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April 2016 | www.africanbusinessreview.co.za
Africa’s tech revolution
Energy and Hotels Investment
GUINNESS CAMEROON
Ecobank Nigeria:Networking finance
H E L L O A N D W E L C O M E T O the April issue of African Business Review. While the continent has undoubtedly been hit by the fall in global commodity prices, there is much reason to remain positive.
Not least are the countless infrastructure projects
currently underway (or in the pipeline) which represent
a massive collective effort from workers, governments
and institutions to try and narrow down the continent’s
infrastructure gap. Bearing this in mind, we bring you an
article on how the experience gained from the growth of
this sector in the Middle East can be applied to African
initiatives. We also proudly introduce our partnership with
the Africa Energy Investment Summit, which will be taking
place in Washington DC from the 10th to the 12th of April.
Last but not least, Teodoro de Jesus Xavier
Poulson, Member of the Investment Committee at the
Fundo Activo de Capital de Risco Angolano (FACRA)
explains why it is crucial that Africa’s technology
revolution does not leave those in poverty behind.
The April issue also showcases a number of
successful businesses operating on the continent,
including Ecobank Nigeria, Alphamin Resources and our
exclusive cover story on Diageo Guinness Cameroon.
We hope you enjoy the read; feel free to share
your thoughts on Twitter @AfricaBizReview
Enjoy the issue!
Looking at the long term
Nye LongmanEditor
E D I T O R ’ S C O M M E N T
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CONTENTS Features
How can the Middle East experience be applied to African power projects?
18
CASE STUDY
614
26
TECHNOLOGY
EVENTS
Africa Energy Investment
Summit 2016
Africa Hotel Investment Forum (AHIF) Togo
Africa’s technology revolution must not leave its poor behind
Diageo Guinness Cameroon
Company Profiles
Ecobank Nigeria
Alphamin Resources
3250
665
Africa’s technology revolution
must not leave its poor behind
TECHNOLOGY
777
Teodoro de Jesus Xavier PoulsonMember of the Investment Committee
at the Fundo Activo de Capital de Risco Angolano ( FACRA)
Written by
Africa’s technology revolution
must not leave its poor behind
8 A p r i l 2 0 1 6
Africa’s meteoric rise is hindered by income inequality and social challenges. We now have an opportunity to support the technology innovators who can make a lasting difference
TECHNOLOGY
BILL GATES FAMOUSLY once
said: “Never before in history has
innovation offered promise of
so much, to so many, in so short
a time.” Less quoted perhaps
is what he said during his 2014
speech at Stanford University’s
123rd Commencement in June
2014. He spoke about having seen
poverty during a trip to Soweto,
poverty he had never imagined,
people living in tin shacks with no
electricity, no water, no toilets. He
spoke of the enormous challenge
presented by multi-drug-resistant
tuberculosis, a disease with a
cure rate of under 50 per cent and
commented ironically that his own
Foundation was “not focused on
the fact that half a million people on
this continent are dying every year
from malaria. But we’re sure as hell
going to bring you computers.”
The point is that economists
and investors so often think about
technology from a socio-economic
perspective, citing e-commerce,
mobile phone apps and widening
access to online credit as enablers
of social mobility. In modern
Africa though, technology has an
additional and equally important
role. While sub-Saharan Africa’s
middle class expands, government,
NGO’s and the private sector need
to remind themselves that there
remains a segment of society
that is at risk of being left behind.
Without providing relief and
opportunity for all Africans, we run
the risk of repeating the mistakes
of the west by creating a gulf
between the richest and poorest.
Africa is the last great frontier, with
the world’s youngest population
and historic levels of investment in
TECHNOLOGY
infrastructure. Governments and
international bodies have ploughed
hundreds of billions of dollars in
to the development of new roads,
airports, economic free zones and
other forms of business-critical
infrastructure. But all of this is at
risk if the needs of the impoverished
are not taken care of. This is why we
must all be reminded of how terribly
important it is to support African
innovators and entrepreneurs
who are developing technological
solutions that can help us to alleviate
poverty and solve the persistent
health challenges that are still rife
in different parts of the region.
One of the most common
challenges in the healthcare sector
in Africa is geography – reaching
remote communities and providing
fast and reliable healthcare
services to individuals unable to
reach a hospital or clinic. There are
numerous examples of technological
innovations that are addressing
these issues. In Cameroon, a
young entrepreneur invented the
CardioPad; a computer tablet that
enables heart examinations such as
ECG’s to be conducted in remote,
rural locations that have never
previously had access to crucial
diagnostic tests. Its electrodes
communicate via Bluetooth to a
tablet, which then sends a signal
to cardiology departments in
the nearest city, using satellite
technology. The technology is
1 1
‘Africa is the last great frontier, with the world’s youngest population and historic levels of investment in infrastructure’
TECHNOLOGY
are actively encouraging Angolan
technology entrepreneurs to reach
out to us so that we can help them
gain access to capital in a market
that continues to underserve those
without a credit history. We believe
that healthcare and social challenges
such as lack of access to off-the-grid
electricity and clean water represents
foreign investors with eanormous
opportunities. Healthcare, sanitation
and energy provide a lifeline for the
poorest in our communities; they
provide opportunities for African
innovators to become successful
entrepreneurs and for multinationals
to contribute towards improving the
quality of life for all Africans along
with generating substantial returns on
their investments. FACRA provides
local innovators with a platform to
showcase their innovations. It gives
foreign investors an opportunity to
explore promising business ideas;
as well as a fast-track to entering the
domestic and regional market place.
