.
We also delve into the latest adventurous pursuits from Wesizwe Platinum Limited, West Wits Mining, Rubber Estates Nigeria Limited, and many others.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FEATURES
26 Alu-Cab
Built for the Wild
No stranger to adventurous and market-leading innovation
32 Rubber Estates Nigeria
Limited Driving Africa’s Industrial and Commercial Development
The leader in sustainable, natural rubber production in Nigeria
38 Life Healthcare Group
A Vision for a Health Revolution
Positively impacting communities through innovation, collaboration, and an unwavering commitment to care
60 South African Medical Research Council
Custodian of Health Research
Conducting research on South Africa’s quadruple burden of disease
MINING
68 FG Gold
Striking Gold in Sierra Leone
Developing the nation’s premier largescale commercial gold mine
88 West Wits Mining
Procuring Precious Prospects Expert mine management and operations
98 Wesizwe Platinum
Limited
PGM Horizons
Focused on high-value platinum group metals and strategic metals
98
TECHNOLOGY
106 Airtel Uganda
The Continuum of Connection Proudly serving Uganda
Around Africa in seven stories…
ENERGY & UTILITIES
DECARBONISING EGYPT
EGYPT’S RENEWABLE ENERGY sector is expanding with a new solar project poised to boost the economy and provide reliable power.
The Dandara Solar Project is a large-scale renewable energy initiative led by Norwegian energy company, Scatec, to power the Egypt Aluminium (Egyptalum) complex in Nag Hammadi, creating jobs and positioning the country as a regional green industry leader.
Earlier this month, a letter of intent
TECHNOLOGY
NIGERIA AND SOUTH AFRICA REVIVE TECH COOPERATION
EARLIER THIS MONTH, Nigeria and South Africa (SA) agreed to revive their dormant Bilateral Agreement on Scientific and Technological Cooperation – which was originally signed in 2001 – during celebrations for Nigeria’s 65th Independence Day in Pretoria. Their goal is to move past the
to finance the 1.1-gigawatt solar plant was signed between Dandara Solar Energy Company and a consortium of international lenders – the European Bank for Reconstruction and Development (EBRD), African Development Bank (AfDB), and European Investment Bank (EIB) – supporting national industrial decarbonisation.
These developments move Egypt closer to its goal of 42 percent renewable electricity by 2030.
ENVIRONMENT
KENYA LEADS THE CHARGE AGAINST CLIMATE DISASTERS
KENYA IS LEADING efforts to implement the Early Warnings for All (EW4AII) initiative across Africa, aiming to protect communities from climate disasters by 2027.
Dedicated to strengthening meteorological services and digital innovation, EW4All seeks to provide timely climate information by integrating scientific data with local knowledge.
Kenyan President, William Ruto, extended his sincere congratulations to the World Meteorological Organisation (WMO) and its role in EW4AII, with a particular focus on Kenya, in WMO’s most recent public bulletin.
He complimented WMO’s technical programmes, which include hazard monitoring and impact-based forecasting, and cited EW4All as an opportunity to secure a safer, climate-resilient Africa for current and future generations.
dormancy of the original agreement and create a new chapter of cooperation in science, technology, and innovation between the two countries. It is a prime example of growing cross-border cooperation, leveraging the combined strengths of Africa’s two largest economies.
SA’s Deputy Minister of Science, Technology, and Innovation, Dr Nomalungelo Gina, met with Nigeria’s Acting High Commissioner to SA, Alexander Temitope Ajayi, to formalise the commitment.
AGRICULTURE
GHANA AND EU COMBAT ILLEGAL LOGGING
IN OCTOBER 2025, Ghana began exporting timber to the European Union (EU) under the Forest Law Enforcement, Governance, and Trade (FLEGT) licensing regime, marking a significant development in legal wood trade between the two entities.
This follows the country’s ratification of 131 timber utilisation contracts in June this year and issuance of its first timber legality licences in August to five Ghanaian companies.
As such, Ghana is the first African nation to export timber to the EU
OIL & GAS
ETHIOPIAN LNG ON THE RISE
ETHIOPIAN PRIME MINISTER, Abiy Ahmed, inaugurated the first phase of the Ogaden Liquified Natural Gas (LNG) Project in the Somali Region earlier this month.
The first phase has an annual production capacity of 111 million litres (l), with the second phase projected to produce 1.33 billion l per year.
under the FLEGT regime, after becoming the second country in the world to be cleared for such exports.
Praised by EU officials, the regime aims to increase Ghana’s exports to the European market whilst combatting illegal logging.
TECHNOLOGY
BOOSTING MOROCCAN BUSINESSES
A NEW E-COMMERCE platform, z.systems, has launched in Morocco, aiming to streamline procurement and sales for local businesses.
The platform connects companies with a broader network of suppliers and customers, improving supply chain efficiency and expanding market reach.
This digital tool allows businesses, particularly small to medium-sized enterprises (SMEs), to modernise operations, automate processes, and reduce costs.
The multipurpose facility aims to generate 1,000 megawatts of electricity and produce fertiliser, supporting Ethiopia’s energy and food security. It will also provide resources for cryptomining initiatives. Ahmed emphasised that the mega project, collectively valued at USD$10 billion including associated infrastructure, will be completed as planned, reflecting the government’s commitment to finishing what it starts.
It aligns with the national Maroc Digital 2030 strategy and builds on Morocco’s growing e-commerce sector, which has been accelerated by increasing internet penetration and digital adoption.
FINANCE
SECURING SA’S DIGITAL ASSET SERVICES
US TECHNOLOGY COMPANY
Ripple Labs (Ripple) is partnering with Absa Bank (Absa) in SA to introduce institutional digital asset custody services.
Absa will utilise Ripple’s technology to offer clients secure management and storage of cryptocurrencies and tokenised assets.
The move comes as demand rises across Africa for safe and compliant digital asset infrastructure, with banks and FinTechs increasingly exploring blockchain to modernise payments, custody, and cross-border transactions.
With over a decade of experience in the digital asset space and 60+ regulatory licenses and registrations in various jurisdictions, this collaboration is Ripple’s first major custody agreement in Africa.
Succession Planning for African High-Net-Worth Individuals
Julie Howard, Partner at Boodle Hatfield, and Annabella King, Associate at Boodle Hatfield, discuss the crucial importance of establishing a strong framework for succession planning in Africa as it pertains to those looking to preserve and transfer their wealth across generations
Writers: Julie Howard, Partner, and Annabelle King, Associate, Boodle Hatfield
Succession planning is vital for highnet-worth individuals across Africa. As wealth creation accelerates, the challenge of preserving and transferring that wealth across generations becomes increasingly complex and important.
This is particularly accentuated by the largest anticipated transfer of wealth forecast to take place over the next two decades. This is significant for family businesses as succession planning, governance structures, and family values need to be considered.
Planning in advance can help mitigate potential tax liabilities, provide greater certainty for family members, and limit the risks of inheritance disputes. In this article, we provide an overview of key points for African high-net-worth individuals to consider in the context of their succession planning strategy.
MAKING SUCCESSION PLANS SUCCESSFUL
It is never too early to start succession planning, as delaying it can lead
to making reactive and rushed decisions in difficult times, rather than formulating a well-rounded plan for an individual’s assets.
A priority for clients considering succession planning should be ensuring that they have a valid and up-to-date will in place. More than one will may be required if there are assets in multiple jurisdictions, which is often the case for high-networth individuals. Without a valid will, families may face lengthy legal disputes, unintended beneficiaries, and significant tax liabilities if a family member dies. A well-drafted will ensures that wealth is passed on according to the individual’s wishes and limits the risk of family disputes. One of the most important considerations for an individual making a will is who they would like to
be appointed as their executors and trustees. Ensuring the right people are in place to manage an individual’s estate after their death will offer peace of mind and is crucial to ensuring that their estate is administered efficiently and in line with their wishes.
THE BENEFITS OF TRUSTS
A trust can be an important succession planning tool as it allows assets to be held and managed by trustees for the benefit of beneficiaries, offering a flexible and secure way to transfer wealth across generations.
The trustees have discretion to distribute capital and income among beneficiaries, taking into account the circumstances of the individual beneficiaries and any wishes of the person who created the trust (the settlor), which are typically contained in a separate ‘letter of wishes’ and which trustees will typically consider in administering the trust.
A key benefit of trusts is their ability to protect assets from mismanagement, creditors, and family disputes, ensuring that wealth is preserved and managed according to the settlor’s wishes. Trusts can be a vital tool for protecting assets from political and economic instability, which can be an important consideration for African families.
Trusts are typically established in offshore jurisdictions such as the Channel Islands with underlying assets held there or elsewhere.
By creating a ‘family trust’, individuals can provide a structured framework for managing family wealth for future generations and for passing this wealth down in an orderly manner. Trust structures can also help individuals to involve younger generations in the oversight and management of family wealth at an earlier stage.
This is particularly significant where wealth is transitioning from the original wealth creators to their successors. These structures can
be tailored to incorporate flexibility, allowing the settlor to retain certain powers. Such powers may include approving changes to the class of beneficiaries, authorising specific distributions, and appointing or removing trustees, thereby ensuring the trust remains responsive to the family’s evolving needs and objectives.
Trusts also offer significant tax planning advantages. Depending on the jurisdiction, they can help minimise inheritance and estate taxes, avoid probate, and ensure privacy.
In addition to offering asset protection benefits, trusts provide a significant advantage for business owners – where company shares are held by a trust, there is no need for probate on the settlor’s eventual death, as the trustees’ ownership of the underlying assets remains unaffected. This also removes the risk of fragmentation of shareholdings that could otherwise occur on the settlor’s death, offering security and stability for the company.
GOVERNANCE AND BUSINESS CONTINUITY
Succession planning is especially important for family business owners looking to keep the company in the family over generations, and it is clear that there is scope for greater governance planning amongst them in Africa.
In a 2023 survey on family businesses in Africa, only 77 percent of family business leaders said they have some form of governance structure in place.
Putting the right planning in place can ensure continuity, stability, and ultimately, the long-term success of a business. This can involve establishing governance mechanisms to support the business for the long-term, such as shareholder agreements – which set out the rights, responsibilities, and rules governing the relationship between shareholders – family constitutions, as well as opening up
the conversation between family members about the future of the business.
BUILDING A LEGACY THAT LASTS
Succession planning is about more than transferring assets; it is about establishing and preserving values and visions for the future.
By ensuring that appropriate planning is in place, for example, by establishing trusts and strong governance frameworks, African high-net-worth individuals can ensure their wealth and businesses are preserved for future generations and potential family conflicts are managed effectively.
ABOUT THE EXPERTS
Julie Howard Partner at Boodle Hatfield, is described as “a leading legal adviser with a strong awareness of Africa”, specialising in tax, wealth structuring, estate, and succession planning for individuals, families, and trusts with a particular emphasis on international planning. Howard works with a range of clients in Africa in relation to global wealth structuring and asset protection.
Annabella King Associate at Boodle Hatfield, acts on a range of private client matters for high-net-worth individuals, families, and trustees. King’s practice includes tax advice and estate planning, succession, and trust matters, and she has experience working with international clients, including those based in Africa.
ISUZU TRUCK HERITAGE
Isuzu, the Japanese automotive powerhouse, has stood the test of time in South Africa, having been present in the country since 1964. We reflect on last year’s 60th anniversary celebrations with Billy Tom, President of wholly-owned subsidiary Isuzu Motors South Africa
Writer: Jack Salter
Isuzu Motors South Africa (IMSA) was established on 1st January 2018 as a wholly-owned subsidiary of the Japanese multinational automobile manufacturer.
It was created following the departure of General Motors (GM) from the country in 2017, with Isuzu assuming ownership of GM’s facilities.
IMSA is the first manufacturing and distribution organisation outside of Japan where Isuzu has 100 percent ownership.
“Our facility is the only one in the
world where Isuzu owns the entirety of the business,” opens Billy Tom, President of IMSA, who has now been at the subsidiary for five-and-ahalf years.
IMSA is headquartered in Struandale, an industrial area and suburb in Gqeberha – formerly named Port Elizabeth until February 2021 – a major seaport and the most populous city in the Eastern Cape province of South Africa (SA).
This location, which serves as an important base for Isuzu’s long-term
growth throughout Africa, is capable of producing 15,000 trucks a year and 5,000 heavy commercial vehicles.
“Alongside our main manufacturing plant in Gqeberha, we have marketing and strategy offices in SA as well as assembly facilities in Kenya and Ethiopia,” Tom informs.
60 YEARS IN SA
Prior to establishing IMSA, Isuzu has had a presence in SA since 1964 when its first commercial vehicles entered the market.
Isuzu has therefore been a trusted partner to South African businesses for more than six decades, cementing its place as a leader in the commercial vehicle sector.
This was soon followed by the introduction of light commercial vehicles (LCVs) in 1972 and, as the brand’s popularity grew, resulted in the local production of LCVs in 1978.
For 45 years, Isuzu has also proven itself to be a trusted brand delivering bakkies to both the commercial and leisure markets.
Today, it remains one of the country’s leading commercial vehicle brands and has become renowned for its durability and reliability.
“We commemorated 60 years of commercial vehicle presence and 45 years of LCV production in the region last year,” shares Tom.
To celebrate six decades of Isuzu truck heritage in SA, IMSA reintroduced the iconic SBR 500 and JCR 800 as special edition models.
These two commercial vehicles are synonymous with durability, reliability, and affordability, and returned to deliver the same trusted performance with a modern twist, capturing the hearts of both seasoned operators and a new generation of customers.
The special editions of the SBR 500 and JCR 800 blend the nostalgia of their iconic predecessors with the performance and practicality required in today’s dynamic industries.
More than just trucks, these vehicles are a celebration of SA’s industrial progress and the enduring relationship between Isuzu and the communities it serves.
RAISING THE BAR
For the past 11 years, IMSA has occupied the number one position in the medium and heavy-duty commercial truck segment of the South African market.
It distributes the Isuzu MU-X sport utility vehicle (SUV) and manufactures the Isuzu D-MAX range of bakkies, as well as medium, heavy, and extra-heavy trucks.
The MU-X is an adventurous SUV that blends impressive capability with premium comfort and cutting-edge design.
“We commemorated 60 years of commercial vehicle presence and 45 years of LCV production in the region last year”
– BILLY TOM, PRESIDENT, ISUZU MOTORS SOUTH AFRICA
“More recently, we have made an investment in new technologies so we can look at producing alternative energy vehicles”
– BILLY TOM, PRESIDENT, ISUZU MOTORS SOUTH AFRICA
This year, IMSA has introduced the latest evolution of the MU-X, raising the bar with improved styling, upgraded technology and safety, and refined driving dynamics.
It builds upon the vehicle’s key strengths by adding increased levels of luxury comfort, convenience, and active safety.
The MU-X therefore continues to set
the benchmark for SUVs that deliver versatility, refinement, reliability, and adventure-ready performance.
Whether navigating city streets, tackling rugged off-road trails, or embarking on long-distance road trips, the MU-X ensures every journey is completed in comfort and style.
KEY INVESTMENTS
In 2019, before the COVID-19 pandemic hit, Isuzu invested ZAR1.2 billion into its next-generation bakkie programme in SA, demonstrating the company’s commitment to the market.
“More recently, we have made an investment in new technologies so we can look at producing alternative energy vehicles,” Tom tells us.
Alongside this, IMSA has ambitions to increase its presence on the continent. Currently, the subsidiary sells to 30 countries, mostly in Africa.
“We’re looking at international exports by investing in more facilities, as well as exporting services through local ports,” he reveals.
As IMSA exports all over Africa, all logistics are outsourced.
The company is also very relationship-focused and tries to keep as many local suppliers as possible.
“We are joined at the hip of our suppliers,” Tom closes.
SUSTENANCE STABILITY IN SOUTH AFRICA
Gcwalisa reimagines a future where food security and sustainability are integral to everyday life, making nutritious food more accessible to lowincome families. Josephine Katumba, Head of Operations, shares insights on how the company works towards this vision
Writer: Rachel Carr
Food accessibility in South Africa (SA) is under increasing pressure, with a complex mix of rising food prices, climate shocks, and structural barriers deepening the crisis.
According to recent data, almost one in five households experienced moderate to severe food insecurity in 2023, with women-led homes
and those relying on social grants disproportionately affected. Meanwhile, food inflation is outpacing income growth, forcing vulnerable families to make difficult choices between nutrition and other basic needs.
The situation is compounded by regional droughts linked to El Niño – a natural climate phenomenon that
threatens harvests and drives up costs – whilst millions of tonnes of food are wasted annually amid high levels of hunger affecting more than 20 million people.
Beyond affordability, deeper systemic issues hinder SA’s ability to achieve lasting food security. Weak infrastructure, insecure land tenure, and limited adoption of modern
“AT ITS CORE, GCWALISA IS BUILT ON THE PRINCIPLE OF EMPOWERING COMMUNITIES TO ACCESS EVERYDAY ESSENTIALS AT FAIR PRICES, WHILST REDUCING WASTE AND CREATING A MORE EQUITABLE RETAIL SYSTEM THAT PUTS PEOPLE AND THE PLANET FIRST”
– JOSEPHINE KATUMBA, HEAD OF OPERATIONS, GCWALISA
agricultural technologies stifle productivity, whilst restrictive policies complicate climate adaptation. Consequently, food production, access, and distribution remain unequal.
Gcwalisa was conceived during the COVID-19 pandemic as a unique retail outlet aimed at democratising access to nutritious food and essential household products for low-income communities. This approach enables customers to purchase food based on their available funds, rather than adhering to fixed pack sizes.
“Our team witnessed first-hand how communities paid a ‘poverty tax’, forced to buy essentials in smaller, more expensive quantities, leaving families in a cycle of higher costs and limited access to nutritious food. It became clear that something had to
be done to break this inequality,” introduces Josephine Katumba, Head of Operations.
Gcwalisa is a communitydriven retail model that provides affordable and sustainable access to everyday essentials through a refill-andreuse system.
The concept is not new to SA; it was common practice before supermarkets dominated consumer habits, shifting them towards pre-packaged goods. The company draws inspiration from this older model but reimagines it for today’s township economy.
“At its core, Gcwalisa is built
on the principle of empowering communities to access everyday essentials at fair prices, whilst reducing waste and creating a more equitable retail system that puts people and the planet first,” Katumba continues.
SHOPPING SUSTAINABLY
At the heart of the business is Gcwalisa’s ‘weigh-and-pay’ model, where customers utilise reusable containers to purchase products by weight, paying only for the exact amount they can afford.
This approach eliminates the poverty tax associated with prepackaged quantities and reduces single-use plastic waste.
By allowing families to buy staples like rice, beans, and cleaning products in flexible amounts, the company
not only makes nutritious food more accessible but also helps stretch household budgets further.
“We reduce the price of food by eliminating costly single-use packaging, which often inflates the
retail price of basic goods. Instead, products are sold unpackaged through a refill system, allowing customers to use their own containers or Gcwalisa reusable ones,” Katumba surmises.
Indeed, the model is building a zero-waste culture in SA by normalising packaging reuse and shifting consumer behaviour away from throwaway plastics.
“Each refill at Gcwalisa is a small step towards reducing plastic pollution in township environments whilst also proving that sustainable solutions can be practical, affordable, and community-led,” she emphasises.
By tackling both affordability and waste, the company demonstrates that economic inclusion and environmental responsibility can be mutually beneficial.
COMMUNITY EMPOWERMENT
Strategic partnerships with food manufacturers are key to Gcwalisa’s mission of making everyday essentials affordable.
“By collaborating directly with producers, we are able to shorten the supply chain and cut out layers of added cost. This means products can be delivered in bulk to our outlets and sold at a lower price point to customers, without compromising on quality,” explains Katumba.
Manufacturers also benefit by reaching new township markets in a cost-effective manner, whilst innovative packaging and distribution solutions align with sustainability goals.
These partnerships therefore create a win–win – households gain access to cheaper, trusted products
BEVISIONEERS – PROMOTING PLANET-POSITIVE IDEAS
Katumba is a fellow of beVisioneers, a global fellowship that provides training, expert support, and resources to innovators aged 16 to 28 years old, helping them bring environmental projects to fruition.