Each of us has a vested interest
in supporting our young innovators
and entrepreneurs, and it is time
to invest in the technologies that
will help build a brighter future.
for them and for Africa.
currently only available in Cameroon
but with funding and support from a
private medical centre it is now set
to be marketed in other countries.
Another of the many diagnostic
solutions include MedAfrica, which
is a simple virtual library of medical
information that is available on a
smartphone, listing symptoms
and possible diagnoses. Likewise,
Medisoft East Africa has developed
a technology that enables x-rays and
other images to uploaded and sent
to radiologists across vast distances.
This product, called Teleradiology, gives
medical imaging centres and hospitals
all over the continent the freedom to
outsource interpretation services to
offsite radiologists around the clock.
Innovations such as these can only
be developed and taken to market
if they are supported by multiple
stakeholders. Government has an
obvious motivation, as do bodies
such as UNICEF and the WHO.
However, private investors and
foreign companies must also play a
part in upscaling these innovations.
In Angola, we have established
a unique VC model that provides
foreign investors with a conduit
to local innovators. At FACRA, we
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Written by: Nye Longman
Africa Energy Investment Summit 2016
EVENTS
1 6 A p r i l 2 0 1 6
The EventThe Africa Energy Investment
Summit will become a flagship event
for African Energy sector players
in coming years, policy makers in
governments, businesses, finance
houses and the professionals in the
sector. The continued promotion of
investment and development of Sub-
Saharan Africa’s energy is critical
to the region’s economic
growth and prosperity.
The inaugural
Africa Energy
Investment Summit 2016 will be held
at the Georgetown University Hotel
and Conference Centre in Washington
DC, USA. The event will be held
on 10th – 12th April, 2016 with Pre-
Conference Reception and Poster
Sessions on the 10th of April. The
event has partnered with well-known
energy focused media houses, global
legal and advisory services firms,
associations, and institutional lenders
who will be speaking at the summit.
The GoalsThe summit presents an opportunity
to engage with a wide variety of
professionals in the field whilst
attending presentations,
participating in debates
and generally taking
stock of where
the region’s
energy
EVENTS
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A F R I C A E N E R G Y I N V E S T M E N T S U M M I T 2 0 1 6
sector is, and where we want it to
be in the coming decade, energy
sector investments, development of
power generation, transmission and
distribution, as well as the whole value
chain. All of this happens in a context
that is dynamic and fun were ‘meet-
and-greet’ is key, networking and
creating lasting business relationships
for the improvement of the region.
Energy Sector DevelopmentsThe summit will look at regional
regulatory frameworks, the investment
climate for the energy sector, finance
and investment opportunities,
regional cooperation. It will spark
a new dialogue on new initiatives
that are already proving to be game
changers in energy, clean technology
and renewables plus new policies
and regulations, while exploring
emerging themes in the energy sector.
Latest news on Sub Saharan AfricaSub-Saharan Africa has a huge power
deficit which has made a huge impact
on the development and productivity
on all industries on the continent.
With deficit comes the opportunity for
investment and vigorous promotion
of the continent where renewables
and clean technology is concerned.
Hence, various governments on
the continent are working with the
private and institutional lenders
to develop the energy sector.
On a global scale, a lot is being
done to promote more investment into
Africa’s energy sector with initiatives
like President Obama’s Power Africa
and Prime Minister Cameron’s Energy
Africa. The African Development Bank
has pledged to mobilise $54 billion
for Africa energy sector, while the
IFC, the World Bank’s private sector
arm is working with countries in the
region on renewable energy projects
and deployment some of which are
scaling solar in Zambia and Senegal.
For more information on the event,
the agenda and registration, please
visit the summit website here:
www.nkmevents.com/aeis We look forward to welcoming you
at Georgetown University Hotel
& Conference Centre this April.
James Simpson, Partner; Katharine Sonneborn, of Counsel; and Giulia De Michelis, Associate, from the international law firm Winston & Strawn examine how Africa can benefit from experience gathered in the Middle East on Infrastructure and power projects
E d i t e d b y : Ny e Lo n g m a n
CASE STUDY
How can the Middle East experience be applied to African power projects?
1 91 9
James Simpson, Partner; Katharine Sonneborn, of Counsel; and Giulia De Michelis, Associate, from the international law firm Winston & Strawn examine how Africa can benefit from experience gathered in the Middle East on Infrastructure and power projects
E d i t e d b y : Ny e Lo n g m a n
How can the Middle East experience be applied to African power projects?
2 0 A p r i l 2 0 1 6
CASE STUDY
Africa: The Infrastructure GapOver the last decade, Africa has,
for the most part, demonstrated
resilient economic performance.
But sustainable and affordable
energy development has not
kept pace with economic growth.
With the rising demand for power,
Africa could witness a continuing
Infrastructure gap which represents
a genuine risk to its growth.
According to the World Bank, 25
of the 54 African countries are in
an energy crisis. In Sub-Saharan
Africa, only seven countries have
access rates greater than 50 percent,
meaning more than 600 million people
(approximately two-thirds of the
continent’s population) lack access to
electricity. African governments have
responded with conventional and
renewable energy investment growth
initiatives. These include an opening
of markets to private investors the
adoption of regulations to enhance
transparency and legal certainty, and
feed-in tariff schemes to promote
the deployment of renewables.
While many government initiatives
have been met with great success,
such as South Africa’s Renewable
Energy Independent Power Producer
Procurement Programme, others
have not been as well received. The
experience and lessons of successful
Independent Water and Power
Projects (IWPPs) and Independent
Power Projects (IPPs) in Arabian
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A F R I C A : T H E I N F R A S T R U C T U R E G A P
Gulf countries and the wider Middle
East over the last two decades,
can serve as guidance for Africa.