The programme is designed to remove many of the barriers that aspiring changemakers often face, making it an ideal starting point for a journey towards building impactful, sustainable solutions like Gcwalisa’s.
With fellowship applications now open, an incredible opportunity awaits young African eco-innovators.
THE HIDDEN COSTS OF INEQUALITY
Poverty tax refers to the surcharge paid by lower-income families for staples sold in smaller sizes, which are often the only quantities they can afford at the time.
In SA, this inequality is evident daily across townships and rural communities, where households purchase essentials like maize meal, cooking oil, or washing powder in single-use or small packets that cost significantly more per unit than bulk purchases available in supermarkets.
Combined with higher mark-ups in informal retail outlets and the cost of transportation to larger stores, this poverty tax forces vulnerable families to spend a disproportionately large amount of their income on food, leaving them with fewer options, poorer nutritional quality, and limited opportunities to build financial resilience.
and producers unlock new growth opportunities. Over time, this collaboration helps move the broader retail system towards one that is fairer and more inclusive and responsive to the needs of low-income consumers.
Gcwalisa operates through unique partnerships with community-based organisations (CBOs) who host and run the outlets within their neighbourhoods, ensuring that the business is deeply rooted in the communities it serves, whilst also creating an additional income stream for organisations that are often reliant on donor funding or charity.
“By equipping CBOs with training, stock, and the Gcwalisa model, we empower them to become retail operators, generating sustainable revenue to support their social missions,” outlines Katumba.
“In return, the company benefits from the trust, local knowledge, and networks that these organisations already hold within their communities, which help build customer loyalty and ensure smoother operations on the ground.”
The result is a symbiotic relationship where CBOs gain financial resilience and independence, and Gcwalisa is able to expand its footprint in a way
“BY INTRODUCING A TRUSTED, NUTRITIOUS PRODUCT LIKE CEREVITA INTO OUR WEIGHAND-PAY SYSTEM, NESTLÉ NOT ONLY REACHES UNDERSERVED CONSUMERS BUT ALSO VALIDATES OUR MODEL”
–
JOSEPHINE KATUMBA, HEAD OF OPERATIONS, GCWALISA
that is community-led, inclusive, and sustainable.
DRIVING CHANGE
Two recent projects highlight how Gcwalisa is scaling both its impact and capabilities.
Firstly, the reuse pilot, conducted in collaboration with the German Agency for International Cooperation (GIZ) and Circular City Labs in Alexandra, tested Gcwalisa’s refill and reusable packaging model.
“Customers were encouraged to return and reuse containers, helping us measure real-world behaviour change and build the foundations of a circular economy at the township level,” Katumba prides.
“The success of the initiative not only reduced plastic waste but also empowered local young women who were trained as ambassadors, reinforcing
our commitment to both environmental and social impact.”
The pilot’s outcomes have since secured additional investment and positioned Gcwalisa as a practical case study for reuse in SA.
“Additionally, we are collaborating with Nestlé to test the Cerevita cereal range through Gcwalisa outlets. This partnership is particularly significant because it highlights the appeal of township refill retail to global brands and signifies a step forward in connecting local communities with reputable products,” she reports.
“By introducing a trusted, nutritious product like Cerevita into our weigh-and-pay system, Nestlé not only reaches underserved consumers but also validates our model.”
It also signals a breakthrough in elevating the Gcwalisa brand, strengthening its supply chain, and demonstrates
that large-scale players can align with inclusive, community-driven retail solutions.
“Our key priority is to strengthen and expand our team, ensuring we have the right talent and leadership to scale our vision. A resilient team will help us manage growth, enhance community partnerships, and drive innovation,” she specifies.
However, Gcwalisa’s immediate goal is to extend to 25 outlets in Alexandra, illustrating how the refill-and-reuse model can transform access to affordable, nutritious essentials at a community-wide level.
“The Alexandra expansion will improve our reach and impact, generate new jobs, create additional income streams for local organisations, and further prove the viability of inclusive, township-based retail.
“At the same time, we will continue to cultivate partnerships with manufacturers and funders, building the foundations to implement this model beyond Alexandra and into other townships across SA,” Katumba passionately concludes.
azzlingD DESERT DIAMONDS
Capturing a growing global trend, De Beers Group’s latest beacon launch, Desert diamonds, celebrates the sparkling authenticity of natural diamonds that continues to capture consumers’ attention. We explore how this marketing investment is galvanising the mining and jewellery industries
Writer: Lucy Pilgrim
De Beers Group (De Beers), the world’s leading diamond organisation, recently launched Desert diamonds at the JCK Show in Las Vegas, US. It is the company’s first ‘beacon’ in over a decade, evoking authenticity, beauty, and individuality to showcase the evolving diamond sector.
A De Beers beacon represents a central idea that is manifested through a jewellery concept created to rally the industry and inspire category-wide marketing initiatives,
with previous iterations including tennis bracelets and eternity rings.
As the group’s biggest marketing investment in 10 years, the Desert diamonds beacon champions the jewel in its most natural form and speaks to its wild nature, gaining inspiration from the iconic desert landscapes where many of the gemstones originate.
Championing Desert diamonds in such a way means that consumers can truly appreciate the kaleidoscope of colours that characterise the
jewels, showcasing the warm whites, champagne tones, and amber hues that make them so unique.
The beacon combines compelling storytelling with natural beauty, offering a way for jewellery lovers across the world to connect with the story of their unique jewel and its journey to fruition.
A CULTURAL CONVERSATION
The launch of Desert diamonds signifies a changing dynamic as consumers across the globe ditch the artificial glitz of typical diamond jewellery for natural authenticity, rawness, and sentimentality.
Indeed, the launch unites the global diamond industry in helping to reignite the love for natural diamond jewellery after falling by the wayside in recent years, particularly amid the emergence of lab-grown diamonds, which quickly became a market disruptor.
Desert diamonds harness a growing desire for jewellery wearers to be more connected to nature, satisfied by their earthy tones.
This growing trend is supported by De Beers’ own consumer research, with 90 percent of participants confirming they would consider purchasing and owning a Desert diamond piece.
Such findings correlate with growing global attention around Desert diamonds, which have garnered 450 million views and 250,000 mentions across digital
platforms over the past two years.
Public interest in Desert diamonds rose stratospherically in August 2025 after Taylor Swift adorned a stunning engagement ring that was embedded with a rare, old mine-cut diamond with a soft candlelit hue.
Other A-listers are likewise pivoting to more natural bling, with Kim Kardashian and Doja Cat recently going for a layered diamond look, whilst Bad Bunny sported Desert diamonds when announcing his highly anticipated Super Bowl halftime show.
As such, De Beers is tapping into a growing cultural conversation and rising resonance around these pieces, which are increasingly seen as contemporary symbols of individuality and style, creating jewellery to be treasured over a lifetime.
A SHINING BEACON OF INDIVIDUALITY
Akin to past beacons, Desert diamonds signifies an industry-wide programme that strives to celebrate natural diamonds and reignite consumer desire.
In coordination with the programme, diamond retailers and leaders have focused their efforts on these precious gems, working to highlight the unique attributes of the desert-inspired pallets.
As such, specially made collections showcase bold solitaire designs and champion subtle gradients, which will be available through both independent and large-scale jewellers, including Jared Jewelers’ Storied Diamond Desert Sands of Eternity™ collection, as well as pieces from Neil Lane that have tapped into the growing bridal market.
In the case of De Beers, the Desert diamonds launch is supported by a fully-fledged campaign spanning television and radio, alongside a range of digital social media.
The company is taking a personalised approach, utilising storytelling and creative imagery to spotlight how every diamond is as individual as the person who wears it, with each gemstone carved out by the passing of time and immersed in natural elements.
By emphasising the unique character and story of Desert diamonds, De Beers is drawing parallels with consumers’ own journey and invites wearers to view their diamonds as personal connections to the Earth and lasting symbols of true individuality.
No stranger to adventurous and marketleading innovation, we catch up with AluCab, whose leadership team updates us on the company’s latest pursuits, customercentric approach, and continuous expansion efforts over the last two years
Taking advantage of beautiful, vast terrains and unforgettable landscapes, the adventure vehicle accessories sector has helped explorers across the globe make the most of the great outdoors.
At the forefront of the sector’s manufacturing capabilities and international supply chain is Alu-Cab who, since we last spoke, has steadily expanded its capabilities to capture the waves of an undulating market over the last 24 months.
“The main challenge we’ve seen is the slowdown of the highs experienced post-COVID-19 pandemic, which saw many people wanting to get out and about,” opens Warwick Leslie, CEO.
As a result, a multitude of the company’s competitors have been unable to weather the storm.
Yet, amid such difficulties, there has been burgeoning interest in the tent adventure category specifically, encouraging Alu-Cab to evolve, diversify, and evaluate other areas of the market, thus maintaining its industry-leading position.
NAVIGATING CHANGE
Since 2023’s closure, Alu-Cab has continued its pursuit to streamline and amalgamate its manufacturing operations, particularly as it navigates a changing industrial landscape.
“We’ve made strides in consolidating our factories and are finally in the last stages of consolidation, where we’ll be operating out of three units as opposed to 15,” Leslie highlights.
By refining its operations and manufacturing processes, the company has also been able to focus on expanding the business and distinguishing itself in the sector, emphasised by its growing operational space and push towards innovation.
“Alu-Cab has moved from 16,000 square metres (sqm) under roof to 24,000 sqm and added technology to our processes to remain competitive without upping prices for the end user,” he details.
With increasing capability comes greater product development, where the company has spent considerable time honing efficiencies and new market offerings.
Indeed, Alu-Cab has added notable products to its portfolio in recent months, including expansions to its top-tier ModCAP range, helping the company to keep its stock-keeping units (SKUs) down whilst also reducing volume.
“This allows us to offer entry-level premium offerings within a family of products, specifically for the camping industry.
“We’ve also expanded our range of soft goods, bags, and accessories, providing a lower price entry point into the brand for newcomers,” Leslie outlines.
Moreover, Alu-Cab is on track to achieve a major long-term target upon the completion of its automated powder coating plant next month.
“Having everything under one roof in our new warehouse is a huge milestone,” he prides.
THE STRENGTH OF SUPPLIERS
With a strong emphasis on highquality products, Alu-Cab continues to lean on the strength of the local supplier network wherever possible.
Indeed, most of its materials and components are procured by nearby vendors whilst harder-to-source supplies are acquired from overseas partnerships to ensure the company can continue to offer best-in-class products to its consumers.
“Our purchasing emphasis is on using high-quality materials, such as aluminium which is chosen for its lightweight nature, durability, and corrosion resistance.
“We work with bespoke suppliers for specific components, such as a unique
“IN ESSENCE, OUR SUPPLY CHAIN IS CHARACTERISED BY A STRONG EMPHASIS ON IN-HOUSE MANUFACTURING, QUALITY CONTROL AT EVERY STAGE, A GLOBAL DISTRIBUTION NETWORK SUPPORTED BY A WIDE ARRAY OF DEALERS, AND A COMMITMENT TO CONTINUOUS IMPROVEMENT BASED ON CUSTOMER FEEDBACK AND OPERATIONAL EFFICIENCY”
– SHAUN LEIBOWITZ, PURCHASING MANAGER, ALU-CAB
canvas coating for our products and laser-cut aluminium for precise specifications,” emphasises Shaun Leibowitz, Purchasing Manager.
Given that quality is a major focus throughout the manufacturing process, Alu-Cab also leverages a large team of quality controllers who inspect incoming components across tents, are pressure tested and sprayed
requirements related to human rights,
“In essence, our supply chain is characterised by a strong emphasis on in-house manufacturing, quality control at every stage, a global distribution network supported by a wide array of dealers, and a commitment to continuous improvement based on customer feedback and operational efficiency,” he surmises.
OVERCOMING GLOBAL COMPLEXITIES
A comprehensive and steadfast supplier network has provided AluCab with a solid foundation to grow its global footprint and sufficiently overcome any obstacles that arise.
For instance, when meeting the demands of its Australian customer base, the company has faced significant logistical difficulties over the years. However, by expanding its vast supplier network further, it is able to sufficiently unlock this key market.
“WE’RE MAKING PRODUCTS MORE MANUFACTURING-FRIENDLY AND REDUCING LABOUR TIMES AND COSTS TO MAINTAIN PRICING COMPETITIVENESS”
– WARWICK LESLIE, CEO, ALU-CAB
“The Australian market has never performed as we expected, largely due to partnerships and brand visibility. By launching our own venture with like-minded individuals there, we can control the brand, customer service, product distribution, and pricing – ensuring greater competitiveness and a better customer experience,” Leslie reveals.
Similarly, challenges have also arisen in the form of the recent US export tariffs, which have had a major impact on Alu-Cab, forcing it to rethink its global operations
and evaluate how it maintains international factory volumes.
“We’ve had to innovate in terms of our market presence and dealer network growth – both inside and outside North America. The tariffs remain a moving target, but collaborating with our US partners has helped mitigate their impact on global exports,” Leslie affirms.
FORGING THE RIGHT PATH
Alongside its devoted staff base, Alu-Cab’s sustained loyalty to local initiatives is equally admirable.
Crating Solutions
Ensuring the company stays on track in this regard is Michael Dix, CSI Coordinator, whose evolving role demonstrates Alu-Cab’s longterm commitment to the communal responsibilities and support.
“Managing our corporate social investment (CSI) efforts has been my responsibility since joining Alu-Cab –the first dedicated position of its kind here.
“Since 2023, we’ve supported impactful initiatives, including equipping the Freshwater Research Centre’s Ford Ranger vehicles with a Contour Canopy and load bars for fieldwork in tough conditions,” he tells us.
On top of this, Alu-Cab has aided National Park Rescue in its mission to protect Africa’s parks by upgrading the company’s Land Rover Defender 110 with an Icarus Roof Conversion, awning, and mobile campsite gear vital for anti-poaching operations.
Elsewhere, Alu-Cab’s long-standing partnership with Endangered Wildlife Trust is a key example of the company’s commitment to community upliftment.
Indeed, it provides the trust with canopies, campers, and awnings –proving vital in emergencies like the rescue of 84 vultures from poisoning, where Alu-Cab’s Canopy Camper served as a bush clinic.
Earlier this year, the company’s Founder, Jeremy Bergh, made a considerable personal investment into the Karoo Donkey Sanctuary –Africa’s largest donkey rescue and rehabilitation centre – to amplify its mission of rescuing animals.
“Beyond these, we’ve backed other CSI programmes like donating Ammo, a Dutch Shepherd dog now assisting the Thornybush Nature Reserves K9 Anti-Poaching Unit in tracking poachers,” Dix outlines.
Looking ahead to the remainder of 2025 and into the new year, Alu-Cab is progressing its vision of expansion, introducing specialist products to certain territories that are lacking resources in order to compete with local and imported goods.
“We’re making products more manufacturing-friendly and reducing labour times and costs to maintain pricing competitiveness.
“Alu-Cab is also assessing dealer-friendliness and how easy our products are to install, continuing consolidation to improve our current offering and launching new key products,” Leslie closes optimistically.
DRIVING AFRICA’S INDUSTRIAL AND COMMERCIAL DEVELOPMENT
Specialising in the production and processing of natural rubber, Rubber Estates Nigeria Limited is on a mission to consolidate its position as the sustainable leader of choice in Nigeria for this ever-crucial industry. Olivier Odoukou, Managing Director, tell us more about the company and its plans for a successful, Africa-focused future
Demonstrating characteristics that give it a competitive advantage over synthetic rubber, such as a lower heat generation and better ability to regain its original shape, natural rubber is an increasingly crucial material in countless industries across the globe.
Rubber Estates Nigeria Limited (RENL) is an expert in all things natural rubber, proudly residing as the leading producer and exporter of the material in Nigeria.
Managing more than 15,000
hectares (ha) of plantation in seven main locations across four states in Nigeria – Edo, Delta, Ogun, and Ondo – the company engages in the normal farming system, which includes land preparation for planting, maintaining, harvesting, processing, and exporting of natural rubber.
“We purchase raw materials from local farmers to complement our field production and boost factory production and sales. We also have a six tonne (t) per hour factory based in Araromi-Obu, which is three hours
from the Lagos Port Complex,” introduces Olivier Odoukou, Managing Director.
RENL’s customers primarily comprise tyre manufacturers and dealers from the global markets, and it is a subsidiary of the Société Indochinoise de Plantations d’Hévéas (SIPH) – the holding consolidating the rubber activities of Société Immobilière et Financière de la Côte Africaine (SIFCA). SIPH is the leader of sustainable rubber in Africa, and the ambition of RENL is to make
Nigeria a major place of growth for the group in the future.
“At RENL, our vision is to become the leader of sustainable rubber in Africa. This requires embedding best practices in our processes, especially the sustainability requirements of our customers, and the key needs and expectations of our internal and external parties,” details Odoukou.
Equally, it means the company’s strategy goes beyond economic performance and places high importance on customer satisfaction
as well as environmental, social, quality, and compliance requirements.
To put stock in these goals, RENL is ISO 9001-2015, 140012015, and 45001-2018-certified, EU Deforestation-free Products Regulation (EUDR)-compliant, and Top Employer-certified.
AN AUTHENTIC AFRICAN IDENTITY
After graduating from business school, Odoukou began his career in an international audit firm before
transitioning to the Group Internal Audit Department of SIFCA.
“For me, working for SIFCA was an opportunity to contribute to the development of sustainable agriculture and industry for a company with an authentic African identity,” he explains.
Regular interactions with business processes, top management, and the board of directors improved Odoukou’s understanding of the group’s corporate strategy and operations, triggering his ambition
to impact the business beyond internal audits.
“The opportunity to become Managing Director came at the right time, when I was eager to move from a support role to operations leadership. RENL’s location in Nigeria was an additional motivation to move out of my francophone comfort zone,” he prides.
Having now resided at the helm for nearly five years, Odoukou is pushing RENL to meet its goal of a production value of 30,000 t by the end of 2025. Previously, the company had been
exploiting, processing, and selling rubber from its own plantations. Although this enabled the company to maintain control over the quality of its production, it was limited in terms of growth, with a maximum of 25,000 t annually.
This slow growth was a consequence of the limited availability of raw materials to be purchased from local farmers in the country, as rubber farming in Nigeria has greatly declined.
To address this, RENL developed a handful of local initiatives to
encourage the planting of rubber by local farmers. Gradually, more plantations came into production, allowing RENL to purchase rubber to complement production from its own plantations.
“This positive trend, coupled with a competitive sourcing strategy, has enabled us to increase our volume of rubber purchased from 1,000 t in 2021 to a forecast of almost 10,000 t in 2025. We are confident we will hit 30,000 t by the end of the year,” details Odoukou.
Meanwhile, the company has
upgraded its factory capacity and is planning additional investments to ensure it has the processing capacity to absorb the increasing raw materials. Ultimately, for RENL, the target of 30,000 t is just a milestone towards a larger ambition of contributing to the development and growth of the industry.
“We believe the future is bright for the sustainable rubber business in Nigeria, and RENL wishes to continue to play a leadership role in this development,” prides Odoukou.
CONTINUAL GROWTH AND SUCCESS
Currently, Odoukou finds the rubber manufacturing industry an exciting place to be, with a plethora of internal and external challenges to overcome.
“It consists of evolving customer needs that require continual improvement of all our processes. Good people management is key to optimising our internal operational capacity, meeting our operational and sustainability objectives, and improving our resilience to an unstable external context,” he informs.
For RENL, its business comes with the responsibility of supporting the development of local suppliers. This same responsibility extends to the rural communities surrounding the company’s locations regarding infrastructure development, employment, and education.
“Contributing to the future agriculture of Africa is an additional motivation for working in the rubber manufacturing industry,” states Odoukou.
To advance this critical sector, RENL is undertaking ongoing projects and initiatives, one of which includes the acquisition of additional lands for plantation expansion. As Nigeria has a good availability of areas suitable for rubber farming, the company is selecting opportunities that meet its operational,
CAN YOU TELL US ABOUT RENL’S SUPPLY CHAIN OPERATIONS AND HOW SUCH RELATIONSHIPS CONTRIBUTE TO YOUR OVERALL SUCCESS?
Olivier Odoukou, Managing Director:
“Our supply chain can be described using the following words – partnership, capacity building, traceability, and sustainability.
“Partnership because our objective is not just to source raw materials and other items for our business, but also to build a partnership with reliable suppliers.
“Capacity building is where we work with local contractors and vendors from the surrounding communities. We operate in rural areas, and this collaboration with local partners is important and part of our CSR. We support these vendors in capacity building, not only to meet our standards but also to create the appropriate conditions for their business to be a viable source of livelihood.
“Traceability and sustainability refer to the business imperatives of our value chain. We implemented the necessary measures to trace, assess, and validate the origin of our raw materials, other items, and services in our value chain. We also ensure that our suppliers understand our policies, as well as the legal and regulatory requirements associated with the business.”
environmental, and compliance objectives – with more than 20 areas already being studied.
Additionally, the company is working to provide programmes to empower local women and youth.
“Nigeria is the most populous country in Africa, and the need to support women and children is extremely important. We are implementing various initiatives to improve female representation within the workforce and employing young people from the surrounding communities at our sites,” details Odoukou.
Equally, RENL is embracing digital transformation initiatives which have the potential to greatly
develop African agriculture and industry. The company has set up a digital transformation unit to explore and implement opportunities for optimisation of its processes and operations.
CONTRIBUTING TO THE FUTURE OF AFRICA
As RENL operates within rural communities, many of which are underdeveloped with pressing needs, the company has a strong corporate social responsibility (CSR) policy, with key components comprising active listening and dialogue, educational support, employment, community projects, and partnerships with community vendors and contractors.
For active listening and dialogue, the company has a department dedicated to liaising with local communities. It also holds quarterly meetings with the communities alongside scheduled visits from top management twice a year.
“To support education, we provide scholarships to students and renovate local schools. Equally, for employment, we place a high importance on hiring from the
surrounding neighbourhoods and have a diversity, equity, and inclusion strategy that focuses on fairness and equality,” expands Odoukou.
RENL annually invests in community projects, such as access to water, health centres, schools, and others, alongside collaborating with vendors and contractors in its value chain. The company’s relationship with local farmers is part of this strategy, and the sustainable
farming initiatives it has with them include supplying planting materials, sensitisation against deforestation and child labour, education around geolocation and traceability of plantations, and technical assistance.
As RENL looks ahead at the rubber industry in Africa, it is working towards Nigeria’s future as an agricultural giant.
“Nigeria’s population currently stands at more than 200 million and
Women’s Day celebration
Visit to rural community leader
Visit to rural community leader
Scholarship award
Top Employers Certification celebration in London
Distribution of school bags in company schools
View of plantation and factory
Education Legacy Award
RENL’S WELL-BEING PRACTICES
Since RENL operates in rural areas remote from the main cities of Nigeria, it sees the accommodation of employees and their families as an opportunity to positively impact all aspects of their well-being – mental, physical, financial, spiritual, environmental, vocation, and so on.
Embedding well-being in work is seen by the company as a strategic priority, with the needs and expectations of employees as the main driver of the actions implemented.
RENL’s business is driven by its people, and it believes that productivity and effectiveness can only be achieved if their well-being is protected. Therefore, the company embeds well-being into its work because it knows success is sustained through physical and psychological health.
The company is engaging in various initiatives and programmes to reach these goals, alongside regularly reviewing and improving strategies based on employee feedback and active listening.
“AT RENL, OUR VISION IS TO BECOME THE LEADER OF SUSTAINABLE RUBBER IN AFRICA. THIS REQUIRES EMBEDDING BEST PRACTICES IN OUR PROCESSES, ESPECIALLY THE SUSTAINABILITY REQUIREMENTS OF OUR CUSTOMERS, AND THE KEY NEEDS AND EXPECTATIONS OF OUR INTERNAL AND EXTERNAL PARTIES”
– OLIVIER ODOUKOU, MANAGING DIRECTOR, RENL
is projected to surpass 400 million by 2050. Agriculture will continue to play a vital role in ensuring the needs of this population are satisfied,” insights Odoukou.
“Fortunately, Nigeria still has available land, and the country has established the development of agriculture as a strategic priority. We would like to take advantage of the excellent relationship we have built over time with our surrounding
neighbourhoods to develop an ecosystem of local farmers that will boost agricultural and social development in all our areas of operation. This is in line with the vision of SIPH to prioritise local partnerships in agricultural development, and RENL’s ambition is to play a leadership role in achieving it.”
Although RENL’s core business is rubber, it is also considering other crops. One of the company’s
initiatives is to support the development of food crops in rural communities and to find intercropping solutions for rubber. These initiatives aim to contribute to the country’s agricultural development.
“We believe that, as the most populous country in Africa, Nigeria will drive the industrial and commercial development of the continent in the future. We are working towards aligning our business plan with these projections,” confidently concludes Odoukou.
Life Healthcare Group, a leading private healthcare provider in Southern Africa, exemplifies the profound impact of an unwavering commitment to quality patient care and innovation. With over four decades of experience, the group is driven by a mission to transform patient outcomes. Chief Executive, Peter WhartonHood, shares insights into this inspiring journey
Writer: Rachel Carr | Project Manager: Harry Thurlow
The healthcare system in South Africa (SA) is a complex tapestry woven from two distinct sectors – a vast public system serving over 80 percent of the population and a well-resourced private sector catering for higherincome groups and those with medical insurance.
This duality reflects the country’s socioeconomic realities but also underscores the potential for collaboration. The public sector provides essential services, especially in rural and underserved areas, but faces challenges – long waiting times, staff shortages, and limited access to advanced technologies. Conversely, the private sector offers comparably First World, high-quality care.
The strengths inherent in both sectors have the potential for innovative public-private partnerships. Sustainable healthcare reform hinges on leveraging the best of both worlds – ensuring equitable access, improved
outcomes, and long-term viability across all communities. A resilient healthcare system benefits everyone by increasing cost effectiveness and broadening access to quality care.
“Our goal is to build a healthcare system that works for everyone,” opens Peter Wharton-Hood, Chief Executive of Life Healthcare Group (Life Healthcare).
“We believe that collaboration between all parties is the key to unlocking the full potential of healthcare in SA.”
PRIVATE EXCELLENCE TO PUBLIC REFORMS
The private healthcare sector exemplifies excellence – offering high-class services, state-of-the-art facilities, and shorter waiting periods. These advantages are primarily funded through medical aid scheme membership, allowing patients access to advanced treatments and specialised care.
SA MEDICAL
SA Medical Services
The Hear
Product offerings evolved to include not only cardiac devices but also PPE, consumables, and accessories, prompting multiple office upgrades to accommodate the growing portfolio and team.
PFrom humble beginnings to a national presence, SA Medical Services has charted an extraordinary journey of vision, grit, and innovation in South Africa’s healthcare landscape. Founded in 2005 by current CEO, Sandesh Sukhlal, the company initially focused solely on supplying general surgical products to the public sector. Built on a foundation of integrity and determination, the seeds were planted for what would become one of South Africa’s most dynamic medical distribution companies. A significant turning point came in 2016, when Sandesh Sukhlal partnered with the current Managing Director Sholen Govender to pivot into the highly specialized field of interventional cardiology. The partnership fused ambition with industry insight— two young, driven individuals who sought to disrupt the status quo dominated by multinational giants. Their alliance led to a strategic collaboration with one of the leading global cardiac device manufacturers, SMT, marking SA Medical’s entry into a challenging but promising niche.
Starting operations from the Govender family home and fueled by the passion of a three-person team, the journey was not without its early struggles. With Kandice Govender joining as Commercial Director in 2018—bringing with her over 15 years of multinational marketing and financial experience—the business gained strategic leadership that helped sharpen its growth trajectory. Lifehealth Care Entabeni Hospital in Durban was one of the first major customers, and from there, the momentum grew steadily. Between 2019 and 2021, SA Medical Services experienced rapid expansion.
Double-digit growth became the norm, as the company secured Tier 1 rankings and preferred supplier status across South Africa’s leading private hospital groups—Lenmed Busamed, Life Healthcare, Mediclinic, and Netcare—while also making inroads into independent institutions.
The last three years have seen exponential growth. SA Medical Services now boasts the largest DrugEluting Stent (DES) market share within Life Healthcare and has attained formulary status and preferred supplier designations across other top hospital groups. With a professional sales force of over 30 representatives, and a SubSaharan footprint spanning more than 60 hospitals, the company operates from offices and warehouses in Gauteng and KwaZulu-Natal, supported by satellite presence in all nine provinces. Under the operational leadership of General Manager Rakesh Ramdev, the team delivers service excellence backed by decades of industry experience.
OUR GROWTH IS GUIDED BY THREE KEY PILLARS:
2. Best-in-Class
Products
3. Customer-Centric
Service
1. Education and Training – Equipping clinicians through CME programs, workshops, and simulationbased learning.
– Offering high-quality, globally sourced technologies at cost-efficient rates
– Ensuring responsive, reliable, and relationship-driven support. As we look ahead, our vision remains bold and clear: to become South Africa’s number one healthcare partner, with cardiology as the heart of our innovation. We are committed to reinvesting in education, training, and research alongside our global partners, staying at the forefront of transformative healthcare solutions.
EVOLUTIONIZING CARDIAC CARESA MEDICAL DRUG ELUTING STENT, SUPRAFLEX CRUZ BOASTS 48% MARKET SHARE IN 2024 WITHIN LIFE HEALTH CARE GROUP
Cardiovascular disease remains one of South Africa’s leading health challenges, making access to advanced treatment essential. At LIFE Hospital Group, we are proud to introduce the SupraFlex Cruz stent—a breakthrough in world-class cardiac care.
At LIFE Hospital Group, we’re not just treating heart disease we’re redefining the future of cardiac care. If you’re experiencing heart concerns, speak to your Cardiologist at a Life Healthcare facility. Together, we’re building healthier hearts, one beat at a time.
Developed by Sahajanand Medical Technologies (SMT), this ultrathin-strut, sirolimus-eluting stent is designed for precision, safety, and long-term success in patients with complex coronary artery disease. Its 60-micron struts make it one of the thinnest available, enhancing flexibility, reducing vessel injury, and promoting faster healing.
CLINICAL EVIDENCE CONFIRMS ITS SUPERIORITY:
91% endothelial coverage in just 35 days (Sibi OCT study)
Proven success in long lesions up to 48mm (Taxco study) Exceptionally low complication rates below 5% at 12 months, even in high-risk patients (TALENT & S-FLEX UK-II trials)
Allows for shorter dual antiplatelet therapy, improving safety in high-bleeding-risk cases
The SupraFlex Cruz has gained global recognition with CE Mark approval and use in countries like Australia and France. At LIFE Hospital Group, usage has grown 38% in the past year, making it our third most-utilized stent—a reflection of trust from both doctors and patients.
Whether for routine angioplasty or complex multivessel disease, the SupraFlex Cruz delivers durability, biocompatibility, and faster recovery—empowering our cardiologists to achieve the best outcomes.
WORLD’S FIRST AND ONLY NONCOMPLIANT DCB: INTRODUCING THE PROTÉGÉ
UNIQUE DRUG
APPLICATION
Application of drug within the folds using auto pipette technology
WING SEAL TECHNOLOGY
Corrugation prevents the balloon unfolding during advancement
M3i STUDY
Multiple drug release up to 3 times with the same device
PROVEN SAFETY & EFFICACY IN REAL-WORLD: PEARL REGISTRY
At 2 years Protege showed 11 7% TLR in ISR and 2 9% in De Novo Lesions which is lower compared to other DCBs in clinical registries*
At SA Medical Se outcomes by bri healthcare profe gap between cutti proud to serve as organisations nati solutions, with a s What sets us apa
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From clinical spec every member of where it matters m
A MEDICAL
PERTS BEHIND YOUR CARE
ervices, our mission is simple yet powerful: To improve patient nging world-class, innovative medical technologies closer to ssionals across South Africa. Founded with a vision to bridge the ng-edge global advancements and local clinical needs, we are trusted partners to physicians, hospitals, and healthcare onwide Our Portfolio spans a range of life-saving devices and strong focus on cardiovascular health and international therapies. rt is our people-first approach.
duct and service is a passionate team of professionals who are to supporting our clinicians and empowering better patient care cialists and product experts to our operations and support staff, the SA Medical Services team contributes to making a difference most, in the lives of patients.
Senior
Lazarus
Desian
Kallie
Life Healthcare supports the objective of the National Health Insurance (NHI) Act in terms of increasing access for all South Africans to high-quality, cost-effective healthcare. However, Life Healthcare has expressed grave concerns regarding the NHI Act and does not believe that in its current construct it will deliver on the overall objective.
It believes a more effective approach requires a significant strengthening of the public sector and healthcare personnel as well as collaboration with the private sector, leveraging the available capacity and resources to address the healthcare challenges facing SA more effectively.
Despite progress, challenges such as healthcare personnel shortages persist, necessitating ongoing efforts in both the public and private sector to train, retrain, and deploy skilled professionals across the country.
As a leading private healthcare provider in SA, Life Healthcare exemplifies this commitment to quality and innovation. With over four decades of experience, its network across SA, Botswana, and Namibia offers a comprehensive range of services.
“We are committed to not only providing excellent healthcare but also building capacity within the system,” states Wharton-Hood.
“Our investment in training and development ensures we meet the future needs of our communities.”
ELEVATING STANDARDS
Life Healthcare’s integrated strategy links its hospitals and complementary, specialised services to deliver highquality services with an emphasis on patient-centred care.
Its comprehensive offerings include acute hospital services, specialised acute rehabilitation, renal dialysis, oncology, diagnostic imaging, radiology, nuclear medicine, and mental health and health risk management.
With a legacy built on trust and innovation, the group continuously strives to meet evolving patient needs.
“Our diverse range of healthcare services is tailored to address various medical conditions using advanced, modern technology and skilled staff,” Wharton-Hood affirms.
Aligned to its strategy, Life Healthcare was the first South African hospital provider to make all quality indicators per facility public on an annual basis. With quality being one of the key strategic pillars, continually
improving the safety and quality of care is core to the group’s mission.
Life Healthcare is committed to helping patients make the best possible decisions by providing them with clear, transparent insights. The group strongly believes that reporting on quality measures not only drives it to continuously improve and uphold the highest clinical standards but also provides patients with the necessary insights to be at the centre of their care pathway decision-making process.
HOW
HAS LIFE HEALTHCARE LEVERAGED ITS FORMER EUROPEAN FOOTPRINT TO IMPROVE SERVICES AND OPERATIONS IN SA?
Peter Wharton-Hood, Chief Executive (PWH): “Divesting from Alliance Medical Group (AMG) in January 2024 and selling LMI to Lantheus has unlocked shareholder value, strengthened our finances, and enabled us to focus on local growth.
“The experience gained from AMG’s imaging and nuclear businesses has enhanced our diagnostic capabilities, enabling us to enter the radiology, nuclear medicine, and radiopharmacy markets in SA with confidence.
“Our strong balance sheet provides the foundation for strategic investments and innovations that will shape SA’s healthcare future.”
AO: In addition, how has acquiring AMG enhanced your organisation’s capabilities or market reach?
PWH: “Whilst divestment was strategic, owning AMG for several years significantly improved our nuclear medicine and diagnostic expertise.
“This experience supports our growth in imaging services and ensures we can provide critical, innovative healthcare solutions locally across multiple modalities.”
Leading importer and distributor of premium medical and surgical consumables
Playing a vital role in South Africa’s private healthcare supply chain, 4SA Medical Supplies (4SA) supports Life Healthcare Group in providing better care, better systems, and better outcomes for all. We take a deeper look into the ways in which 4SA has become a leading importer and distributor of premium medical and surgical consumables.
As a trusted A+ Vendor to Life Healthcare, 4SA is proud to play a vital role in strengthening South Africa’s private healthcare supply chain. Since our inception in 2014, 4SA has grown into a leading importer and distributor of premium medical and surgical consumables, supplying not only Life Healthcare but also three other major private hospital groups in the country. Our continued partnership with Life Healthcare stands as a benchmark for reliability, quality, and strategic alignment.
“On time, every time, seamless supply and delivery”
Our relationship with Life Healthcare has developed into more than just a supplier-client arrangement — it is a strategic alliance built on mutual respect, operational transparency, and shared values. As one of Life Healthcare’s key partners, 4SA has worked collaboratively to eliminate supply chain disruptions, consistently ensuring the availability of critical medical and surgical products across their network. Our A+ rating reflects our commitment to service excellence, rapid response capabilities,
“A benchmark for reliability, quality, and strategic alignment”
and our deep understanding of the clinical needs of modern healthcare environments.
We pride ourselves on delivering top-tier consumables, incorporated in categories such as, Infusion Devices and Accessories, Airway and Respiratory Care, Textiles and Procedure Trays, Wound Care, Surgical Face Masks, and more. All of our products are manufactured to international standards, with certifications that meet stringent safety and performance criteria. Through our exclusive distribution partnerships — including the Medi-Star, Carefree, and Handtouch brands — 4SA ensures that Life Healthcare facilities receive the highest quality products at competitive prices.
“More than products –a promise of strategic partnerships”
What sets us apart is our customerfirst approach. Our dedicated service team, comprised of knowledgeable and experienced professionals, is always available to provide support, resolve issues, and anticipate client needs. Whether managing urgent orders, advising on product selections, or assisting with clinical transitions, our team is committed to seamless service delivery. We understand that when healthcare professionals rely on us, patient outcomes are on the line.
Over the years, 4SA has built a robust national distribution network that supports daily deliveries across South Africa, along with export capabilities into Southern Africa. This infrastructure has enabled us to meet high-volume, high-frequency demand without compromising on efficiency or service quality. Our internal culture of integrity, ethics, and professionalism ensures that every client — large or small — receives the same meticulous attention.
Our partnership with Life Healthcare is not just about product supply. It’s about co-creating solutions that support Life Healthcare’s broader goals, from costeffective procurement to ensuring uninterrupted patient care. Together, we are future-focused — investing in smarter logistics, enhanced inventory planning, and digital tools that increase visibility and reduce downtime.
“Where surgical supply meets service excellence”
Looking forward, we remain committed to being a reliable and responsive partner to Life Healthcare and the broader healthcare ecosystem. As the industry continues to evolve with growing patient demands and regulatory complexities, we will continue to adapt, innovate, and deliver with excellence.
In every box delivered and every call answered, 4SA is proud to be part of Life Healthcare’s success story — contributing to better care, better systems, and better outcomes for all.
+27 11 262 0067
“Our commitment to quality is demonstrated through international certifications, transparent reporting, and innovation-driven initiatives. For instance, our investments into value-based care (VBC) models have achieved improved clinical outcomes, enhanced the patient experience, and reduced overall costs to the schemes, aligning incentives for better health,” explains Wharton-Hood.
Mental healthcare is also a critical focus, with enhanced acute mental healthcare services aimed at supporting individuals during some of their most challenging times.
In addition, Life Healthcare offers renal dialysis treatments, ensuring patients with chronic kidney disease receive compassionate and effective care.
“Our oncology services provide comprehensive cancer treatment plans, whilst our diagnostic imaging capabilities utilise the latest technology for accurate and timely
“QUALITY IS ONE OF OUR KEY STRATEGIC PILLARS, AND CONTINUALLY IMPROVING THE SAFETY AND QUALITY OF CARE IS AT THE CORE OF OUR CULTURE”
– PETER WHARTON-HOOD, CHIEF EXECUTIVE, LIFE HEALTHCARE
GROUP
results. Furthermore, the group excels in nuclear medicine, providing innovative diagnostic and therapeutic solutions,” he acclaims.
A commitment to health risk management services is equally noteworthy, encompassing occupational health and wellness programmes that not only enhance employee health but also foster safer working environments.
This holistic approach underscores Life Healthcare’s dedication to delivering exceptional medical care and support for the well-being of individuals and communities alike.