Clearly one model will not fit all,
and the variety and complexity of
economic and political considerations
across the African continent cannot
be underestimated. Drawing on the
Middle Eastern experience can make
a vital contribution to the successful
development of power projects in
Africa. Project participants should feel
confident that, with the establishment
of a process which follows generally
accepted procurement standards,
Africa will continue to represent a
significant and exciting opportunity
for the power project market.
‘Sustainable and affordable energy development has not kept pace with economic growth’
2 2 A p r i l 2 0 1 6
bankable projects while not requiring
extensive reworking for each new
development. In the Middle East,
the legal contractual matrix, with
the power purchase agreement
(PPA) at its heart, has rigidly followed
precedent through the IPPs and
IWPPs across the region, regardless
of changes in market conditions.
Bankability: Stability and strength of supply and off-take arrangementsIn particular, the key to the success of
any IPP is ensuring there is a bankable
contractual structure. The PPA should
ensure a source of revenue over a
tenor which is sufficient to ensure the
repayment of the project finance loan
and provide a return to investors. In
this respect the careful selection of
creditworthy counterparties is one
of a number of critical factors which
will determine the bankability of
the project. Similarly, the adequacy
of the fuel supply arrangements,
preferably by way of a fixed price
long-term supply agreement, is a key
factor in determining bankability.
In Abu Dhabi, the Abu Dhabi
Water and Electricity Company
(ADWEC) is responsible for the fuel
What lessons can be applied in Africa based on the Middle East experience?
• A clear, fair and consistent independent regulatory regimeThe Middle East experience
demonstrates the benefit of
having a clear and consistent
independent regulatory regime
built to respect political realities,
facilitate private investment, and
ensure fair regulatory oversight for
both the public and private sectors.
• A transparent procurement processA thorough, transparent
procurement process is essential
to encourage market participation.
Project procurement should be
by reference to specific non-
discriminatory criteria and open
to appropriate public scrutiny.
For example, the opening of
financial bids should be on
the bid submission date and
should take place in public.
• A well-structured and consistent contractual templateIt is also important for projects to
be well-structured and follow a
contractual template that delivers
CASE STUDY
2 3
A F R I C A : T H E I N F R A S T R U C T U R E G A P
2 4 A p r i l 2 0 1 6
‘It is also important for projects to be
well-structured and follow a contractual
template that delivers bankable projects while not
requiring extensive reworking for each new development’
CASE STUDY
2 5
A F R I C A : T H E I N F R A S T R U C T U R E G A P
end-users are paying for the power.
In Abu Dhabi, payments by
ADWEC to power producers have
followed a take-or-pay structure
comprising a capacity payment and
an output payment. ADWEC also
takes the fuel supply risk by paying
fuel suppliers directly for the fuel
consumed by the power producers.
Make use of the multitude of financing sourcesProjects in the Middle East were able
to mobilise and leverage all possible
financing resources, from domestic
capabilities to multilateral partners.
These have included export credit
agencies, multilateral financing
institutions, development finance
institutions and political risk insurance
providers. All these sources are
likely to be vital for the development
of projects in Africa as well.
supply as well as being the single
offtaker of electricity produced by
all the Emirate’s IPPs/IWPPs. No
government guarantee is issued
in respect of ADWEC’s payment
obligations; however, the Abu Dhabi
Government guarantees termination
payments under the PPA.
Where the creditworthiness of
an offtaker presents a concern,
a higher level of government
support is typically required.
Bankability: Tariffs and revenue generationThe tariff that the power producer can
charge for the power it generates is
fundamental to the bankability and
ultimate success of a project. When
setting a tariff, consideration should be
given to realistic and comprehensive
calculations of the costs of generating
power and to the price which
Written by: Nye Longman
Togo to host an additional Africa Hotel Investment Forum (AHIF) 21-22 June 2016
Togo to host an additional Africa Hotel Investment Forum (AHIF) 21-22 June 2016
EVENTS
2 8 A p r i l 2 0 1 6
TOGO ATTRACTS A variety of
tourist visitors keen to explore its
beautiful scenery and enjoy its tropical
climate. Latest figures from the World
Travel and Tourism Council show that
travel and tourism directly accounted
for 3.1 percent of total GDP in 2014
and is forecast to rise by 6 percent
in 2015, and by a further 2.2 percent
each year from 2015 to 2025.
On a wider analysis, the total
contribution of travel and tourism to
GDP was 6.7 percent in 2014 and
is forecast to rise by 5.4 percent
by the end of 2015. The plans to
host an additional Africa Hotel
Investment Forum (AHIF) conference
in Togo’s capital Lomé in April run
parallel with two major development
initiatives designed to enhance the
country’s standing as a strategic
investment destination for business
and tourism by the Ministry of
Commerce, Industry, Private Sector
Promotion and Tourism of Togo.
Lomé’s new airport terminal,
which was scheduled to open in
late 2015, will increase passenger
capacity from 400,000 to 2 million,
and triple the international airport’s
passenger and cargo potential. It
will accommodate direct flights from
EVENTS
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A F R I C A H O T E L I N V E S T M E N T F O R U M
“Togo has dynamic plans to develop and expand trade and tourism and we are pleased to welcome this important conference to our country” - The Prime Minister of Togo
Komi Sélom Klassou
Cairo, Turkey and Dubai. Within the
next decade the expansion of the
capital’s sea port will triple its capacity,
to 1.2 million containers a year.