ADVANCEMENTS IN CARE
Innovation is central to Life Healthcare’s vision. Recent initiatives exemplify this, including: Nuclear medicine and advanced imaging facilities: More people are surviving cancer today than ever before, with better awareness, early detection, and improved treatments all playing a part. However, there is another, often overlooked, contributor to this progress – medical imaging. Specifically, positron emission tomography-computed tomography (PET-CT) is a
Celebrating a 25Year Partnership in Innovation and Patient Safety
ICU Medical SA (Pty) Ltd (ICU Medical) proudly reflects on a 25-year legacy of partnership, innovation, and clinical excellence in South Africa. In May 2000, ICU Medical was the first to introduce a comprehensive range of needle-free IV access systems to the South African market-led by the globally trusted Clave® device. This innovation marked a significant step forward in patient safety and infection control.
In 2006, we pioneered another breakthrough: the concept of catheter securement, with a particular focus on IV shortline securement. Life Groenkloof and Life Vincent Pallotti Hospitals were the first institutions in Southern Africa to adopt this technology. Nearly two decades later, securement remains a critical component of IV therapy and
is widely implemented across both private healthcare networks and key public hospitals throughout the country.
From the beginning, ICU Medical appointed DPR Pharmaceuticals (Pty) Ltd, trading as PRO Distributors, as its exclusive distributor in South Africa. This strategic alliance has thrived over the past 25 years. ICU Medical has led the way in clinical training, promotion, and product development, while PRO Distributors has focused on customer service excellence and financial operations. This dedicated division of responsibilities has consistently delivered outstanding clinical outcomes and exceptional customer experiences.
With the unwavering support of Life Healthcare and its dedicated clinical
and allied healthcare professionals, our partnership has contributed to PRO Distributors becoming a remarkable B-BBEE success story-reflecting true empowerment through collaboration.
ICU Medical continues to innovate, and Clave® remains the world’s leading needle-free IV access connector. This leadership aligns with our global mission and our payoff line, ‘Human Connections.’ It signifies not only our commitment to delivering worldclass clinical outcomes, but also our dedication to uplifting the people and communities we engage with. We commend Life Healthcare’s openness to new technology, and congratulate them on their newest hospital in Paarl, Western Cape.
We are honored to have contributed to your journey and look forward to continuing our shared commitment to excellence in healthcare.
ICU Medical – Human Connections. Clinical Innovation. Trusted Partnerships
From L-R: Marcel Van Zyl (Operations Director- Pro Distributors), Philip Kantor (General Manager and former Director ICU Medical SA (Pty) Ltd), Dan Masombuka (CEO-Pro Distributors),Carlo Natali (Managing Director - ICU Medical SA (Pty) Ltd.), Zanele Masombuka (Director – Pro Distributors).
powerful scan that is quietly changing outcomes – Life Healthcare is investing in two additional scanners to its current network of three, one at Life Vincent Palloti Hospital and another at Life Hilton Private Hospital.
These state-of-the-art facilities will improve diagnostic accuracy and enable earlier, more effective treatment of cancer patients.
One of the biggest challenges in treating cancer is knowing exactly where it is, how aggressive it might be, and how it is behaving. Traditional scans, like X-rays, CTs, and magnetic resonance imaging (MRI), show the structure of the body and the size and shape of tumours or abnormalities, but they can’t always help doctors to determine whether those abnormalities are cancerous or how metabolically active the cancer really is.
“That is where PET-CT makes a difference. It combines the two types of scans into one, capturing threedimensional images of the body’s biological functions to help doctors pinpoint the location of tumours or cancerous lesions, assess the extent of disease, determine whether lesions are benign or malignant, and identify any potential spread,” explains Wharton-Hood, adding that PET-CT is not used for all cancers of all patients.
“Its role depends on your specific diagnosis, the type of cancer, and how the treatment plan is structured, but for many cancers – including lymphoma, lung, breast, head and neck, colorectal, gynaecological, prostate, and melanoma – PET-CT is becoming integral in cancer care.
Radiopharmaceuticals: The installation of two cyclotrons in Gauteng to produce radiopharmaceuticals will result in a steady and reliable supply of radioisotopes used in molecular imaging and nuclear medicine. Isotypes are critical components for PET-CT and single photon emission computed tomography (SPECT)-CT scans.
The availability of locally produced radiopharmaceuticals will support the integration of advanced nuclear imaging services into cancer care.
Furthermore, this introduces the first vertically integrated molecular diagnostics service, ranging from producing isotopes to injecting and scanning patients, in Southern Africa. Through this partnership, the reliance on international access to isotypes will be reduced.
“This initiative is part of our broader strategy to enhance our oncology services and provide cutting-edge diagnostic tools for cancer care,” Wharton-Hood adds.
Cutting-edge imaging and surgical technology: A new interoperative MRI (iMRI) theatre – one of only 500 in the world and the only purpose-built iMRI in SA – is available at Life Groenkloof Hospital.
LIFE HEALTHCAREIN NUMBERS
• 8,308 registered beds.
• 297 surgical theatres.
• 39 emergency units.
• 16 catheterisation laboratories.
• Seven dedicated acute rehabilitation units.
• Nine dedicated acute mental health facilities.
• 71 renal dialysis units offering 1,012 renal stations.
• 10 imaging facilities.
• Three nuclear medicine facilities, including PET-CT and SPECT-CT.
• Five oncology units.
• Three Novalis Tx/Varian TrueBeam radiotherapy units and one Ethos AI adaptive radiotherapy (ART) system through Life Oncology, which has five facilities.
This purpose-built neurosurgery theatre is fully integrated with the most sophisticated neuroimaging MRI. The MRI scanner can be moved into the operating room, or the patient can be moved to the MRI room, allowing for real-time imaging without compromising the sterile environment.
“Having the MRI machine in theatre means that the images help the surgeon in real-time to see exactly where the tumour is and how much of it has been removed. If parts of the tumour remain, we then continue the resection, repeating until completed,” explains Wharton-Hood.
“This is a huge step forward for complex neurosurgery, allowing our surgeons to tackle more complex cranial and spinal procedures with increased confidence, resulting in better clinical outcomes by reducing the likelihood of repeat surgeries and minimising the risk of complications.”
Artificial intelligence (AI)-driven radiotherapy: The AI-driven Ethos radiotherapy system at Life Vincent Palloti Hospital enables daily adaptive treatments, minimising side effects and improving cancer care outcomes.
“This innovative system allows treatment plans to adapt to patients’ daily anatomical changes in real time, ensuring the precise targeting of tumours whilst minimising radiation exposure to healthy tissues. Unlike traditional methods that require time-consuming rescanning and replanning over two days, the Ethos system completes the process within 20 to 30 minutes, enhancing the efficiency and accuracy of radiotherapy treatments,” WhartonHood informs us.
By personalising radiation treatments according to the unique anatomy of each patient on the day of their procedure, the Ethos system significantly enhances patient outcomes. This means less visits to the hospital, improving the overall patient experience.
“With a focus on individualised care, it empowers healthcare providers to deliver more effective and compassionate radiation therapy tailored to the specific needs of every patient,” Wharton-Hood says.
The Ethos radiotherapy system at Life Vincent Pallotti Hospital is already being used to treat patients with cervical, rectum, lung, and prostate cancer. In time, other cancers are hoped to be included in the treatment programme.
Robotic surgery: The Da Vinci Xi system, recently upgraded at Life St George’s Hospital, allows minimally invasive procedures across multiple disciplines, enhancing accuracy, reducing trauma, and shortening recovery times.
The system translates a surgeon’s hand movements in real time, ensuring unmatched accuracy. Its robotic-assisted instruments bend and rotate beyond human capability, enabling intricate procedures through tiny incisions.
High-definition, 3D magnified imaging provides unparalleled clarity, allowing for meticulous surgical execution.
“Through this technology, we are elevating our dedication to patientcentred care and promoting the best clinical outcomes in a number of surgical disciplines, including urology,
gynaecology, general surgery (for procedures such as hernia repair), colorectal, thoracic, cardiac, and head and neck surgeries,” Wharton-Hood shares.
Similarly, orthopaedic surgeons at Life Hilton Private Hospital and Life Wilgeheuwel Hospital are utilising the Robotic Surgical Assistant (ROSA) system designed for performing knee and hip replacements, providing better joint longevity.
“Our investment in these cuttingedge technologies demonstrates our commitment to leading healthcare innovation,” states Wharton-Hood.
“By adopting the latest advancements, we are not only improving patient outcomes but also setting new standards in healthcare delivery in SA.”
This suite of innovations exemplifies Life Healthcare’s dedication to leveraging technology to improve patient outcomes and operational efficiencies.
NAVIGATING HEALTH HURDLES
Despite notable achievements, the private healthcare sector faces ongoing challenges:
• Challenging economic conditions – rising costs and unemployment.
• Stagnant medical insurance market.
• Workforce shortages – particularly nurses and doctors.
• Hospital management complexities.
• Insured market provider consolidation trends.
“Addressing these hurdles requires a proactive and collaborative approach,” says Wharton-Hood.
“Our strategy focuses on three core elements – growing, driving, and optimising our business – to ensure it is best positioned for sustainable shareholder returns and growth in market share.”
Growth initiatives focus on expanding facilities via greenfield and brownfield projects, strategic acquisitions, and new service lines.
The upcoming development of a new hospital in Paarl exemplifies this, promising to bolster local access and stimulate community employment.
We deliver healthcare.
United Pharmaceutical Distributors (UPD) is a division of New Clicks South Africa Pty Ltd which is part of Clicks Group Limited, a proudly Top 20 JSE listed company. UPD has been delivering healthcare for the past 40 years as a wholesaler and distributor of pharmaceuticals, front shop products, and medical devices to the South African market. Headquartered in Gauteng, South Africa, UPD operates out of six distribution centres across the country.
UPD is a values-led business and seeks to live our values of passion for our customers, integrity, honesty, openness, being disciplined in our approach, mutual respect, and delivering on our goals.
These core values and alignment thereto of our 1,500 full-time and part-time employees contribute to UPD being the leading pharmaceutical wholesaler in the South African market.
UPD is committed to delivering on its transformation agenda and continuously implements projects and programmes to achieve these goals as this reflects our aspiration to be a responsible corporate citizen and steward of our planet for future generations.
Sustainability is integrated into our strategic and operational planning processes; to ensure internal alignment, our short-term and long-term incentives are linked to ESG metrics.
In support of our sustainability agenda, UPD introduced South Africa’s first fleet of zeroemission, pharma-compliant electric vehicles (EVs) with solar-powered refrigeration. The fleet of 42 EVs features an industry-first refrigerated cargo box powered entirely by solar energy.
Locally fitted and made from lightweight composite structural PVC, the innovative refrigeration boxes are 50% (200 kilogrammes) lighter than standard models, making them a truly green solution.
These vehicles are owned by UPD drivers under an owner-driver scheme supporting the sustainable growth of independent drivers. Furthermore, 27% of the EVs are owned by Black female entrepreneurs, driving both transformation and sustainability in the logistics sector.
Additionally, UPD has invested in reusable packaging incorporating the use of recycled plastic totes and new multi-use cold chain delivery solutions.
Business continuity is integral to our customer service offering and include energy back up generation across all distribution centres as well as off-grid capabilities through solar power generation. We continue to invest in technology and have upgraded our IT systems to create worldclass infrastructure in both our enterprise resource and warehouse management systems.
These initiatives reflect UPD’s commitment to reducing our environmental impact, empowering small businesses, and building a healthier, more sustainable future.
team and staff, we wish Life Healthcare Group
“The Life Paarl Valley Hospital project is testament to our long-term commitment to community health,” Wharton-Hood asserts.
“It will create jobs, improve healthcare access, and contribute to local economic growth.”
STRENGTH IN UNITING FORCES
As SA’s healthcare landscape evolves, collaboration becomes more crucial.
“We must continue to strengthen partnerships with government and other stakeholders to improve healthcare accessibility and affordability,” urges Wharton-Hood.
“Closer cooperation between public and private sectors is vital to overcoming challenges and improving service delivery. Our Life Nkanyisa initiatives exemplify this, providing healthcare to the most vulnerable public patients on behalf of the government.”
Strategic alliances and communityfocused programmes amplify impact. Corporate social investment (CSI) is
“WE ENSURE THAT PATIENTS RECEIVE QUALITY HEALTHCARE TAILORED TO THEIR INDIVIDUAL NEEDS THROUGH IMPROVED CLINICAL AND QUALITY OUTCOMES, EFFICIENCY, AND AN OUTSTANDING PATIENT EXPERIENCE”
– PETER WHARTON-HOOD, CHIEF EXECUTIVE, LIFE HEALTHCARE GROUP
an integral part of Life Healthcare’s ethos, reflecting its commitment of being closely involved with the communities it serves.
“We are dedicated to social upliftment, and our CSI initiatives embody our purpose of making life better,” he adds.
As a leading player in the delivery of healthcare, the group is uniquely positioned to enhance health outcomes across Southern Africa and empower communities to take ownership of their health on both individual and collective levels.
Strategically significant programmes are managed at the national level, whilst other CSI initiatives are driven by local needs.
The group’s three primary focus areas are healthcare access, education and training, and community upliftment.
“Our partnership with the South African National Council for the Blind (SANCB), spanning two decades, delivers mobile eye care to rural and peri-urban areas, significantly improving access for underserved populations,” notes Wharton-Hood.
Life Healthcare’s support since
Advancing science for more meaningful innovation
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Bidvest Steiner
In healthcare, hygiene isn’t optional — it’s essential.
At Bidvest Steiner, we understand the critical role cleanliness plays in protecting patients, staff, and visitors across Africa’s hospitals, clinics, and healthcare facilities.
With over 60 years of experience and national reach, our hygiene solutions are designed to meet the highest industry standards — and exceed expectations.
From state-of-the-art sanitary disposal units, air care, and hand hygiene systems, to targeted pest control and deep cleaning services, Bidvest Steiner delivers tailored hygiene programmes that ensure peace of mind and regulatory compliance.
From hospitals and clinics to aged care facilities, Bidvest Steiner is trusted to maintain environments where hygiene saves lives.
2006 has enabled 79,000 screened patients to date through four mobile eye clinics fitted with mobile ophthalmic equipment.
The mobile screening provides essential eye examinations where glasses are also provided with referrals made for further treatment. The programme has seen 24,000 cataract surgeries undertaken with provincial hospitals in rural and periurban areas.
Since 2018, Life Healthcare has been the sole sponsor of SANCB’s Optima College, which provides vocational and life skills training for visually impaired students and trains 120 students annually in a one-year Sector Education and Training Authority (SETA)-accredited programme.
The curriculum includes essential topics such as computer skills, contact centre support, business administration services, and braille literacy. Additionally, over 250 students have benefitted from various
short courses offered by the college.
To enhance the learning experience, computer laboratories have been established in seven training centres, equipped with adaptive software, printers, and internet connectivity.
More recently, collaborations with Operation Smile and PinkDrive exemplify the group’s commitment to indigent populations.
Lives are being transformed through Operation Smile’s surgical procedures for children with cleft lips and palates; Life Healthcare’s recent support goes far beyond financial assistance for these children.
“Our sponsorship is an investment in the future of these children. It means once they’ve recovered and healed from their surgery, they will no longer be bullied, teased, or outcast in their communities because of their cleft deformity,” says Wharton-Hood.
In partnership with PinkDrive, SA’s best-known mobile cancer screening not-for-profit company, Life Healthcare has supported mobile
screening and education tours to rural and peri-urban areas.
These tours provide mammography, cervical pap smears, and prostate-specific antigen (PSA) screening and tests to disadvantaged state patients and their communities by using mobile mammography trucks.
This enables PinkDrive to significantly enhance public health, ensuring more people benefit from early detection.
In addition to this ongoing support, Life Healthcare has just renewed its commitment to PinkDrive to deliver critical mammography services at Dr George Mukhari Academic Hospital in support of the Gauteng Department of Health.
“Investing in healthcare infrastructure and technology remains critical to meet increasing demand,” he adds.
“Our VBC models have proven effective in improving outcomes and reducing costs.”
Your local link to global innovation.
More than just a supplier, Cardiac Output is a trusted clinical partner delivering fast, transparent and clinically focused distribution to the South African healthcare industry for over 35 years.
Cardiac Output connects South African clinicians with worldleading cardiovascular and surgical technologies, ensuring every procedure is supported by reliable devices and expert service.
Our dedicated team offers rapid delivery, clinical insights, and transparent pricing to support hospitals, specialists, and procurement departments throughout the country. For over 35 years, our mission has been clear: to provide trusted solutions that save lives and improve patient outcomes.
As a proud subsidiary of the group, Life Nkanyisa has been a cornerstone of healthcare service delivery to the public sector for over 50 years.
The name Nkanyisa, which translates to ‘bringer of light’, reflects the organisation’s commitment to illuminating the path to wellness for those it serves. Life Nkanyisa’s core values are quality, compassion, dignity, and respect, with a focus on enhancing quality of life and community regeneration.
For the most vulnerable members of society, clinical treatment and care that focuses on recovery and rehabilitation can mitigate the effects of institutionalisation, enabling patients to lead fulfilling lives with enhanced competencies and skills and enjoy increased developmental support.
The business operates across four provinces – Eastern
VBC emphasises the importance of collaboration, communication, and coordination amongst healthcare professionals to ensure patients receive comprehensive and personalised care that meets their specific needs.
This approach recognises that healthcare is a complex system and that addressing patients’ physical, mental, and social needs holistically leads to better outcomes and overall well-being.
In the current private healthcare system, doctors and hospitals are mostly reimbursed for the volume of patients they see or procedures they do.
VBC shifts the focus from volume of services to quality and value, encouraging healthcare providers to prioritise preventative care, early interventions, and evidence-based practices.
“Through the success of our integrated renal care programme piloted in 2022, we were pleased to have negotiated our first renal VBC contract with leading medical schemes (health insurance funders),” Wharton-Hood tells us.
Cape, Gauteng, Limpopo, and Mpumalanga – with 2,308 registered beds through a network of seven facilities.
With a strong emphasis on patient-centred, compassionate care, Life Nkanyisa strives to ensure the highest standards of healthcare excellence. Its comprehensive offerings include frail care, intermediate care, primary healthcare, children’s and chronic mental health, and dedicated substance abuse recovery services, catering to the unique needs of its diverse patient population.
Additionally, as a trusted third-party primary healthcare provider for the Department of Correctional Services, Life Nkanyisa plays a vital role in promoting health and wellbeing within a correctional facility.
Through its unwavering dedication, Life Nkanyisa remains a beacon of hope and healing in the community.
The contract promotes improved patient outcomes and shared value whilst providing the patient with the financial structure for the holistic care that they require.
Additionally, the programme focuses on giving patients with chronic kidney disease a better understanding of their condition and their treatment, ensuring they do not feel alone on their renal dialysis journey.
This has resulted in better management of chronic renal conditions, reduced hospital admissions, and improved overall health outcomes.
“Value is created through the enhancement of the patient experience and improvement of quality of care and patient outcomes,” insights Wharton-Hood.
Looking ahead, Life Healthcare is committed to evaluating future
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17 Intersite Avenue, Umgeni Business Park, Durban, 4051 031 072 0002 www.uniprint.co.za
johnathan.moonsamy@uniprint.co.za
THE POWER OF THREE
The Life Healthcare strategy – grow, drive, and optimise – has cemented its leadership.
• Leading acute hospital network provider in SA.
• Leading renal dialysis provider through the acquisition of Fresenius Medical Care renal dialysis clinics in Southern Africa.
• Leading private mental healthcare provider in SA.
• Leader in oncology, radiology, nuclear medicine, and radiopharmacy.
• Growth in radiology and nuclear medicine driven by acquisitions.
• First to invest in radiopharmacy cyclotron commercial production, launching in 2025.
investments aligned with industry trends – such as AI, diagnostics, and nuclear medicine – aimed at enhancing patient care and operational efficiency.
“Increased adoption of preventative measures, early detection, and integrated care models will shape the future, where hospitals, clinics, and diagnostic units work seamlessly together to provide comprehensive care,” he predicts.
“Our focus remains on innovative, inclusive solutions that make quality healthcare accessible to more individuals.”
POSITIVELY IMPACTING COMMUNITIES
This collaborative approach not only stimulates economic growth but also reinforces Life Healthcare’s commitment to Broad-Based Black Economic Empowerment (B-BBEE), fostering equitable participation across its sectors.
“When examining our investment in nuclear medicine, our joint venture with AXIM Group, namely Axim Life Isotopes, enhances local radiopharmacy capabilities whilst reducing reliance on imports,” Wharton-Hood explains.