Ethiopian airlines announced that
it will be flying, in partnership with
Asky Airlines, three times a week from
Addis Ababa to New York via Togo’s
Lomé airport, further strengthening
the country’s international links.
Added to this, Lomé’s new airport
terminal is set to increase passenger
3 0 A p r i l 2 0 1 6
EVENTS
A F R I C A H O T E L I N V E S T M E N T F O R U M
3 1
to our country. I am confident it
will provide an excellent platform
to discuss the way ahead.”
The Prime Minister will be joined by
African government ministers, tourism
experts, international hotel investors
and leading business executives.
For more information, please visit:
www.africa-conference.com
and cargo volumes significantly, and
the planned expansion of its sea
port will triple its current capacity.
The Prime Minister of Togo Komi
Sélom Klassou, has announced he
will be among the VIPs attending
the Africa Hotel Investment Forum,
being held under the patronage
of Faure Essozimna Gnassingbé,
President of Togo, in Lomé in June.
Klassou said: “Togo has dynamic
plans to develop and expand trade
and tourism and we are pleased to
welcome this important conference
CAMEROONIAN INTEGRITY
CAMEROONIAN INTEGRITY
3 3
Written by: Nell WalkerProduced by: Richard Deane
3 4 A p r i l 2 0 1 6
DIAGEO GUINNESS CAMEROON
3 4 A p r i l 2 0 1 6
T he Diageo Guinness Cameroon we know today began when merchants started taking bottles of Guinness from Europe to
Africa on their ships. The Cameroonians fell in love with the product, and Guinness Ltd – based in London – began officially exporting. This led to Guinness Cameroun SA (GCSA) being created in 1967, with the first depot opening in Limbe. Two years later a brewery was built in Douala, and by 1970, production was firmly underway.
Guinness merged with IDV in 1997, becoming a subsidiary of Diageo Plc. The company
is now the worldwide leader of premium beverages, with a range that includes
huge brands in the world of wines, beers, and spirits, 29 of which rank as among the top 100 spirits globally.
As well as Guinness, Diageo distributes various Smirnoff-brand mixed drinks and vodkas, several Johnnie Walker
whiskeys, Baileys, Gordon’s, Gilbey’s, and many others. Cameroon is now the fifth
The year that Guinness Cameroun
SA (GCSA) was founded
1967
Diageo Guinness Cameroon, subsidiary of the world’s leading premium drinks company Diageo, details the company’s dedication to its country, employees, customers, and the environment
S U P P LY C H A I N
www.d iageo .com 3 5
largest Guinness market in the world, with around 430 dedicated employees and 29 distributors covering the national territory.
Company diversityDiageo is committed to diversity within its employee base, ensuring meritocracy and inclusiveness by not discriminating based on ethnicity,
gender, disability, religion, or age. It highly encourages women in particular to apply for roles, and hopes to achieve 50 percent female employees within the next four years. It currently employs 23 percent. The investment Diageo makes in its talent recruitment today has a direct and cumulative
positive impact on the company’s performance
www.d iageo .com 3 9
S U P P LY C H A I N
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and reputation. Its resourcing process is critical in helping ensure it has the right people in the right place at the right time.
Diageo also considers local recruitment to be vital, and boasts a 100 percent Cameroonian Executive Committee – barring the Managing Director. The company supports its local communities by raising the employment rate of Cameroonians coming from all regions, whether they speak English or French. The Diageo Way of Resourcing (DWOR) provides high-quality tools, resources, and support to help hiring managers and HR teams execute the resourcing process, minimise risks or poor selection choices, and
ensure that all decisions are compliant and ethical.
The company offers
training,
“The investment Diageo makes in its talent recruitment has a direct and cumulative impact on the company’s performance and reputation”
internships, and various development programmes, with a heavy focus on launching the careers of younger people. It has programmes in place for generation Y because it believes they are who will truly make an impact to the company and the country as a whole. They have the opportunity
to join a global company in which they will benefit from senior leaders’ coaching on both functional and leadership aspects. Diageo has a great culture of training to build capabilities of all employees and particularly people managers for them to provide a wonderful experience to their direct reports. .
DIAGEO GUINNESS CAMEROON
4 0 A p r i l 2 0 1 6
Supply chain managementTo deliver its ambition, Diageo Guinness Cameroon requires an efficient supply chain, and the team has implemented a system capable of rising to the occasion. The company maintains an excellent set of models, frameworks, standards, and systems. The aim
of these is to drive excellence across the supply chain through proactivity, control measures, visibility of day-to-day operations, productivity, and quality assurance.
Logistics and distribution are specifically managed using a Move Business Performance Framework which covers a clear
S U P P LY C H A I N
www.d iageo .com 4 1
Created in August 2002, CAPITAL RH is an Employment Company specialized in Recruitment, Placement and Management of Temporary Workers, Training etc. Our Headquarters is in Douala, Cameroon. To build a progressing business and play a signifi cant role in the success of our client DIAGEO GUINNESS CAMEROON, we have always made sure to:
1. Act in accordance with the highest standards of personal and professional integrity.2. Conduct our business activities with integrity and ethics and within the framework of business policies of
our clients.3. Respect and continue to comply with the DIAGEO Code of Business Conduct.
To care for the needs in manpower of our client, we keep a rigorous recruitment process as to workers to place, either for temporary jobs (12 months maxi) under CAPITAL RH or for long term jobs under CAPITAL SERVICES, the incorporation of CAPITAL RH.