Further expanding its footprint, Life Healthcare is building a 140-bed hospital, reflecting strong financial health and community commitment.
The upcoming Life Paarl Valley Hospital, opening in 2027, promises to be a catalyst for revitalisation, offering modern facilities and community amenities.
As the second private acute hospital in the Paarl region and the only facility offering specialised cardiac services, it is poised to attract patients from the larger Boland area.
It will offer a comprehensive range of specialist services, including a cardiac catheterisation laboratory, cardiothoracic unit, intensive care unit (ICU), paediatric ICU, and neonatal facilities, amongst other specialist services and a 24-hour emergency unit.
An estimated 60 specialist doctors and allied professionals will be provided practice opportunities at the hospital. Furthermore, employment of nursing and support services staff will contribute to a total employment impact of approximately 360 jobs. The facility is being designed with future expansion in mind to accommodate growing healthcare needs.
Throughout its journey of growth and innovation, Life Healthcare has exemplified resilience.
“Our recent divestments, including the sale of AMG and Life Molecular Imaging (LMI), have unlocked significant shareholder value and strengthened our financial position,” Wharton-Hood notes.
“Our disposal of AMG in 2024 for ZAR21 billion received the Dealmakers Deal of the Year Award, recognising an almost two-year effort in structuring and executing a transaction that took almost 19 months and spanned circa 21 international jurisdictions.”
Life Healthcare’s disposal of LMI only a year later for upfront and potential earn-outs of ZAR13.5 billion was also a significant milestone.
“Navigating challenges whilst delivering growth energises us to continually improve. Our vision is clear – making life better for all through excellence, innovation, and collaboration,” Wharton-Hood outlines earnestly.
Life Healthcare stands at the forefront of transforming healthcare delivery in Southern Africa through its commitment to quality, patientcentred care, and innovative approaches by addressing disparities in access and emphasising a culture of continuous improvement.
The group is not only enhancing the lives of individuals but also advocating for a more equitable healthcare landscape.
As the private healthcare sector continues to navigate its challenges, Life Healthcare’s strategic focus on VBC and collaboration will pave the way for sustainable healthcare solutions that benefit all members of the community.
Ultimately, the future of healthcare in the region depends on organisations such as Life Healthcare that prioritise excellence and inclusivity in their mission to deliver exceptional medical services.
“Central to our current and ongoing success into the future is the resilience, dedication, and unwavering support of our employees and nurses, as well as our partnership with doctors and other healthcare professionals who continue to show unlimited loyalty and trust in Life Healthcare. Trust is essential to our success, and we are dedicated to upholding it through our purpose of making life better,” concludes Wharton-Hood. Tel: +27 11 219 9000
CUSTODIAN OF HEALTH RESEARCH
The South African Medical Research Council is dedicated to improving the health of South Africans through research, innovation, capacity development, and technology transfer. Ntobeko Ntusi, President and CEO, outlines the organisation’s research on South Africa’s quadruple burden of disease and assesses the impact of the US funding withdrawal
Writer: Jack Salter | Project Manager: Harry Thurlow
More than 30 years after a peaceful transition from apartheid to democracy, South Africa (SA) has complex and dysfunctional two-tiered healthcare.
Despite serving 84 percent of the population, the public healthcare system in SA is chronically understaffed, with more than 70 percent of doctors employed in the private healthcare system.
Inadequate public healthcare funding has also resulted in a complex mix of health challenges, alongside a fragmented health system with poor management, low staff morale, and sometimes a lack of essential resources like medicines and functional equipment.
“Daily, health practitioners face moral dilemmas – staff shortages, a lack of life-saving medications,
unavailability of functional diagnostic equipment, and other resource allocation decisions,” insights Ntobeko Ntusi, President and CEO of the South African Medical Research Council (SAMRC).
Furthermore, SA’s healthcare system is contending with several colliding epidemics – HIV and tuberculosis (TB); cardiovascular disease, mental health, and other non-communicable diseases; substance abuse and violence; and an unacceptably high mortality caused by maternal, neonatal, and childhood disease.
Of the country’s population of 65 million, more than 12 percent are infected with HIV. Consequently, SA has the world’s largest antiretroviral therapy programme, subsidised by the government and provided free of charge.
This high HIV prevalence drives the TB burden; in the last 15 years, HIV infection has been associated with significant improvement in treatment outcomes. As a result of the HIV epidemic, life expectancy has not changed much over the past 35 years. Since 2012, cardiovascular disease
has been the leading cause of mortality in SA. Therefore, whilst maintaining the important gains in dealing with endemic infectious diseases like HIV and TB, it is critical that the country invests with urgency to curb the rising tide of noncommunicable diseases. Additionally, healthcare in SA has
numerous unique challenges, including a very high burden of multimorbidity and growing health disparities reflecting high levels of poverty, inequality, and unemployment.
“In SA, more than in most other contexts, medicine is practiced at a unique intersection of excellence
and inequity. We’re home to some of the most sophisticated academic hospitals on the continent and in the world but, at the same time, have deeply underserved rural, urban, and peri-urban communities where resources are stretched and access is limited,” Ntusi weighs up.
QUADRUPLE BURDEN OF DISEASE
A public entity of the SA government, SAMRC was established through statute in 1969 with a vision of improving the health of South Africans through research, innovation, capacity development, and technology transfer.
With a complement of around 800 personnel distributed over four campuses in Cape Town, Pretoria, Durban, and Johannesburg, SAMRC’s mission is to advance health and quality of life and address inequity by conducting and funding relevant and responsive health research, capacity development, innovation, and research translation.
“These activities are underpinned by our values of pioneering, partnering, excellence, respect, integrity and citizenship,” outlines Ntusi.
The scope of research conducted and funded by SAMRC includes discovery science, basic and translational research, clinical trials, epidemiology, and population and implementation research.
Increasingly, the organisation supports social and behavioural sciences as they pertain to human health and behaviour.
“Our priority areas of research focus include SA’s quadruple burden of disease – maternal, newborn, and child health, HIV/AIDS and TB, noncommunicable diseases, and interpersonal violence,” Ntusi notes.
“In addition, we support scholarship on climate change and health, digital health and artificial intelligence (AI), antimicrobial resistance, and pandemic preparedness.”
SAMRC has a strong interest in health systems and producing evidence to inform the planning and implementation of universal health coverage in SA.
In a major milestone for the country, SAMRC was instrumental in supporting the recent award of a substantial
grant for the implementation of research and health services related to lenacapavir for HIV prevention.
“Ultimately, our work is to acquire evidence-based information to inform health policy and improve the quality and health status of people in SA,” he adds.
VACCINE DEVELOPMENT AND SOVEREIGNTY
SAMRC leads many areas of scientific development in SA, where vaccine development and sovereignty have been identified as key priorities.
The World Health Organisation (WHO) recently established three African vaccine hubs in SA, Senegal, and Kenya.
HOW IMPORTANT ARE YOUR STAFF TO MEDICAL RESEARCH IN SA?
Ntobeko Ntusi, President and CEO: “Our staff are our most valuable resource. We take a very holistic approach to how we support a culture of inclusion, respect, and equity within the SAMRC community.
“We continually strive to ensure our employees find their experience within our organisation to be transformational, allowing them to thrive to be able to reach their personal and professional goals.
“Our strategies embed diversity, equity, and inclusion (DEI) into all business operations, using employee-centric methods like feedback loops and listening tours, systemic interventions to remove bias from policies and practices, and educational initiatives such as training and clear communication about the business case for DEI.
SAMRC, together with the National Department of Health, is the implementing agent for the South African hub.
In addition, the WHO, together with the Medicines Patent Pool, has established an mRNA technology transfer platform to ensure a sustainable source of mRNA vaccine, biologic, and therapeutic platforms, with a hub in SA and nodes in 14 other countries.
“The implementation of the work of the hub in SA is led by SAMRC in partnership with Afrigen and Biovac,” Ntusi highlights.
“Through the German Development Bank (KfW), the European Commission is supporting the
“SAMRC’s approach to employee well-being is supported by leadership commitment, data collection on workforce diversity, and partnerships with external organisations. In addition, we consistently collect and analyse data to better understand our workforce, track diversity over time, and measure the effectiveness of initiatives.
“We proactively work to identify and remove bias from systems, norms, and practices that may contribute to inequality. We recognise that different individuals and groups may need different types of support to have equitable opportunities; therefore, we provide targeted programmes, such as mentoring for underrepresented groups, to address systemic barriers.”
upgrade of infrastructure for vaccine development and manufacture in SA, with SAMRC as the implementing agency for this important project.”
SAMRC has also been involved in helping the country bolster its efforts in pandemic preparedness and prevention.
The council was recently awarded large grants from the WHO and the Global Fund to support these activities across the entire spectrum of pandemic preparedness activity,
in collaboration with many national platforms.
“Since the COVID-19 pandemic, we perform weekly wastewater surveillance throughout SA and can detect microbe, pathogen, and drug levels. We can also detect new infectious disease outbreaks early,” shares Ntusi.
FUNDING RESEARCH
Dedicated to coordinating and funding health research across the
“OUR PRIORITY AREAS OF RESEARCH FOCUS INCLUDE SA’S QUADRUPLE BURDEN OF DISEASE – MATERNAL, NEWBORN, AND CHILD HEALTH, HIV/AIDS AND TB, NONCOMMUNICABLE DISEASES, AND INTERPERSONAL VIOLENCE”
– NTOBEKO NTUSI, PRESIDENT AND CEO, SOUTH AFRICAN MEDICAL RESEARCH COUNCIL
country, SAMRC has 10 intramural research units.
These units conduct research in every corner of SA on the burden of disease, environment and health, gender and health, noncommunicable diseases, health systems, mental health, alcohol and substance abuse, evidence synthesis, tuberculosis, HIV and other infectious diseases, and biostatistics and nutrition.
SAMRC also has enabling platforms that serve as national core facilities for molecular biology, genomics, animal, and malaria research.
“We support the responsible conduct of research through our research ethics office and research integrity office,” Ntusi tells us.
The council funds research in all South African universities and pays particular attention to supporting historically disadvantaged institutions.
Moreover, SAMRC funds research within its sister science councils as well as in independent research institutions distributed throughout the country.
“In addition, we have about 30 extramural research units or centres of research excellence based at South African universities in seven of the nine provinces in the country,” states Ntusi.
Through co-funding agreements like the European and Developing Countries Clinical Trials Partnership (EDCTP) and the Grand Challenges programme, we are continually looking to expand the reach of our scientific support beyond our borders to the rest of the African region.”
US FUNDING WITHDRAWAL
For decades, SA has been the largest foreign recipient of US federal funding from the National Institutes of Health (NIH).
Similarly, the country has also been one of the largest recipients of overseas development assistance through agencies such as the US President’s Emergency Plan for AIDS Relief (PEPFAR), the US Agency for International Development (USAID), and the Center for Disease Control and Prevention (CDC) – all which have underpinned vital health research initiatives.
Withdrawal of US federal support for research in SA threatens not only the continuity of research but also
the national capacity to address emerging health challenges.
“The recent announcement of a pause to NIH funding to subawards outside the US represents a direct threat to global research and innovation in medical research,” Ntusi warns.
As Africa’s leading researchintensive country, SA has led the development of innovations in HIV, TB, and other infectious diseases that impact infants and children.
In addition, the country has made fundamental contributions to discovery and non-communicable diseases research, with the evidence garnered impacting clinical care and people management the world over.
Thermo Fisher Scientific’s Centre for Advanced Training and Innovative Research (CATIR) opening, 16th July 2025 Gates Foundation visit, 31 March 2025
“IN SA, MORE THAN IN MOST OTHER CONTEXTS, MEDICINE IS PRACTICED AT A UNIQUE INTERSECTION OF EXCELLENCE AND INEQUITY. WE’RE HOME TO SOME OF THE MOST SOPHISTICATED ACADEMIC HOSPITALS ON THE CONTINENT AND IN THE WORLD BUT, AT THE SAME TIME, HAVE DEEPLY UNDERSERVED RURAL, URBAN, AND PERIURBAN COMMUNITIES WHERE RESOURCES ARE STRETCHED AND ACCESS IS LIMITED”
– NTOBEKO NTUSI, PRESIDENT AND CEO, SOUTH AFRICAN MEDICAL
RESEARCH COUNCIL
“Over many years, South African clinical research scientists have contributed immensely to the improvement of health outcomes of infants and people living with HIV, TB, and non-communicable diseases, changing global clinical guidance,” affirms Ntusi.
“South African science has changed global policy, guidelines, and management, and has improved the health outcomes for the most challenging public health challenges of this century.”
NIH has funded 814 direct awards and 450 subawards to South African investigators, in addition to collaborative research through network funding of the HIV Vaccine Trials Network (HVTN), AIDS Clinical Trials Group (ACTG), International Maternal Pediatric Adolescent AIDS Clinical Trials (IMPAACT), and HIV Prevention Trials Network (HPTN) to a conservative value of USD$120 million per annum for the last 10 years.
“There has been a logarithmic increase in funding since 2005 as SA has become an integral country contributing to Phase 3 prevention and treatment trials, including pivotal COVID-19 vaccine trials,” Ntusi informs us.
IMMEDIATE RESPONSE
As the custodian of health research in SA, SAMRC responded immediately to the US funding withdrawal by using its convening power to bring all research-active institutions together to ensure a coordinated national response, as well as conducting a landscape survey to understand the number of grants, staff, researchers, and students who would be affected.
SAMRC also led the fundraising efforts to provide emergency support for the national health research ecosystem from the SA government and key partners like the Gates Foundation and Wellcome Trust.
In the short term, SAMRC had five key priorities, namely the need to:
1. Provide the much-needed support to established research groups working in national priority areas to enable them to pivot to other sources of funding.
2. Support early- and mid-career scientists who have greater exposure and vulnerability from these funding withdrawals.
3. Maintain key research and clinical trials infrastructure.
4. Enable postgraduate student and postdoctoral fellows to complete their research training, which has been disrupted by the termination of research grants.
5. Support research groups undertaking interventional studies to terminate these ethically and provide resources for the follow-up of study participants.
“In the past few weeks, we have disbursed nearly ZAR400 million
IMPACT OF US FUNDING WITHDRAWAL ON SA
CLINICAL RESEARCH DISRUPTION – SA is a large recipient of NIH competitive funding, primarily in the fields of HIV/AIDS, TB, and other infectious and noninfectious diseases research. A reduction in funding not only disrupts medical research but also jeopardises the established role of SA in contributing to improving global life expectancy.
HUMAN DEVELOPMENT AND DRIVING A KNOWLEDGE ECONOMY – In SA, NIH funding directly sustains more than 2,000 academic and research support staff, however the termination of these grants is leading to widespread retrenchments, putting jobs at immediate risk. Research infrastructure, including internationally recognised technical and specialised expertise built over the last four decades, will also be lost.
NATIONAL RESEARCH AND DEVELOPMENT SETBACKS – The loss of funding will severely impact SA’s ability to conduct groundbreaking health research, particularly in fields critical to national health priorities. This will create a research vacuum, reducing innovation output and discouraging the next generation of South African scientists.
RECEDING TRUST IN SCIENCE – Clinical and scientific research on humans is predicated on the goodwill of members of society who volunteer their time and gift their clinical information and biomedical specimens to enable research conduct. Such a rapid and harmful stop to research, particularly interventional studies, is likely to harm the reputation of science and result in a caricature of the scientific endeavour as exploitative and untrustworthy.
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Our Accreditations and Governing bodies
to about 80 research groups that were adversely affected by these withdrawals,” acclaims Ntusi.
SAMRC’S EIGHT ACTIVITY PILLARS
• Fund research
• Conduct research
• Invest in research capacity enhancement and human resource development
• Manage and administer research
• Support health innovation
• Communicate science
• Advise government
• Build partnership
THREE KEY PRIORITIES
Given the withdrawal of US funding, SAMRC’s first priority for the coming year is to diversity its sources of funding by ensuring the South African government understands the value proposition of health research being fundamental to human capacity development and economic growth.
“The investment from our government is key to enable support from others. Aligned to this, I am in the process of establishing an SAMRC Foundation, with the goal of building a large endowment to support health research in subSaharan Africa,” Ntusi reveals.
SAMRC’s second priority is to continue to think deeply about the culture of the organisation and strive for continuous improvement through defining its core values, prioritising leadership that models desired behaviours, and actively
listening to employee feedback to understand needs and drive action.
To achieve these, the organisation needs to consistently prioritise employee well-being, embrace DEI, and ensure open and effective communication and partnerships.
“Finally, we need to be constantly thinking about how we can dismantle existing asymmetries in global health and use science and our scholarship to contribute to building a more equitable society,” concludes Ntusi.
FG Gold is on a mission to develop Sierra Leone’s premier gold mine, delivering sustainable growth for all stakeholders, employees, and communities. Nicola Asgill, Head of Corporate Development, Sustainability, and Investor Relations, tells us more
Writer: Lily Sawyer | Project Manager: Thomas Arnold
As it finds itself in a period of renaissance, Sierra Leone’s mining sector is going from strength to strength.
FG Gold’s Baomahun Gold Project (Baomahun) is a prime example of this resurgence. Set to become Sierra Leone’s premier large-scale commercial gold mine, Baomahun symbolises a series of unprecedented achievements for the country.
FG Gold has been a hallmark of collaboration between a collective of
first-rate African institutions – Africa Finance Corporation (AFC), African Export-Import Bank (Afreximbank), and Fundo Soberano de Angola (FSDEA).
Representing AFC’s first mining investment in Sierra Leone and FSDEA’s first investment in the country, FG Gold signifies a vote of confidence in Sierra Leone’s mining and economic potential.
In addition, FG Gold has partnered with global leading firms such as
Lycopodium, Knight Piésold, and CrossBoundary Energy to ensure Baomahun is developed into a worldclass asset.
Baomahun is the inaugural project in Sierra Leone for top-ranked engineering firm Lycopodium as FG Gold’s engineering, procurement, and construction management (EPCM) contractor.
As the company approaches first gold pour, it is making great and steady strides in construction and development.
Process plant development is progressing steadily – the on-site quarry, concrete batching plant, and aggregate crushing plant have been instrumental in the concrete works for the carbon-in-leach (CIL) ring beams and ongoing civil works for the ball and semi-autogenous grinding (SAG) mills area, and ground works on the thickener area.
The construction of the new
modern camp, complete with facilities such as offices, a medical bay, gym, laundry, and water treatment plant, is nearing completion and works on an administration block are also far advanced.
In addition, the Tailings Storage Facility site has been cleared, with work progressing on the access road and decant return trench, whilst areas for a solar farm, power plant, and emulsion plant have been cleared ahead of construction and development activities.
One of the largest gold mines currently under development on the African continent, Baomahun will be a top-tier asset and the leading gold mine in Sierra Leone upon completion.
“With current trends in the gold market, Baomahun will put Sierra Leone on the map as a gold producer and
strengthen the country’s position economically,” opens Nicola Asgill, Head of Corporate Development, Sustainability, and Investor Relations for FG Gold.
Indeed, this project is a testament to what can be achieved through strong partnerships and collaboration within the mining ecosystem, particularly with the Government of Sierra Leone (GoSL).
AN EVOLVING INDUSTRY
Beyond FG Gold, the nation has seen a resurgence in other mining commodities such as iron ore, with Marampa Mines Limited and Leone Rock Metal Group continuing to thrive.
“Another key highlight the re-emergence of Sierra Rutile as a Leonean-owned company
continuing its 50+ year legacy,” Asgill adds.
These all represent a muchwelcomed boom in the country’s mining sector following a tumultuous period consisting of commodity price crashes, outbreak of Ebola virus disease, and the COVID-19 pandemic.
In addition, the government’s continued focus on creating an
enabling regulatory framework is intended to drive further investment in the sector.
GoSL’s completion of the Nationwide Airborne Geophysical Survey (NAGS) produced crucial technical information, creating a high-resolution map of Sierra Leone’s geology and mineral resources using magnetic and radiometric data.
“WE BELIEVE THE BENEFITS AND OUTCOMES OF BAOMAHUN SHOULD BE MAXIMISED FOR SIERRA LEONEANS AND WE CONTINUE TO STRIVE TOWARDS THE GOAL OF HAVING A 100 PERCENT SIERRA LEONEAN WORKFORCE”
– NICOLA ASGILL, HEAD OF CORPORATE DEVELOPMENT, SUSTAINABILITY, AND INVESTOR RELATIONS, FG GOLD
Transforming Mining Operations and Driving Sustainable Growth
As your trusted partner in drilling, blasting, and explosives management, we at Roy Global Limited are here to do more than provide services – we build solutions that empower industries
If you’re looking to power your next project with Sierra Leone’s most trusted leader in mining services and operations, Roy Global Limited (RGL) is the company for you.
At RGL, we are actively redefining mining operations with solutions that combine innovation and reliability. From precision drilling and blasting to comprehensive explosives management, our expertise drives operational excellence in the country’s crucial mining sector.
Founded in 2011, we have evolved from a transport and logistics provider to an industryleading company and trusted partner to major players within mining. Our flagship projects in Tonkolili and Marampa serve as a testament to our commitment to excellence and long-term sustainability. With our mission to revolutionise
mining services through precision, safety, and innovative solutions that exceed expectations, RGL is proud to make a difference and provide world-class offerings to our clients.
Our vision is to be the benchmark for excellence in mining services across West Africa, delivering sustainable growth for stakeholders and communities. RGL achieves this through the hard work and continuous dedication of our various offices in Tonkolili, Kingho Mining Company (KMC), Lunsar, Marampa Mines (MML), Port Loko, CTC Mining, Quarries, Pavi Fort, and Bo/Mile 38, Solar Nitro/ FGG.
All these locations work to deliver value by combining innovation, safety, and reliability at every stage of the mining process.
We offer key benefits to our customers, including efficiency at scale with cutting-edge techniques, unwavering safety with industry-leading protocols to protect people and assets, and custom solutions designed to meet the unique needs of every client.
WHY CHOOSE RGL?
With a proven track record and flagship operations in some of Sierra Leone’s largest mining sites, a commitment to responsible practices, and a dedicated team of experts delivering personalised solutions, RGL truly differentiates itself.
Our drilling and blasting services comprise employing advanced techniques to deliver precise, efficient resource extraction whilst minimising environmental impact. The explosives management team oversees the secure transportation, storage, and application of explosives with a focus on safety and compliance. For logistics solutions, we streamline operations with tailored logistics strategies that optimise your supply chain and reduce costs.
One such example of our work is the recent successful blasting operation for FG Gold at the Baomahun project in southern Sierra Leone, completed in June 2025.
The operation, which was carried out on a schedule and in full alignment with technical specifications, achieved exceptional fragmentation and operational precision and was completed with zero injuries and no reported environmental incidents. As the Baomahun project is one of the key exploration and development sites in the country, RGL’s involvement highlights our growing role as a trusted partner in Sierra Leone’s mining value chain.
RGL received praise for the outcome of the operation, especially regarding our professional approach and high standards of execution.
As shown with the success of this project, we remain committed to our mission of transforming mining services in Sierra Leone through innovative, efficient, and safety-driven solutions. As the mining landscape continues to evolve, RGL stands ready to support partners with dependable expertise and cutting-edge operational delivery.
WORKING BEYOND THE MINES
In addition to the myriad work and services that RGL provides to West Africa, the company also prioritises corporate social responsibility (CSR) initiatives to better the communities in which we work and the future of the industry.
In July 2025, we helped advance youth mining skills through practical and insightful training sessions for interns from Fourah Bay College, focusing on drilling and blasting operations. The initiative provided the trainees with handson experience of the fundamental principles of drilling patterns, blast design, explosive types, safety protocols, and real-time field techniques. The students gained both theoretical and practical knowledge essential for future roles
in the industry. The sessions highlight RGL’s commitment to capacity building and youth development within the ever-crucial sector. Equally, in June 2025, we stepped out of our mining boots and into sneakers to help push back on the use of plastic for World Environment Day.
We joined the Environmental Protection Agency (EPA) and a group of changemakers to confront the growing challenge of the increasing tide of plastic waste. RGL supported the event not only
financially but also physically, by participating in the symbolic Green Marathon, held in partnership with Orange Sierra Leone. Running alongside hundreds of others, we affirmed with every step how progress and preservation don’t have to be at odds.
As a leading mining services company, we recognise that we operate in a space where environmental responsibility is essential. RGL’s daily work intertwines land, water, and the livelihoods of everyday people. With that comes a responsibility to ensure the value we create doesn’t come at a cost to the communities or ecosystems we serve.
RGL was more than proud to participate in World Environment Day, as it aligns with our CSR vision to support national development efforts through environmental awareness, community engagement, and collaborative action. CSR is more than just a box to tick; it is a bridge between our business goals and the larger goals of sustainability, public safety, and shared prosperity.
As we continue to look towards the future, RGL is not only striving to continue carving a name in mining services as a trusted partner in drilling, blasting, and explosives management, but also working to make our vision a reality – growing by giving more than we take.
CORE VALUES
• Innovation – Driving progress through advanced techniques and technologies.
• Safety – Maintaining the highest standards in everything we do.
• Excellence – Consistently delivering quality, precision, and client satisfaction.
• Collaboration – Building lasting partnerships with clients and communities.
• Diversity – Embracing inclusivity to foster innovation, growth, and collaboration.
• Investors in people – We intentionally drive the personal and professional growth of every team member.
(JORC)-compliant resource of almost six million ounces (oz) at a grade of approximately two grams per tonne (g/t), Baomahun is making history for Sierra Leone.
Once it reaches full operation, the project is anticipated to produce around 150,000 oz of gold annually for FG Gold, with the potential to grow production up to 200,000 oz.
“This will make it a sizeable African gold operation and a major contributor to Sierra Leone’s economic growth,” Asgill explains.
Baomahun is set to contribute roughly 10 percent to the country’s
GDP. Aside from this economic benefit, job creation will be significant through both direct and indirect employment and additional economic advantages will accrue via multiplier effects throughout FG Gold’s supply chain and contractor ecosystem.
“We are excited about the project’s social impact, particularly its ability to deliver tangible social contributions as we are setting aside a percentage of net revenues to benefit our host communities” she excites.
Indeed, FG Gold has committed to contributing one percent of revenues to its Community Development Fund, which enables it to actively invest in community-led initiatives in infrastructure, education, healthcare, and more.
employment and livelihood enhancement,” she highlights.
With mining projects of this size previously only required to contribute 0.5 percent of revenues, FG Gold was the first company to commit one percent before it became a regulatory requirement, setting the precedent and establishing its position as a pioneer of the industry.
“We were the first company to make this kind of commitment –even before it became a regulatory requirement,” Asgill prides.
Indeed, FG Gold’s project-affected
FG GOLD – PURPOSE AND VALUES
PURPOSE
The company’s purpose is to sustainably produce valuable resources for society whilst protecting and uplifting the places in which it operates.
FG Gold seeks to build and maintain rigorous health, safety, and sustainability principles and leave a legacy that is transformative for host communities.
VALUES
FG Gold’s values are the key principles that drive the business and guide decision-making – they are central to its culture and express who it is as a company.
Shared values ensure the FG Gold team – from leadership to on-site employees – work together to achieve a common goal.
Skills development and progressing the livelihoods of local residents is a continuous and ongoing process for FG Gold.
“We consistently embed residents from our project-affected communities into different facets of our operations and will continue to do so,” Asgill outlines.
The company also purchases locally sourced foods for its staff, employs youth and artisanal miners, provides training for the area’s farmers, and earmarks certain
contracts for local community suppliers.
“The transformation of our local communities is FG Gold’s most important mission,” she asserts.
LOCAL FIRST
FG Gold’s dedication to local communities is further demonstrated by its recent execution of a Local Content Implementation Agreement with the Sierra Leone Local Content Agency (SLLCA).
“The Local Content Implementation Agreement pledges FG Gold to implementing its Local Content Plan. The agreement is a demonstration of our ongoing commitment to a localfirst approach,” Asgill tells us.
Therefore, the company’s top
priority for sourcing employees, suppliers, and contractors is always project-affected communities, followed by Sierra Leoneans from other regions.
Existing Sierra Leonean staff are always prioritised when it comes to promotions and career advancement opportunities.
As a result, FG Gold is proud to have a workforce that is over 90 percent Sierra Leonean, about 55 percent of which hail from project-affected communities.
For highly technical roles where local talent is not readily available, the company has implemented training programmes and schemes for local knowledge transfer.
As FG Gold progresses the
development of Baomahun, it hopes to also implement longer-term plans such as partnerships with universities for internship and graduate training programmes and technology transfer initiatives.
“We believe the benefits and outcomes of Baomahun should be maximised for Sierra Leoneans and we continue to strive towards the goal of having a 100 percent Sierra Leonean workforce,” she emphasises.
RIGOROUS SAFETY STANDARDS
In terms of safety, FG Gold is proud to have continued its streak of zero lost time injury (LTI) and fatal incidents, with over five million LTI-free hours logged to date.
ABOUT US:
CONEX Energy Sierra Leone (CONEX (SL)) specialises in the importation, marketing, and distribution of petroleum products whilst providing high-quality products, services, and solutions for business and personal needs.
We are proud of our strong commitment to social and economic growth and strive to meet the diverse requirements of our valued clients, driving progress and prosperity across the country.
In November 2021, Conex Energy acquired TotalEnergies’ affiliates in Sierra Leone and Liberia. As one of Sierra Leone’s leading oil marketing companies, CONEX (SL) caters to both corporate and retail customers in diverse sectors, including mining, of which FG Gold is one of our key customers.
In addition to delivering bulk fuel and lubricants to clients’ sites nationwide, CONEX (SL) also imports and distributes Jet A1 aviation fuel.
At the Kissy and Lungi depots, our state-of-theart facilities have a combined storage capacity of 22,000 metric tonnes (MT) of (AGO)/diesel,
16,000MT PMS/petrol, and 2,700MT Jet A1, with an additional 2,000MT storage capacity to be added in Q4 2025.
Our dedication to international health, safety, security, environment, and quality (HSSEQ) standards and emphasis on the welfare of communities and people make CONEX (SL) more environmentally conscious whilst providing value to its stakeholders.
OUR SERVICES:
AVIATION: We import and distribute Jet A1 aviation fuel, providing a critical and specialised aviation service in Sierra Leone. We offer service level 1 fuelling at the Freetown International Airport (FNA), are Joint Inspection Group (JIG) certified, and inspected regularly to ensure standards are maintained.
BULK FUEL SUPPLY: CONEX (SL) caters to diverse sectors, from mining, industrial, and manufacturing to logistics, construction, agriculture, and fisheries. With a dedicated fleet of bulk road vehicles (BRVs), we have the capacity to deliver an unlimited quantity of petroleum products to mining sites and other sectors nationwide. In addition, CONEX (SL) provides its clients with the necessary support infrastructure, with fuel farms in the field of operations, enabling our valued clients to access petroleum products seamlessly. These include storage tanks, dispensers, flow metres, and filtration systems.
RETAIL OUTLETS: We have an extensive network of retail stations nationwide. This stands as a prominent testament to our unwavering presence and commitment to delivering top-notch fuel solutions across the country. As customers explore our network of filling stations, they will discover more than just a place to refuel but also a dependable partner in their journey, a commitment to quality, and a dedication to making each moment they spend with CONEX (SL) comfortable and convenient. Our stations generally offer a minimart, restrooms, ATM and
mobile money services, lubricants, and cooking gas for sale.
CONEX FUEL CARD: Conex Fuel Card simplifies the fuelling process. With comprehensive nationwide coverage, the card offers customers an array of cutting-edge management tools, ensuring they can track every aspect of their fuel consumption. In a world where efficiency and precision matter, Conex Fuel Card & Services is your trusted partner.
LUBRICANTS: In partnership with TotalEnergies, CONEX (SL) is the sole authorised distributor of TotalEnergies Lubricants in Sierra Leone. Its premium lubricants encompass a wide spectrum of oils, greases, and specialised products tailored for a diverse range of industries. Delivering high-quality lubricants is a critical component of ensuring the smooth operation of clients’ machinery, and CONEX (SL) is there to make that happen.
We have proven ourselves at CONEX (SL) to be a professional and reliable partner with a track record of delivering results and prioritising our customers’ successes.
Trust in our expertise and dedication to not just meet your expectations, but surpass them. Contact CONEX (SL) today for exceptional quality and outstanding service.
ESG – A SOCIAL LICENCE TO OPERATE
As FG Gold believes responsible gold mining plays a crucial role in supporting sustainable development and delivering considerable benefits, it has developed a robust environmental, social, and governance (ESG) outlook.
With ESG principles central to the business, it is committed to respecting the human rights and well-being of employees, contractors, and communities.
Since inception, FG Gold has collaborated with host communities to prioritise the needs of local people and invest in community projects.
“Our social licence to operate ranks paramount to everything else, having established a true partnership model with our communities,” Asgill insists.
“This streak is no small feat and is one of the longest ongoing streaks on an African mining project,” Asgill adds.
The safety of not only staff but surrounding communities is of supreme importance to the company, whose mission to achieve zero harm underpins its safety approach at every level of its operations.
“We have achieved this major milestone largely by making safety a core part of our culture. It is the first thing discussed on site each morning and our Monday site-wide toolbox talks delve into details on specific safety issues,” she relays.
In addition, employees hold each other accountable for adhering to safety protocols and incorporating safe practices in their daily activities.
“We encourage behaviours and implement processes that promote the safety and health of all personnel and the communities associated with our operations,” Asgill assures.
Furthermore, all on-site operations must pass safety protocols – any activity that doesn’t pass is cancelled
or postponed until it adheres to these regulations.
“It is quite stringent, but this is necessary to maintain a safe workplace,” Asgill insists.
Emergency preparedness is also paramount to FG Gold given the highrisk nature of many of its activities, meaning it has an active emergency response team in place who practice regular drills to ensure the safety of all.
In addition to tangible, site-based protocols, FG Gold’s commitment to safety goes much deeper to the extent that it is intrinsically intertwined within its culture.
Regular communication and reporting are in place such as monthly safety reviews and performance tracking, weekly meetings on unsafe acts and conditions, and digital safety dashboards to monitor key performance indicators (KPIs).
On top of this, the company is in constant pursuit of improvement through monthly safety audits and inspections and annual performance reviews.
Maximise on-site safety. Christensen
About Epiroc
Epiroc is a vital part of a sustainable society and a global productivity partner for mining and infrastructure customers. We develop and provide innovative and safe equipment, consumables, and services for drilling and rock excavation. Our solutions cater to a wide range of applications, including surface and underground mining, construction, well drilling, and geotechnical projects. Additionally, we provide world-class service and other aftermarket support along with advanced solutions for automation, digitalization, and electrification.
Rod Handling System (RHS) for core drilling.
Safety is always a top concern. Keeping the operator out of harms way whilst performing core drilling is not always easy. This is why Epiroc has developed the Rod Handling System (RHS). The Christensen RHS enables hands-free rod tripping throughout the drilling cycle. This means there is no need to manually add or remove rods by hand.
Secondly, thanks to hands-free rod tripping, the operator assistant uses an assistant control panel instead of manually adding the rods. This increases safety and reduces fatigue for the operator assistant. Additionally, there is no need to manually add rods when threading — this totally removes the need to perform a potentially dangerous activity which dramatically increases safety.
Main benefits
• Hands-free rod tripping throughout the drilling cycle
• Less fatigue for the operator assistant.
• Minimises injuries during the rod-loading process.
“We also have a well-equipped clinic and ambulance on-site,” she continues.
In this way, the company demonstrates its commitment to creating a safe, comfortable, and wellequipped environment for its people.
ENABLING CLEAN ENERGY
As a company that believes integrating sustainability into mining is no longer a ‘nice to have’ but a necessity, FG Gold is carving a path towards a clean energy future.
“Clean energy is a key pillar of our sustainable mining ethos,” Asgill confirms.
As such, the company has partnered with energy developer CrossBoundary Energy for a hybrid power solution consisting of 23.8 megawatts (MW) of solar energy, 21 MW of heavy fuel oil (HFO), and a battery energy storage system with a capacity of 13.8 MW.
The solar solution will be one of the
“BAOMAHUN IS ONE OF THE LARGEST MINING AND INFRASTRUCTURE INVESTMENTS
IN
SIERRA LEONE. WE HAVE SET A STRONG FINANCING PRECEDENT THAT THE COUNTRY CAN LEVERAGE FOR OTHER INVESTMENT AND FINANCING OPPORTUNITIES”
– NICOLA ASGILL, HEAD OF CORPORATE DEVELOPMENT, SUSTAINABILITY, AND INVESTOR RELATIONS, FG GOLD
largest in Sierra Leone and is expected to save over 23,000 tonnes of carbon dioxide per year.
As the mine expands, FG Gold plans to move towards other green solutions such as connecting to the Côte d’Ivoire-Liberia-Sierra Leone-Guinea (CLSG) electricity transmission line and potentially looking into hydropower solutions.
Sustainability was a key project discussed at Sierra Leone Mining
Week and Exhibition, which took place in April this year, where Asgill hosted a panel discussing the advancement of clean energy within the sector.
She reflected upon how two crucial aspects – financing and offtake agreements – are vital to advancing clean energy, with mining companies often the solution for both.
“We can leverage our balance sheets, operations, and projects
Driving innovation through diverse geospatial solutions and services
Integrated Geo-information and Environmental Management Services (INTEGEMS)
Limited is a dynamic Sierra Leonean-owned multidisciplinary consultancy that integrates innovative Geographic Information Systems (GIS) and Remote Sensing technologies with geo-information, environmental management and research expertise and experience to provide innovative, high-impact solutions for both public and private sector clients.
Services We Offer:
• Environmental Management
We are a leader in delivering comprehensive Environmental Management services, with extensive experience and proven expertise in Environmental and Social Impact Assessments. Our approach integrates indepth baseline studies, effective stakeholder engagement, strategic safeguard policy planning, and rigorous compliance auditing. We support sustainable project development across multiple sectors by planning and implementing robust Environmental Management Systems (EMS) that ensure long-term environmental sustainability and regulatory compliance.
• Geo-information & Remote Sensing INTEGEMS delivers end-to-end, customized geospatial services, from data collection and mapping to spatial analysis and modelling, using advanced GIS applications and platforms such as ESRI, ENVI, and ERDAS Imagine. We support industries including mining, forestry, land-use planning, construction and environmental monitoring with actionable geographic insights.
• Drone Mapping & Topographic Surveys
Founded in 2011 and incorporated in 2019, INTEGEMS operates from its head office in Freetown, Sierra Leone, and delivers services across various sectors, including academic, scientific, industrial, government and community development. Our flexible structure, built on strategic partnerships and expert networks, enables us to deliver high-quality, cost-effective services tailored to our clients’ needs.
• Disaster Risk Management
With certified drone pilots and Sierra Leone Civil Aviation (SLCAA ) registration, INTEGEMS provides drone mapping services, utilising state-of-the-art drones for projects requiring high image resolution, multispectral imagery and survey-grade geo-positional accuracy. We provide a holistic end-to-end solution, from flight planning and aerial imagery capture to advanced processing and analytics enabling our clients to get the most value out of their data.
• Research, Monitoring & Evaluation (RM&E)
Our robust RM&E services help organizations measure performance, assess impact, and improve outcomes. We use advanced tools like to conduct baseline, midline, and endline assessments, KAP surveys, and more, applying both qualitative and quantitative approaches to support learning and accountability.
• Web Design, Development & Hosting
INTEGEMS designs, develops, and hosts custom websites and data platforms using CMS tools like WordPress, Joomla, and Drupal. We offer full-stack services including web GIS development, database administration, e-commerce integration, and SEO ensuring digital solutions are functional, secure, and scalable.
Why Choose INTEGEMS?
We develop early warning systems, disaster risk reduction strategies, and forecasting technologies, helping communities and institutions to minimize risk and build resilience. Our work is grounded in climate data, GIS, and integrated information systems for rapid and reliable disaster preparedness.
• Training
& Capacity Building
Our training programs focus on practical, skill-based learning across all service areas. With tailored content, real-time evaluations, and custom manuals, we empower clients and communities to apply new knowledge effectively.