Through various ways, these workers are equipped and encouraged to reach the targets, as well as highly motivated to give their best. Our transparency in our dealings with clients, workers and job seekers has widely publicized our fame in matters of ethics and business integrity.
OUR POLICY TOWARDS DIAGEO GUINNESS CAMEROON
www.capital-rh.biz
Address: P.O Box 24199 DOUALA - CAMEROONTel: (+237) 233 43 87 11/ 699 45 86 08 | Email: [email protected]
WHEN YOU REALLY NEED DEPENDABLE POWER SOLUTIONSDiscover the difference at Energyst.com
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set of operational and financial Key Performance Indicators, standardised operation procedures, organisation structures, a capabilities agenda, information and systems platform, demand solutions for forecasting, and GPS. The information flows from the consumer to the logistics centre and triggers all operations.
Diageo Guinness Cameroon wants to create value for the local economy, and utilises its supply chain to do so, supporting and building capability amongst the communities in which it operates. From the farming and production of ingredients, to the manufacture and distribution of marketing materials or merchandise, each
www.d iageo .com 4 3
S U P P LY C H A I N
“Its reputation can only be sustained if every part of the team is doing the right thing, every day, everywhere”
stage of its supply chain impacts its employees, local communities, and the environment, as well as other stakeholders. The company wants to integrate social and environmental standards into every link of those chains, and it has a clear commercial interest in ensuring that its supply chain is increasingly secure, stable, and sustainable.
Diageo employs three core principles in its relationships with suppliers: optimisation of due diligence, build capacity, and the support and creation of value with local businesses. The company’s strategy for attaining sustainable supply chains is partially measured against its sustainability and responsibility targets for 2020, and plans to achieve this with a combination of responsible sourcing, reducing environmental impact, and agricultural value chain partnerships.
Sustainability and ethicsSaving water is fundamental to Diageo’s sustainability strategy; it considers the measuring and management of its environmental impact important not only to the planet, but for financial sustainability, especially since its use is so prevalent in the brewing process. Water stewardship is therefore its biggest environmental priority, and this
DIAGEO GUINNESS CAMEROON
4 4 A p r i l 2 0 1 6
DIAGEO GUINNESS CAMEROON
www.iconprodafrica.com +237699483912 | [email protected]
FOBS Limited is an engineering and sales representative company that was created to provide innovative and flexible solutions to companies in terms of engineering, specific products and industrial consumables for food –beverage companies and other industries.
Our Mission: Ensuring customer satisfaction Innovation for our customersProximity, reactivity and availability
• The establishment of your internalization strategy• The use of products and monitoring• The choice of solutions and technologies you
need to boost your growth
Our expertise supports you in:
FOBS LTDZ.I. Magza BassaP.O. Box 5913 Donala - Cameroon
Tel: +237 695 19 21 11Mail: [email protected]: www.fobs-group.com
S U P P LY C H A I N
www.d iageo .com 4 7
is enshrined in the Diageo Water Blueprint. The long-term plan is to be a business which does not materially deplete natural resources, contribute to climate change, or cause damage to species, habitats, and biodiversity.
The company has its own ethical policy – a Code of Business Conduct – which is underpinned by law, to ensure that employees and consumers are protected. This defines the company’s values and business performance, and the expectations of how those representing Diageo should behave. Reputation is critical to long-term commercial success, and the business wants to be seen as one of the world’s most trusted and respected companies – as well as being a great place to work – and for Diageo to become a by-word for acting with integrity and responsibility.
The fact that many of Diageo’s brands have
DIAGEO GUINNESS CAMEROON
4 8 A p r i l 2 0 1 6
been around for generations is part of what the company believes sets it apart. The phrase ‘celebrating life every day, everywhere’ is at the heart of the business; it means that people should be able to celebrate with Diageo’s brands at any occasion, anywhere in the world.
Diageo’s global business trades accross done across approximately 180 countries with over 30,000 employees and offices in 80 countries, and the staff truly cares for the legacy of the brands. The company takes its role as an alcohol
producer seriously, knowing that misuse can reflect upon its brands, and has programmes and tools in place for customers to make informed choices about their drinking decisions.
It is this sense of community which makes Diageo unique. An essential part of its contribution
to the wider
Number of employees working for Diageo Guinness Cameroon
430
S U P P LY C H A I N
www.d iageo .com 4 9
communities which allow the business to flourish is a long-term investment in actively-managed programmes that help serve critical local needs. It has recently made a meaningful assessment of the potential impact of its supply chain, and it is increasingly
focused on empowering stakeholders, from
small-scale farmers, to bartenders who serve Diageo’s brands, and in particular, to women.
Diageo believes that its
reputation can only be sustained if
every part of the team is doing the right thing, every day, everywhere.
Doing business with integrity goes beyond having a good corporate governance framework and policy compliance; it is about creating a culture that demands that integrity. Smart investments in quality, targeted innovations, and cost management have ensured healthy growth for Diageo in recent years, and it has its vast team to thank for this continued success.
The company recognizes that these strengths have carried it thus far, but that to improve performance in the future, it will need to truly be the best in its field to maintain its excellent reputation. As a result, Diageo Guinness Cameroon places all of its flair, positivity, and passion for the business at the centre of all future projects and initiatives, to ensure it stays firmly ahead of the curve.
Number of employees working for Diageo Guinness Cameroon
430
Networking finance Written by: Nye Longman Produced by: Mariana Lee
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Networking finance Written by: Nye Longman Produced by: Mariana Lee
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ECOBANK NIGERIA
Between 2014 and 2015, Ecobank Nigeria grew at an astonishing rate of 155 percent.