We blend technical excellence with local insight, ensuring all our solutions are grounded, innovative, and impactful. From concept to completion, we deliver value, foster sustainability, and drive positive change.
Visit us in Freetown at our office located at 8H Technical Institute Drive, Congo Cross, or online at www.integemsgroup.com . For more information on how we can support your project, feel free to email us at info@integems.com.
SOCIAL INITIATIVES
Aside from its Community Development Fund, FG Gold has several established social initiatives for its project-affected communities:
• Infrastructure upgrades – The company has invested in several infrastructure initiatives including construction of the new St. Josephine Bakhita Primary School in Kundoma, renovations and upgrades to the Baomahun Health Centre in 2022, the ongoing construction of the Baomahun Community Centre, and development of water boreholes and maintenance of local water systems.
• Valunia Education Foundation Charity – Established by the company in 2021, FG Gold sponsors tertiary education scholarships through the charity for students from the Valunia Chiefdom pursuing degrees in STEM subjects.
• Road upgrades – FG Gold has upgraded the 66km Matotoka Road which has eased limitations on transportation and movement and provided crucial market linkages for local farmers and traders.
for capital to develop clean energy projects as we have done at FG Gold,” she explains.
Asgill went on to examine how mining projects as high-volume offtakers can de-risk energy projects, with mines potentially serving as central nodes through which to expand the grid and drive clean energy uptake.
Elsewhere, FG Gold maintains stringent environmental regulations and adheres to international standards when it comes to projectrelated and mining activities.
“We ensure we have the appropriate mitigation measures in place, whilst we seek to preserve biodiversity within our project footprint and limit our harm to the environment and any downstream effects on local communities,” Asgill prides.
AN EVERLASTING LEGACY
With corporate social responsibility (CSR) at the heart of FG Gold’s operations, the company has taken steps to leave a legacy
that is transformative for its host communities.
“It is important to remember that we are operating on a lease in the sense that communities have leased their ancestral land to us for pivotal projects such as Baomahun,” Asgill urges.
Therefore, FG Gold recognises its duty to return this land to them significantly transformed for the better.
To deliver on this paramount responsibility, the company has developed a rounded approach to ensure it leaves a positive legacy.
The company places great emphasis on environmental stewardship as it seeks to minimise local impact, protect native biodiversity, and reduce climaterelated risks.
With the Baomahun site home to unique local biodiversity, FG Gold’s rigorous Environmental, Social, and Health Impact Assessment (ESHIA) and environmental management systems ensure careful oversight and protection of local ecosystems and habitats at an international standard.
FG Gold’s robust environmental management approach has
received endorsement from the regulatory authorities, with all environmental licences and permits for the project achieved.
Alongside environmental priorities, it is the project-affected communities who are at the centre.
“Firstly, we have ensured that Baomahun does not encroach on the social norms of our host communities,” she highlights.
With policies that go beyond its Community Development Fund, the company’s social initiatives have been designed to ensure that any benefits afforded to local populations are not just immediate but generational.
In this way, the hallmark of
FG Gold’s entire approach is collaboration with host communities.
“We view our communities as partners in the success of Baomahun,” she adds.
Beyond just the physical transformation of local areas, the company understands that Baomahun’s legacy will live on through education, healthcare, gender equality, and economic empowerment.
“Even when FG Gold leaves Baomahun, our communities will continue to thrive and bustle. We are achieving this by placing sustainable mining at the heart of all that we do,” Asgill proudly asserts.
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A BRIGHT FUTURE
As FG Gold mines its current reserves, it will continue its exploration activities with a view to facilitate additional oz to its resource and extend the mine’s current 12.5-year lifespan.
“Our current mine footprint sits in a small portion of our 125 square kilometre concession, and we have only explored 1 kilometre (km) of our 16.5 km strike length,” Asgill details.
In the medium to long-term, the company also believes that beneficiation is a crucial step not just for FG Gold but for the entire Sierra Leonean mining sector.
“Value-addition could have an exponential effect both economically and socially,” she excites.
As such, FG Gold plans to pursue opportunities for value addition prior to export.
Reflecting on the success of the company over the years, Asgill points
out how FG Gold’s ability to innovate has often set it apart.
Baomahun exemplifies this innovative prowess as the first mining project of its kind in Sierra Leone to utilise a stream financing instrument.
As the first project-financed mine in Sierra Leone, FG Gold’s Baomahun funding package incorporates several types of instruments all carefully crafted to mitigate different project risks such as off-balance sheet energy arrangements and stream and equipment financing, alongside insurance-backed facilities.
“We opted out of the traditional junior mining pathway and instead focused on project finance, which maximises value in the long run.”
The company also completed several community infrastructure investments including construction of the St Josephine Bakhita Primary School and upgrade of the Baomahun Health Centre, before completing
its definitive feasibility studies –something most mining businesses do not typically do.
The company anticipates great things for the future as it continues to steadily develop Baomahun and remains on track for the immanent first gold pour.
“Baomahun is one of the largest mining and infrastructure investments in Sierra Leone. We have set a strong financing precedent that the country can leverage for other investment and financing opportunities,” she confidently concludes.
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PROCURING PROSPECTS PRECIOUS
West Wits Mining is building a new legacy in gold mining, combining exploration, strategic development, and responsible production across South Africa and Australia. We dig beneath the surface with CEO, Rudi Deysel
Writer: Ed Budds | Project Manager: Thomas Arnold
The boundless mining industry in South Africa (SA) has traditionally centred on the extraction of gold and diamonds, and whilst the sector has declined from its historical peaks, mining remains a significant national priority, notorious for its production of platinum, manganese, chrome, and other minerals. Today, the industry faces numerous challenges from
ageing infrastructure, high operating costs, and declining demand, contributing to a loss of jobs and the rise of illegal, gang-controlled mining.
However, despite these issues, the sector is still a vital source of revenue and employment across SA. Amid these realities, junior mining companies are emerging as agile, innovative players able to carve opportunity out of complexity.
Within this vast and evolving landscape, West Wits Mining (West Wits) is actively mobilising to bring a new era of gold mining development to Johannesburg, guided by a clear focus on responsible exploration, disciplined project execution and long-term community and shareholder value.
“At present, there are many examples of junior mining companies beginning to assert themselves within the
African mining space as some of the largest players have diversified and moved into alternative international markets,” introduces Rudi Deysel, CEO.
“We see ourselves as a team of professional miners who strive for the highest possible standards. The responsibility we take, exploration and planning work we do, and quality of our operations continue to set us apart,” he sets out.
Front row from the right:
PERFORMING FOR IMPACT
• Thembeka Phateng – Business Sustainability Manager
• Fikile Rammego – Admin Manager
• Sam Molefi – Managing Director
• Motlapele Molefi – Executive Director
• Basetsana Molobye – HR Superintendent
Back row from the right:
• Patrick Kave – HR Manager
• Chris Jonker – Technical Director
• Tshepo Marobane – Chief Operating Officer
• David Sebe – Head of Commercial
• Witness Chiungwa – Finance Manager
Early works (including current work) that Modi Mining is providing to West Wits Mining.
Please introduce us to Modi Mining.
Modi Mining is an awardwinning South African-owned company providing contract mining services for both underground and opencast mining. We operate primarily in the North West, Mpumalanga, and Gauteng Provinces, with a growing footprint across South Africa (SA). Our clients include established mining houses that trust us to deliver safe, efficient, and quality services on every project. The company employs around 1,300 employees across all our operations, with
the team comprising skilled professionals and support staff, ensuring that we bring both technical expertise and employment opportunities to the communities in which we operate.
How has Modi Mining grown into a reputable player in the primary and secondary sectors with mature capabilities in contract mining and civil works?
From humble beginnings, Modi Mining has expanded into both the primary and secondary sectors of mining. We built our reputation through consistent delivery of contract mining services such as drilling, blasting, load and haul, and material handling. Over time, we matured into civil engineering works, making us a multifaceted business partner. Our ability to integrate these offerings under one roof has positioned us as a reliable, cost-effective, and innovative service provider.
What, for you, differentiates Modi Mining from the competition?
What sets us apart is our combination of safety culture,
technical capability, and community focus. We don’t just provide services — we build long-term partnerships anchored in trust and performance. Our investment in enterprise and supplier development, employee training, and community upliftment initiatives ensures that every project leaves a positive footprint. Few competitors can match this holistic approach of operational excellence aligned with social responsibility.
Can you tell us more about your mission of being a catalyst for positive change by offering services and products of the highest quality and value?
Modi Mining has recently developed a new company ethos, which is a true reflection of our evolving values, priorities, and responsibilities in response to the changing and developing environment in which we operate. The new mission - “To be a supplier of the highest-quality, cost- effective products and services in our industry whilst honouring the dignity and safety of our employees, environment, and the broader
society in positive and enduring ways” - speaks to our purpose of building long-term resilience and impact by being purpose and stakeholderdriven, providing sustainable and innovative solutions to our clients and encouraging a collaborative and inclusive internal and external culture. We see mining not just as an economic activity but as a platform to empower communities and contribute to SA’s inclusive growth.
Could you elaborate on your partnership with West Wits? How long have you worked together, and what is the nature of your partnership
Our partnership with West Wits is a cornerstone of our growth story. We have worked together since the launch of the West Wits Mining Project in 2021, where Modi Mining has been entrusted with early works and has now been awarded a five-year contract to safely develop the underground workings and extract gold-bearing ore
(Turnkey hybrid underground mining services).
The partnership between Modi Mining and West Wits constitutes a strategic alliance that integrates the supply of experienced leadership, highly specialised skills and expertise, operational capabilities, mutual respect, aligned values, and a shared commitment to safety and sustainability of the project.
How do the two companies mutually benefit each other, and what complementary strengths do you bring?
The partnership works because West Wits provides the resource base, mining equipment, and strategic vision, whilst Modi Mining delivers the operational capacity, local insight, and technical expertise to bring projects to life. West Wits benefits from our proven ability to execute efficiently and responsibly, whilst we benefit from the opportunity to scale, diversify, and continuously improve. Together, we create value not only for our companies but also for surrounding communities.
Are there any recent projects that you would like to highlight?
One of our key recent highlights is the construction of a 105,000 square metre Co-Disposal Facility at one of the local mines in Rustenburg, where Modi
Co Disposal Facility project
Co Disposal Facility project
Mining is responsible for providing specialised civil services that meet strict safety, environmental, and engineering standards. In addition to this service offering, through our Enterprise and Supplier Development programmes, we have equipped an emerging local business with technical and administrative skills, offered by our skilled personnel, as well as branding and marketing material to expand their current operations. These projects reflect both our technical excellence and our commitment to building a sustainable mining ecosystem.
Please tell us more about your safety initiatives and corporate social responsibility practices.
SIPHO, our Safety Mascot
It is our endeavour that after every shift, our workers return home to their loved ones safely without any harm. Continuous innovation through initiatives such as our safety mascot SIPHO ensures that we drive safety awareness across our workforce. In our organisation, we define SIPHO as (Safety first, Improvement of safety standards, Planning and wearing correct PPE, Health and hygeine in all areas, and Obeying operating procedures).
Our ESG Initiatives
We view ourselves as one with the communities we operate in. In referencing environmental, social, and governance (ESG) principles, we draw upon two of our foundational values: care and winning with the people, which guide our approach to responsible and inclusive business practices. Our goal is to always create shared value and leave a positive footprint in the communities we touch.
Modi Mining’s Key CSR Projects:
• Technogirls – We play a pivotal role in shaping future innovators, thinkers, and leaders through our
annual absorption of high school learners to mentor them, thus bridging the gap between classroom learning and real-world application of STEM fields.
• Blanket Drives – Our blanket drives promote warmth, comfort, and care within our communities, serving as a heartfelt reminder that Modi Mining is committed to the well-being of its people.
• Back to School Initiatives –We participate in initiatives like school shoes and stationery drives, which contribute meaningfully to fostering a more inclusive and supportive learning environment. Early works (including
Rustenburg Office (Head Office)
58 Brink Street
Rustenburg, 0299
Tel: +27 (0)14 592 1560
Fax: +27 (0)86 547 3593
Email: info@modimining.co.za
Middelburg Office
Farm Rietfontein 416
Portion 8, Uitkyk
Middelburg, 1050
Tel: +27 (0)13 007 1359
Fax: +27 (0)86 547 3589
Email: info@modimining.co.za
www.modimining.co.za
current work) that Modi Mining is providing to West Wits Mining
BUILDING A CAREER
Having meticulously worked his way into the upper echelons of the industry through a variety of positions over the last 25 years, Deysel holds degrees in geophysics and mining engineering from the University of Pretoria and has also obtained his Master of Business Administration (MBA), which has helped shape his career to date.
As a result, he now boasts extensive production experience in conventional narrow tabular underground mining, as well as open cast operations and various mining commodities including gold, platinum group metals (PGMs), copper, and cobalt.
transparent dialogue, ensuring residents are actively engaged and directly benefit from opportunities created by our projects.
WHAT DOES THE WORD RESPONSIBILITY REPRESENT FOR WEST WITS?
Rudi Deysel, CEO: “We take environmental responsibility extremely seriously. As part of this, we always aim to give back to the local people around us, as ultimately, the resources and reserves are part of SA’s collective inheritance. We view ourselves as custodians, not just extractors, and that includes being accountable to the people whose lives are intertwined with these lands.
“By creating formal platforms for dialogue, we help dismantle historical mistrust and build collaborative pathways for shared value.
“Through our Local Economic Development (LED) Programme, we work in partnership with the City of Johannesburg to host community ward forums. These provide a structured space for inclusive
“Our aim is to responsibly uplift the local area and people we work with in terms of providing job opportunities, business potential, and even creating other small enterprises in the community around us.
“We are very fortunate and lucky to be situated where we are in Johannesburg, with so many great opportunities that we can encourage and contribute to.
“There’s a lot of focus from our side to support these people and help them reach a point where they can also reap the benefits of our broader operations and local projects, which we believe they are entitled to.”
“Mining is in my blood. My fatherin-law is also a mining engineer and studied at the same university as me before taking some impressive senior positions in big corporations across SA. I’m lucky to have that mentor on my doorstep to learn from.
“I’ve also always seen myself as a people person and decided early on that I was more interested in managing operations and navigating the production side of the business,” he recalls.
As a result, Deysel previously managed several brown and greenfield mining projects in SA, the Democratic Republic of Congo (DRC), and Ghana, which added to his vast scope of experience across mine development, pre-feasibility and feasibility studies, and execution operations.
Mining Africa’s future through legal expertise
Agile, disruptive, and globally recognised – Alchemy delivers legal solutions that drive progress in the mining sector.
At Alchemy, we are more than legal advisors – we are partners in shaping Africa’s mining future. As a niche team of internationally recognised and globally ranked lawyers, we bring deep technical knowledge and crossborder expertise to guide clients through the most complex transactions in the sector.
Our track record speaks for itself: from managing landmark, first-of-its-kind deals to advising on some of the largest mining transactions on the continent, we deliver pertinent and productive outcomes that are commercially sound, innovative, and strategically valuable.
A different kind of law firm
By favouring innovation over tradition, we offer transparency, flexibility, and a solutions-focused approach. Where it enhances outcomes, we leverage cutting-edge technology, but our real strength lies in our understanding of our clients’ strategies, our ability to anticipate challenges and position our clients for success. As lead counsel, we operate seamlessly across multiple jurisdictions, giving mining clients and investors confidence that their interests are protected, no matter where they do business. Our expertise spans the full spectrum of legal disciplines critical to the mining sector allowing us to deliver holistic, commercially integrated solutions.
Bespoke mining expertise
Africa’s mining landscape is as complex as it is promising. From shifting regulations and compliance challenges to new models of financing and
“Alchemy Law’s strategic legal guidance was pivotal in structuring a unique funding solution for our new gold mining venture in the Witwatersrand Basin. Their holistic and proactive approach to project strategy, coupled with practical solutions, has positioned the Qala Shallows project to deliver new ounces and strong economic returns — making a meaningful contribution to South Africa’s economy and revitalising its gold mining sector.”
- Rudi Deysel, CEO, West Wits Mining
ever-evolving ESG expectations, navigating this environment demands more than legal knowledge –it requires in-depth industry insight.
Our mining, minerals and natural resources team has extensive experience advising across the sector and is well-positioned to support clients in:
• Public and private mergers and acquisitions
Project finance and establishing acquisition facilities
• Due diligence
• Broad-based black economic empowerment transactions
Policy and regulation, including the South African Mining Charter
• Royalty and alternative financing structures
• Competition-related matters
Leveraged and management buyouts
• Asset-based financing for mining equipment
• Debt and equity funding
• Dispute resolution
Why Alchemy?
We understand that mining is more than just about extracting value from the ground – it is about creating sound, long-term economic and social impact. Our role is to help clients unlock opportunities, mitigate risks, and achieve sustainable growth in a sector that remains one of Africa’s most vital economic drivers.
With Alchemy at your side, you gain a legal partner who is committed to providing clarity in complexity and delivering results that matter. We can assist you. Get in touch.
West Wits is building the next generation of South African miners. As it mobilises the Qala Shallows project, the company remains committed to creating a pipeline of skilled talent from within its myriad host communities.
Through the West Wits Learnership Programme, young people will gain the knowledge and practical experience needed to play an active role in the future of mining in SA.
This exciting initiative represents an opportunity to upskill, grow, and be part of a project that is shaping the next chapter of the Witwatersrand Basin.
Furthermore, West Wits is committed to creating a positive social impact in the communities where it operates and its approach combines meaningful community engagement, responsible procurement, and ongoing collaboration with local stakeholders to ensure long-term, shared benefits for all.
“IT’S A GREAT STORY TO BE ABLE TO SAY WE OPENED THE COUNTRY’S FIRST UNDERGROUND GOLD MINE IN 15 YEARS”
– RUDI DEYSEL, CEO, WEST WITS MINING
AFRICAN AND AUSTRALIAN OPERATIONS
West Wits currently splits its focus between two major projects. Firstly, the Witwatersrand Basin Project (WBP) in SA is proudly regarded as the company’s flagship operation.
The iconic basin holds the world’s largest known gold reserves and has produced over 1.5 billion ounces to date, which represents about 22 percent of all the gold accounted for above the surface.
Today, the WBP is made up of three reef mining targets which will be developed sequentially – Kimberley Reef, Main Reef, and Bird Reef.
“I would describe us as Africa-driven with a growing international footprint, and we see strong potential for continued growth through our projects in both SA and Australia.”
“The WBP is set to transform West Wits into a long-term gold producer,” Deysel remarks.
Elsewhere, West Wits’ other key undertaking is the Mt Cecelia Project, located on the border of the East Pilbara and Paterson provinces of Western Australia (WA).
This represents a fresh start and a new mining area that is generating significant industry excitement around its recent positive prospecting results.
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Lesedi Drilling specialises in exploration and cover drilling, delivering precise core samples essential for mine planning, mineral assessment, reef location, and ore quality.
Our expertise guarantees accuracy, safety, and efficiency in every drilling operation. We provide innovative surface and underground exploration diamond drilling, with highly experienced, safety-driven teams applying advanced technologies for reliable results.
For more than 23 years, Lesedi has delivered safe, superior drilling services, utilising locally manufactured drilling consumables to leading mining houses.
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The project encompasses 225 square kilometres of highly prospective ground, strategically located adjacent to tenements held by Rio Tinto.
“At this point, we’re basically part of a joint venture (JV) with Rio Tinto whereby their drilling work focuses more on base metals, and we maintain our long-term focus on gold procurement,” he tells us.
“As a 100 percent-owned greenfield project, Mt Cecelia is in many ways a mirror image of the rejuvenation of the WBP. It is a fundamentally attractive exploration project with every prospect of establishing itself as a profitable long-term operation for the company.”
QALA SHALLOWS
West Wits is currently sharpening its focus on the Qala Shallows mine – the first phase of the WBP – a South African gold development transitioning from early-stage construction to full-scale production, with first gold targeted for the first half of 2026.
Named appropriately, the word ’qala’ means to start anew, providing an excellent metaphor for West Wits’ rejuvenation of an established resource in one of the world’s most historic gold mining cities.