While Africa’s largest economy is no stranger to high growth percentages (its annual economic growth has frequently hit the 6 percent mark over the past decade) the Nigerian branch of the pan-African bank has made a particularly unique effort. Bolstering its growing position in a crucial market by doubling down on its technological capabilities, Ecobank Nigeria is well-positioned to become the bank of choice – not only for Nigerians, but for all its potential customers in the 36 African countries in which it does business.
Operations Ecobank’s Group CEO Ade Ayeyemi explains that the recent success of the bank is not simply down to the economic prosperity of Nigeria: “Indeed, we have had substantial growth in recent years,” he says. “This has been attributable to discipline and dedication. Growth came with our expansion and also because we took advantage of the environment and worked hard to create what we have today.
“We are a full-service bank providing wholesale, retail, investment, and transaction banking services and products to governments,
One of Africa’s largest and fastest growing banks, Ecobank has firmly tied itself to the development of the continent and has been particularly successful in Nigeria, as African Business Review explores
Sales Hotline: 0700CUMMINS (07002866467)24/7 Service Hotlines: 08128990192www.cumminswestafricaltd.com
Head Offi ce 8, Ijora Causeway,Ijora, Lagos.Tel: 01-2772880
Victoria Island Showroom7A, Adeyemo Alakija StrIjora, Lagos, Victoria IslandTel: Tel: 01-4530136
Abuja Branch1,Leventis Close,Central Business District, Abuja, FCT. Tel: 09-4611631
Port Harcourt Branch Plot 116, Trans Amadi Ind. Layout, By Revoc Junction, Port Harcourt, Rivers State. Tel: 084-468786
Kano BranchNo 7, Sani Abacha Way Airport Road – Kano Tel: 064-388 680
Cummins West Africa Limited is a dynamic, customer focused power solutions fi rm specializing in the sales and maintenance of CUMMINS DIESEL GENERATOR SETS. Product range covers the entire spectrum of any requirements from 15KVA to 3000 KVA. We offer complete factory-assembled package. Cummins offer reliability, fuel-effi ciency and low cost of ownership over the lifespan of the products.
Sales Hotline: 0700CUMMINS (07002866467)24/7 Service Hotlines: 08128990192www.cumminswestafricaltd.com
Head Offi ce 8, Ijora Causeway,Ijora, Lagos.Tel: 01-2772880
Victoria Island Showroom7A, Adeyemo Alakija StrIjora, Lagos, Victoria IslandTel: Tel: 01-4530136
Abuja Branch1,Leventis Close,Central Business District, Abuja, FCT. Tel: 09-4611631
Port Harcourt Branch Plot 116, Trans Amadi Ind. Layout, By Revoc Junction, Port Harcourt, Rivers State. Tel: 084-468786
Kano BranchNo 7, Sani Abacha Way Airport Road – Kano Tel: 064-388 680
Cummins West Africa Limited is a dynamic, customer focused power solutions fi rm specializing in the sales and maintenance of CUMMINS DIESEL GENERATOR SETS. Product range covers the entire spectrum of any requirements from 15KVA to 3000 KVA. We offer complete factory-assembled package. Cummins offer reliability, fuel-effi ciency and low cost of ownership over the lifespan of the products.
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ECOBANK NIGERIASUPPLIER PROFILE
CUMMINS WEST AFRICA
Cummins West Africa Limited is a dynamic, customer focused power solutions firm specializing in the sales and maintenance of CUMMINS DIESEL GENERATOR SETS. Our product range covers the entire spectrum of your requirements from 15KVA to 3000 KVA. We offer complete factory-assembled package. Cummins diesel generators offer reliability, fuel-efficiency and low cost of ownership over the lifespan of the products.
In line with our deep commitment to customer satisfaction, Cummins West Africa Limited invests extensively in all aspects of product support as part of its conformity to professional excellence and international standards which includes a 24/7 (round-the-clock) service support, manned by highly trained field service engineers, who are always mobile and ready to respond to emergency calls.
Website: www.cumminswestafricaltd.com
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financial institutions, multinationals, international organisations, medium, small and micro businesses and individuals.
“Our net revenue in 2014 was $2.28 billion. For the first nine months of 2015 it was $1.6 billion. Profit before tax for 2014 was $520 million, and $398 million for the first nine months of 2015.”
What Ecobank Nigeria has today is a truly expansive offering of banking and financial services, available to people who might be accessing banking for the first time, all the way up to supporting businesses and investors. Its offering, therefore, provides services for personal, business, and corporate customers. Alongside typical services such as loans and accounts, Ecobank Nigeria offers such services as cash management solutions, supply chain financing, and a range of investor and asset management services.
Ayeyemi expands: “Today, our group employs more than 20,000 people in 40 different countries and we have over 1,200 branches and offices. Our geographical map not only covers Nigeria and the other countries of Anglophone West Africa, but also the francophone grouping of countries that make up the West African Economic and Monetary Union (UEMOA), and Central, Eastern and Southern Africa.”
“Growth came with our expansion and also because we took advantage of the environment and worked hard to create what we have today”– Ecobank’s Group
CEO Ade Ayeyemi
The amount of revenue created by Ecobank Nigeria
$2.8 bn(2014)
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ECOBANK NIGERIA
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www.ecobank .com 5 9
The value of the network Keen to deliver the best possible services to its customers, Ecobank has formed a number of partnerships that have enabled it to achieve this, as Ayeyemi explains: “We recently implemented a partnership with Orange in the area of mobile money and mobile banking to further bring banking to the doorsteps of our customers in Côte d’Ivoire, Mali, Senegal, Guinea Conakry, and Niger.
“This is in addition to our Ecobank Mobile platform in Nigeria and Kenya, and existing partnerships with Airtel, MTN, Tigo and Moov in about 18 other affiliates within our network.”
From a customer relationship management perspective, the bank’s strategic objective is to drive the ease and speed of doing business. In order to achieve this, it has driven the use of digital channels, tailored to specific customer segments, for sales and service delivery. These channels are particularly easy to
access, and speed up the banking process, making it a great deal more convenient for customers.
“We formed landmark alliances with major mobile telecommunication companies such as MTN, Airtel and Orange to offer mobile financial services to our customers across Africa. Ecobank is also the first bank in Africa to partner with Western Union in the delivery of Western Union transfers to bank accounts as well as encashment of transfers through our ATMs.
“We are probably the only bank in Africa that accepts VISA, Master-Card, UnionPay and PAC cards, and are also active in e-commerce with the recent launch of Mymall in Nigeria.”
Ayeyemi adds: “These initiatives informed changes to our sales approach as well as our first and second line service support, impacting on our front, middle and back-offices. We have widened our card offering, enhanced our Corporate and Retail Internet
banking and Collections platforms, increased the coverage of our 24/7 Contact Centre services, further innovated our Mobile Banking product offering, and continue to expand our distribution of Merchant Point of Sale (POS) Terminals.”
Technology Of late, technology has been a key enabler for the business in allowing it to achieve its objectives. Having already proved its worth several times over, technology has become a
goal in itself; Ecobank now seeks to build a technology-led banking institution that is capable of meeting future challenges from the disruptors in the financial services space.
This technology-led transformation began in 2006 when the company consolidated 37 small data centres that were spread across the continent into a single tech hub in Accra, Ghana. Not only has this acted as the backbone that supports
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ECOBANK NIGERIA
“The Ecobank story is an African story – our core vision, and the ethos of our company is one that brings all Africans together. We don’t do a hard sell to attract talent, but we get the best”
– Ecobank’s Group CEO Ade Ayeyemi
service packages, it has also worked as a platform for developing technological offerings.
Ayeyemi adds: “Our focus is to continue to leverage digital channels to improve the convenience and satisfaction of our customers. In this regard, we recently upgraded our Retail Internet Banking platform in Nigeria. We have made recent technological advances in our customer on-boarding, cards,
mobile,
remittances, processing platform, and office efficiency systems.
“Ecobank has also deployed an image-based workflow processing platform that enables remote processing of customer transactions. Another part of our technology-led banking vision is to make work easy for our employees by deploying various office efficiency systems, whether in communication, procurement, or travelling.”
Talent management Ayeyemi
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explains how the bank’s talent management philosophy is uniquely linked to a shared vision for the success of the continent. He says: “The Ecobank story is an African story – our core vision, and the ethos of our company is one that brings all Africans together. We don’t do a hard sell to attract talent, but we get the best.
“The people we attract join the group for both intellectual and emotional connection. The emotional connection is the Africa story – the yearning of Africans to contribute to this journey. There is clear evidence of the intellectual connection in how we develop our employees.”
The opportunities for progress and development within the corporate structure of the bank are almost endless. Its development platform has received repeated investment over the years and this ongoing initiative has been continually bolstered by internal efforts to create a comfortable and inspiring workplace for its employees.
Ayeyemi expands: “Ecobank believes in the overall development of its employees. As part of our HR strategy, we have built and put in place a separate Ecobank Academy, which acts as the conduit for design and execution of our learning and development strategy across the group.
“First we have our Professional Development programmes. These are business-specific
“We want to win in the marketplace with our customers and our investors. We want to win with our employees and with the communities where we operate. For our customers, we want to be a provider of choice and for our employees, an exemplary employer”– Ecobank’s Group CEO
Ade Ayeyemi
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ECOBANK NIGERIA
programmes that are jointly designed with the responsible business executive to build capabilities on the skills and competencies required to deliver the business strategy, as well as enhance our talent bench-strength.
“Our Leadership and Management Development programmes are designed specifically to ensure a strong Leadership team with the combined best practice
leadership capabilities, coupled with Ecobank agreed leadership requirements. These programmes are designed based on categories of leadership in the organisation and range from supervisory to executive management positions.
“Our Business Enabler programmes are designed to address specific employee development needs such as negotiation, influencing, and
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communication skills.” As a key market for the Ecobank
group, Nigeria offers the business a wealth of opportunities and, in turn, the bank has an extensive offering of financial and banking products that appeal to every section of the country’s rich socio-economic makeup.
Ayeyemi concludes: “We want to win in the marketplace with our customers and our investors. We
want to win with our employees and with the communities where we operate. For our customers, we want to be the provider of choice, and for our employees, an exemplary employer. For our shareholders, an investment of choice, and for the communities where we operate, a neighbour of choice. We want to be judged as an example of best practice to which others can aspire.”
The year that Ecobank Nigeria was founded
1985
Pulling tin
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Pulling tin Written by: Nell Walker Produced by: Anthony Munatswa
Alphamin Resources is in the process of building a mine on one of the world’s highest grade tin deposits, providing jobs and stability and contributing to sustainable long-term development for locals in a country that has suffered conflict for many years.