“We need to make sure we can walk before we run. It’s therefore a priority for us to get this site in operation so we can create good cash flow and start building revenue for the company which will, in turn, lead to enhanced opportunities moving forwards,” Deysel states.
The shallow, underground mine will effectively utilise contract mining and existing processing facilities, with recent funding rounds securing the necessary capital to advance the project to a profitable, steady-state operation.
West Wits proudly leverages regional manufacturers, suppliers, equipment, and contractors for this project, which empowers not only the business as a proudly Australian-listed, South African company, but the nation as a whole.
“It’s a great story to be able to say we opened the country’s first underground gold mine in 15 years.
“Our view is that there are more great opportunities to capitalise on in Africa with plenty of hidden treasure out there in terms of exploration potential,” he prides.
In terms of building a lasting legacy, West Wits endeavours to forge its reputation as a responsible gold miner, strong business, and company that can become a serious player in the African mining industry.
“Ultimately, we want to grow to be a mid-tier category gold company as soon as possible, and that legacy will then look after itself,” Deysel concludes.
Focused on high-value platinum group metals and strategic metals with long-term demand, Wesizwe Platinum Limited is making waves and setting benchmarks in the ever-critical mining industry. Benjamin Naledi Sekano, Executive Head Operations, tells us more about the company’s development and plans for a successful future
Writer: Lauren Kania | Project Manager: Thomas Arnold
Embarking upon a mission to grow into a significant multicommodity mining company that focuses on strategic metals with sound fundamentals for sustainable demand, Wesizwe Platinum Limited (Wesizwe) is a proud leader in the globally demanding mining sector.
Situated as a public company incorporated in South Africa (SA), with its shares listed on the Johannesburg Stock Exchange (JSE), Wesizwe intends to enter into platinum group metals (PGMs) mining within the country as the launch pad for growing into a company that sets industry standards for sustainable mining practices.
The company focuses on high-value PGMs and strategic metals that will meet long-term demand and enable it to turn into a sustainable mid-tier mining house. Wesizwe’s anchor project is the Bakubung Platinum Mine (Bakubung), which has an expected life of mine of 30 years.
Bakubung shaft
Benjamin Naledi Sekano, Executive Head Operations, is at the helm of the company’s ambitious goals for a long-term mining future.
Having grown up in the shadow of Royal Bafokeng Platinum Limited – now named Impala Bafokeng –Sekano wasn’t initially enticed by the idea of working in the industry.
“I thought I wanted to be a chemical engineer, until I was in high school and went on a tour of a base metals refinery and struggled to breathe. We eventually went underground at the Boschfontein Mine shaft, which was owned by Anglo American Platinum at the time, and it immediately felt like home; I
just fell in love with mining and never looked back,” he introduces.
After graduating with a degree in mining, Sekano went to work for Anglo American Platinum – now Valterra Platinum – the world’s largest primary producer of platinum. After working his way through the ranks at the Bafokeng Rasimone Platinum Mine, he was transferred to the town of Rustenburg to obtain hands-on experience in vertical shafts and other mining methods.
“It’s been a great career so far, and I’m still loving it. There’s never a dull moment in what we do – every day presents a new challenge,” he details.
MAXIMISING VALUE
What serves to differentiate Wesizwe from other mining organisations is its focus on company culture and work towards constant improvement for those who dedicate themselves to its success day in, day out.
“As you develop in this industry, you realise it’s not just about the technical aspects – it’s actually more about the people,” insights Sekano.
“By ensuring the people, teams, and systems are happy and in place respectively, the job takes off.”
This emphasis on people-centric culture is relatively new, with Sekano citing the appointment of Cynthia Carroll as CEO of Anglo American
“WE ARE ACTIVELY TRANSFORMING THE CULTURE HERE AT WESIZWE; IT’S NOT EASY AND TAKES A LOT OF DOING, BUT WE ARE WORKING TO MAKE IT SUSTAINABLE FOR THE LONG TERM”
– BENJAMIN NALEDI SEKANO, EXECUTIVE HEAD OPERATIONS, WESIZWE PLATINUM LIMITED
in 2007 as the trigger for this updated mindset. Now, one life lost is considered one too many, and safety is front and centre, transforming the industry for the better.
Ultimately, Wesizwe puts its people and safety first, ensuring long-term success.
“It’s my job to instil a culture where people always return to their families after a day at work. We are actively transforming the culture here at Wesizwe; it’s not easy and takes a lot of doing, but we are working to make it sustainable for the long term,” emphasises Sekano.
Assisting in this company culture metamorphosis is Wesizwe’s shareholder Jinchuan Group Co., Ltd. (Jinchuan) – the world’s third-largest cobalt and nickel manufacturer, Asia’s largest platinum manufacturer, and
WESIZWE’S VALUES
Wesizwe looks to engage every individual to live the following values:
• Zero harm to people and the environment.
• Ethical behaviour based on integrity and honesty.
• Ownership, accountability, and responsibility.
• Dignity, respect, and fairness.
• Trust, openness, and transparency.
• Respecting diversity and inclusion.
• Perseverance and tenacity.
• Caring.
China’s third-largest copper producer.
Wesizwe utilises Jinchuan’s vast mining experience and expertise, including the provision of specialist support from its China operations.
“I’m proud to have a majority shareholder that is fully behind us to make sure our Bakubung project will succeed. We have had some bumps along the way, but Jinchuan is determined to see this project through and has been pushing us to get the right people on board and carry us forward,” asserts Sekano.
ADDRESSING LONG-TERM DEMAND
With the vision to grow into a significant multi-commodity mining company focusing on strategic metals with sound fundamentals for sustainable demand, Wesizwe’s first step is to complete the construction of the Bakubung mine and generate PGMs.
“We have made good strides. Last year, we declared our intent to operate the concentrator plant by 2025; we hit this milestone and are now seeing the fruits of our labour,” details Sekano.
“We still have a lot of infrastructure to install before the mine can reach one million tonnes per annum (Mtpa).”
The mine is approximately 40 kilometres northwest of Rustenburg and falls within the jurisdiction of the Bojanala Platinum District Municipality. It consists of a single underground operation accessed through a twin vertical shaft system and six-metre diameter raise bore ventilation holes.
All development activities are completed by trackless mechanised mining equipment, and the initial stope production activities will be a mixture of hybrid and bord-and-pillar mining methods.
Bakubung is currently in the final stages of capital infrastructure development for a 1 Mtpa mine, with the target of reaching full production of 83 kilotonnes per month (ktpm) in 2026.
“The moment we reach completion, our vision of delivering quality metal and being a major player in this space will be met,” prides Sekano.
“We are motivated to build this mine, make sure it succeeds, and develop our company. Jinchuan is behind us to ensure we achieve our goals.”
QUALITY-DRIVEN INDUSTRY LEADERS
MAVELOUS WITH US TRADING AND PROJECTS is an industry leader in Plant hire equipment, Civil Engineering, Road Construction and Rehabilitation works.
MAVELOUS WITH US TRADING AND PROJECTS has been in construction for the past 8 years and has completed projects that encompass the full spectrum of civil engineering services. These include road construction, infrastructure development, parking area construction, road rehabilitation, bulk earthworks and surfacing. Our site management teams are dynamic, skilled and have very good experience in all facets of civil engineering construction. We take pride in delivering successful projects on time, within budget and to the highest quality standards.
We have a large plant holding that ensures capacity for and continuity of all projects, from small to large. A rigorous company-wide training regime not only ensures quality at all levels, but effectively up-skills and uplifts our staff, local population and sub-contractors. Our clients include governments, local authorities, corporate groups and property developers.
WESIZWE’S FIVE SUSTAINABLE DEVELOPMENT CAPITALS
SOCIAL CAPITAL – Refers to the institutions that help the company maintain and develop human capital in partnership with others, such as government, communities, businesses, trade unions, and voluntary non-governmental organisations. Under this capital, Wesizwe ensures its governance, oversees its commitment to community engagement, implements social investment, and addresses employee housing challenges.
MANUFACTURED CAPITAL – Includes material goods or fixed assets that contribute to the production process rather than being the output itself. Wesizwe is focused on material stewardship, including the planning and management of resources, recycling, zero waste, zero emissions, and more.
FINANCIAL CAPITAL – Plays an important role in the national economy, enabling other types of capital to be owned and traded. Financial capital is representative of natural, human, social, or manufactured capital.
NATURAL CAPITAL – Refers to any stock or flow of energy and material that produces goods and services, including renewable and non-renewable materials.
HUMAN CAPITAL – Consists of people’s health, knowledge, skills, and motivation, all of which are needed for productive work. Enhancing human capital through education and training is central to success.
Recently, there has been a big drive towards pure electric vehicles (EVs); however, this trend did not manifest as intended, and the need for PGMs is still extremely prevalent, making fresh ore crucial in major industries across the globe.
Specifically, metals such as platinum are necessary for hybrid vehicles, which are continuing to increase in popularity. Wesizwe is here to support market demands for PGMs and fill in the gaps where supply is waning.
“The more we advance as a species, the more metal we need. We either mine it or grow it – those are the two ways in which you’ll get raw material,” insights Sekano.
SETTING SUSTAINABLE BENCHMARKS
As Wesizwe looks towards the future of the ever-critical mining sector and its role as an industry stalwart, the
Quality Construction and Engineering Services
Mvesto Investment strives to provide excellent services and solutions to both public and private sectors. We pride ourselves with Quality of Work and Professionalism on all our projects.
“WE LIVE IN A WORLD WHERE ADVERSE EVENTS ARE INEVITABLE, AND WE ARE NOT IMMUNE. IT’S NOT ABOUT HOW WE FALL, BUT HOW WE GET UP, AND THAT’S WHAT WE’RE DOING NOW – GETTING OURSELVES BACK ON OUR FEET, DUSTING OURSELVES OFF, AND PUSHING FORWARD”
– BENJAMIN NALEDI SEKANO, EXECUTIVE HEAD OPERATIONS, WESIZWE PLATINUM LIMITED
company’s most important priority is to complete the Bakubung mine.
Notably, Wesizwe’s immediate focus is on its orebody development and outstanding infrastructure, which are the building blocks of finishing production. Once completed, the company will ascertain how to make Bakubung sustainable for the next 50 years, as the ore body is bountiful.
For Wesizwe, it’s not a one-day game; ensuring the settings in the
plant are correct means it will take time to get it fully up and running.
“We have to figure it out as we go. You’ll find some things work and some don’t before getting it all stabilised, and that’s what we’re focusing on,” highlights Sekano.
“We live in a world where adverse events are inevitable, and we are not immune. It’s not about how we fall, but how we get up, and that’s what we’re doing now – getting ourselves back
on our feet, dusting ourselves off, and pushing forward.”
Planned mining operations for Bakubung include the extraction of both the Merensky reef and Upper Group 2 (UG2) Chromitite layer. The hoisting capacity of the main shaft is 250 ktpm of reef and 15 ktpm of waste. Mining operations will be facilitated through the use of both mechanised and hybrid mining methods.
“I want to see this place succeed and prove we can build this mine, and that’s what we’re doing,” passionately concludes Sekano.
Today, Airtel Uganda is the fastest growing and most innovative telecommunications company in Uganda with over 14 million subscribers. We connect with Managing Director and CEO, Soumendra Sahu, to find out more
Writer:
Ed Budds | Project Manager: Connell Privett
The Ugandan ICT industry is undergoing a major transformation in 2025, driven by cutting-edge technologies and shifting consumer needs.
“As more companies get online, our duty to innovate, deliver, and transform lives and businesses has expanded,” introduces Soumendra Sahu, Managing Director and CEO of Airtel Uganda (Airtel).
“The penetration of smartphones is increasing but there is a pressing need to accelerate this in order to reap the benefits of a digital world,” he sets out.
Elsewhere, artificial intelligence (AI) is also making bold moves in the sector, leading to the company launching Africa’s first spam alert
service powered by AI’s latest developments.
Meanwhile, the industry regulatory environment is also evolving fast and supportive of the contributions being made by leading players such as Airtel.
Now hosting a complement of over 300 staff, 90 franchise partners, 2,500 sim-selling outlets, and 97 service centres, the company’s influential operations continue to expand and thrive.
PROUDLY SERVING UGANDA
The company was launched across Uganda in June 2010 and is now the country’s most innovative mobile phone operator, having introduced many firsts in the telecommunications (telecoms) sector.
As such, Airtel has established itself as a leader in the Ugandan digital landscape, evolving from the country’s pioneer mobile network, Celtel Uganda, the first company to offer cellular services across the nation in 1995.
Subsequent acquisitions further strengthened its dominant standing, as both Warid Telecom and Zain were rebranded under the Airtel name in 2010.
Nine years later, Airtel began offering a 100 percent 4G network, ensuring that the company delivers on its commitment to its customers spread across Uganda.
CONNECTION
“On this agile network we deliver innovative, affordable products in data, voice, and Network-as-aService (NaaS),” Sahu acclaims.
NaaS encompasses a subscriptionbased solution for businesses that provides access to scalable, secure, and managed network infrastructure without the need for upfront hardware investment.
This product is designed to help companies of all sizes accelerate their digital transformation, improve security, and scale efficiently, especially for smaller companies accessing cloud infrastructure.
“We have triumphantly broken barriers to digital financial services,
such as increasing access to credit and health insurance, for people and business,” Sahu informs us.
INNOVATION FOR THE NATION
As a mobile operator, Airtel has introduced affordable communication products and services that have transformed the lives of millions of Ugandans and businesses.
“Innovation sets us apart from the competition and with support from our parent company, Airtel Africa, we are always testing out solutions that can aid the delivery of affordable services to our customers and the large society that we are proud to be part of,” Sahu prides.
WHAT WAS YOUR FIRST INTRODUCTION TO THE INDUSTRY AND HOW DID YOU ARRIVE AT YOUR CURRENT POSITION?
Soumendra Sahu, Managing Director and CEO: “My career spans more than 25 years of impactful professional and business growth within diverse markets in India. Currently, I am privileged to be leading the transformation of Airtel in Uganda where I have been for a year now.
“My career started in the paints industry with Asian Paints in 1998, where I learnt the art of distribution before joining the telecoms sector where I have been for over 20 years.
“I quickly appreciated the transformative power of utilities and technology in people’s lives and communities. I see each tour of duty as an opportunity to solve people’s problems, deliver shareholder goals, and contribute to the greater good of
“Through my journey, I have developed deep operational expertise and a strategic command of telecoms business dynamics, with a proven track record of driving top-line growth and operational excellence. I also have expertise in revitalising teams with resilience, strategic insight, and a result-driven approach.
“To date, I have successfully led complex business operations across diverse markets, delivering impactful results for leading telecoms giants such as Bharti Airtel, Tata Docomo, and now Airtel.”
“For example, this year we launched the continent’s first spam alert service as part of our commitment to tackling the growing global problem related to spam messaging and other malicious forms of communication,” he expands.
The company is always working on improving its staff and systems, utilising an amazing pool of talented people. In this way, Airtel is also focusing on skills development to ensure that it can continue to innovate and serve customers whilst retaining its top performers.
“This requires world-class systems. Therefore, we are working with our technology partners to ensure that we deliver 100 percent uptime to customers even as we deploy developments at scale.”
ENHANCE AND TRANSFORM
As a community-minded and socially conscious company, Airtel has invested heavily in transformative programmes across Uganda.
“Our business is driven by the purpose of transforming lives, and this is at the heart of every decision we make to ensure responsible development,” Sahu explains.
“CUSTOMER EXPECTATIONS ARE EVOLVING FAST, AND THESE CHANGES REQUIRE AN AGILE INDUSTRY WITH FINANCIAL, REGULATORY, AND TECHNICAL MODELS THAT ARE RESPONSIVE TO THESE SHIFTS”
– SOUMENDRA SAHU, MANAGING DIRECTOR AND CEO, AIRTEL UGANDA
“We aim to enhance digital inclusion, ensuring that more Ugandans and businesses have access to affordable voice, data, and valueadded services to meet their needs and promote growth,” he tells us.
AIRTEL’S VISION, MISSION, AND VALUES
VISION
Connected people are inspired people, and Airtel connects Africans to each other, empowering them to create opportunities, dream big, and live well.
MISSION
The company provides globally admired technologies and services to give Africa an easy and dependable way to connect to the world and provide internet for everyone.
As part of this commitment, the company expanded its partnership with UNICEF by extending the opportunities of internet provision to 174 participating schools and is now reaching over 60,200 learners and 2,610 teachers in the beneficiary institutes to facilitate digital learning.
VALUES
ALIVE – Airtel acts with passion, energy, and a can-do attitude, whilst innovation and an entrepreneurial spirit drive everything.
INCLUSIVE – The company champions diversity and anticipates, adapts, and delivers solutions that enrich the lives of the communities it serves.
RESPECTFUL – Sharing the joy and pain of its customers, Airtel acts with humility and is always open and honest.
“Additionally, Airtel has been instrumental in the development of Uganda’s sporting talent through our investment in grassroots football development such as the Airtel Rising Stars football tournaments.”
Elsewhere, the 12th edition of the Airtel Kabaka Birthday Run was held in April 2025, with over 120,000 runners rallying to support the end of HIV and AIDS by 2030.
CONNECTING A BRIGHT FUTURE
Uganda is on the cusp of digital transformation and Airtel’s priorities are currently centred around supporting this national agenda by building an agile network to serve affordable ICT products, services, and solutions, alongside paying particular attention to underserved populations and regions.
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Experts in Design and Maintenance of Electrical Power Systems
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“AS MORE COMPANIES GET ONLINE, OUR DUTY TO INNOVATE, DELIVER, AND TRANSFORM LIVES AND BUSINESSES HAS EXPANDED”
–
SOUMENDRA SAHU, MANAGING DIRECTOR AND CEO, AIRTEL UGANDA
As such, whilst Uganda’s telecoms industry is undergoing rapid transformation, Airtel must prepare its customers and empower them so that they can harness the sector’s increasing network.
“Customer expectations are evolving fast, and these changes require an agile industry with financial, regulatory, and technical models that are responsive to these shifts,” Sahu highlights.
“The transformative sectors of education, agriculture, and healthcare are experiencing deep disruption, and whilst some of these haven’t come to
the fore yet, we are working to ensure that we support all these changes in Uganda,” he divulges.
For Airtel, the primary objective now is expanding its reach and guaranteeing comprehensive nationwide coverage of its network.
“Our focus is on deepening our portfolio of products, services, and sustainability investments in Uganda. We are heavily investing in the network so that we can deliver a brilliant experience for customers using our platforms.”
Although many significant milestones have already been
achieved since 2019, further efforts are needed to enhance the network’s overall capacity. As part of this expansion, in 2025, the company has already rolled out over 200 new sites.
“Airtel exists to connect businesses and individuals to opportunities. I am privileged to captain the delivery of such connections in Uganda. When we deliver on this purpose, and offer the best experience whilst doing it, I feel most fulfilled,” Sahu finishes proudly.
“Last year, we became the first company in Nigeria to have a best practice featured on the Top Employers Institute worldwide platform, alongside being Top Employer certified. The topic of this best practice was ‘well-being embedded in work’.”
Rudi Deysel CEO, West Wits Mining
“Johannesburg itself is a great area that provides our people with numerous opportunities to achieve a healthy work-life balance.”
Ntobeko Ntusi President and CEO, South African Medical Research Council
“This is an aspiration that we all work towards, yet very few of us ever achieve it in our working years.
“We support our employees in striving for a better work-life balance by encouraging them to set firm boundaries, manage time effectively by scheduling both work and personal activities, and take regular breaks to avoid burnout.
“We also celebrate our employees taking time for self-care, hobbies, and loved ones. Ultimately, they need to know when to say no to additional work.”
Nicola Asgill Head of Corporate Development, Sustainability,
and
Investor Relations, FG Gold
“FG Gold promotes a healthy balance between work and personal life through initiatives that support employee well-being and productivity. These include structured rotation schedules with adequate rest periods, regular wellness days and seminars, as well as access to health programmes.
“The company also plans to offer confidential counselling through an employee assistance programme and flexible work arrangements where feasible.
“Together, these initiatives ensure employees can maintain energy, focus, and overall well-being whilst contributing their best to FG Gold’s success.”
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