Mauritius-based mining company Alphamin Resources bought
and began developing at the Bisie tin project in 2011. The company is listed on the Toronto Stock Exchange, and its DRC project holding company has the Democratic Republic of Congo’s government as a 5 percent shareholder with the Industrial Development Corporation as an 11 percent shareholder (expected to soon be 15 percent). Alphamin is developing a mine and processing plant to mine the most developed of its resource targets, Mpama North, and Boris Kamstra, Alphamin CEO, explains its current status:
“We completed a feasibility study last month; we are now aiming to
raise the capital required to build the mine and then start building it,” he states. “We want to be in production by 2018, so my job is to get the money to do that, make sure the team on the ground is doing what it needs to do, and ensure they have what they require to succeed.”
Kamstra considers Bisie more than just a mining project: “It’s in the jungles of the Walikale region, which is a region that has had a difficult recent history from which it is now emerging. The mine’s location is very remote, but the potential for Alphamin to materially change the region is enormous. Throughout our management team is a very strong component of wanting to be part of a project that makes a difference which
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ALPHAMIN RESOURCES
“Throughout our management team is a very strong component of wanting to be part of a project that makes a difference which ensures that they will make this a success due to the positive impact it’ll have” – Boris Kamstra, CEO
www.a lphaminresources .com 6 9
M I N I N G
AFRICAN
2000 wells have been drilled by African Drilling Limited
InnovateAdaptLead
T +256 75 045 7742T +256 77 231 6123E [email protected]
INTERNATIONAL DRILLING SOLUTIONS (U) LTDTrading as African DrillingPlot No 8004, Kayongo Road, KisunguKampala, Uganda
DR CONGO - Of� ce AddressCommune De Goma, Q.Les Volcans, Karisinbi No 3Goma DRC+243 81 564 7759
The quality of our Service in such a tough environment is impressive. However it is the culture of success in African Drilling that sets us apart with prioritization on safety and training.
African Drilling employs a team of passionate specialists who bring a world of experience, technical knowledge and understanding, and in this requires management to be active in the day to day drilling operations.
Our people understand the critical nature of obtaining contaminant free samples that accurately reflect the underlying mineral deposits. Our team understands the time-sensitive nature of achieving Customer deadlines. Our team understand the importance of adhering to our Corporate Responsibility Promise.
These skill sets are very difficult to obtain in Africa and a true differentiator of the African Drilling success.
We are a leading exploration drilling company providing responsible solutions for the most extreme mineral and energy challenges in Africa. During our 20 years of experience in Africa we have managed and provided comprehensive turnkey drilling solutions for mineral exploration and speciality drilling needs.
African Drilling specialize in the following core services areas
• Integrated Drilling Solutions Management• Project Management• Geotechnical Construction• Drilling Production, Dual Wall Reserve
Circulation Drilling, Diamond Core Drilling, Large, Diameter Core Drilling, Percussion Hammer Drilling, Mud Rotary drilling, Flooded Reverse Circulation
• Wedging, directional, non-directional, navi drilling, mud deflections, window deflections
• Core sampling in difficult ground conditions, with mud technicians onsite, gas sampling, packer testing and SPT.
• All types of surveys (gyro and magnetic) and orientation
• Rig Management• Support and Maintenance• Contract Labour• Logistics, supply chain and transportation
With over 30 years experienceAfrican Drilling is your trusted partner in the African mining endeavours
AFRICAN
2000 wells have been drilled by African Drilling Limited
InnovateAdaptLead
T +256 75 045 7742T +256 77 231 6123E [email protected]
INTERNATIONAL DRILLING SOLUTIONS (U) LTDTrading as African DrillingPlot No 8004, Kayongo Road, KisunguKampala, Uganda
DR CONGO - Of� ce AddressCommune De Goma, Q.Les Volcans, Karisinbi No 3Goma DRC+243 81 564 7759
The quality of our Service in such a tough environment is impressive. However it is the culture of success in African Drilling that sets us apart with prioritization on safety and training.
African Drilling employs a team of passionate specialists who bring a world of experience, technical knowledge and understanding, and in this requires management to be active in the day to day drilling operations.
Our people understand the critical nature of obtaining contaminant free samples that accurately reflect the underlying mineral deposits. Our team understands the time-sensitive nature of achieving Customer deadlines. Our team understand the importance of adhering to our Corporate Responsibility Promise.
These skill sets are very difficult to obtain in Africa and a true differentiator of the African Drilling success.
We are a leading exploration drilling company providing responsible solutions for the most extreme mineral and energy challenges in Africa. During our 20 years of experience in Africa we have managed and provided comprehensive turnkey drilling solutions for mineral exploration and speciality drilling needs.
African Drilling specialize in the following core services areas
• Integrated Drilling Solutions Management• Project Management• Geotechnical Construction• Drilling Production, Dual Wall Reserve
Circulation Drilling, Diamond Core Drilling, Large, Diameter Core Drilling, Percussion Hammer Drilling, Mud Rotary drilling, Flooded Reverse Circulation
• Wedging, directional, non-directional, navi drilling, mud deflections, window deflections
• Core sampling in difficult ground conditions, with mud technicians onsite, gas sampling, packer testing and SPT.
• All types of surveys (gyro and magnetic) and orientation
• Rig Management• Support and Maintenance• Contract Labour• Logistics, supply chain and transportation
With over 30 years experienceAfrican Drilling is your trusted partner in the African mining endeavours
The year Alphamin Resources was founded
1981 ensures that they will make this a success due to the positive impact it will have, and how we reduce the challenges in front of us.
“Building and operating a mine at Bisie will not be a simple operation, one has to think through all of the potential issues one may have to confront and develop plans to deal with them. There are no other projects in the world I can think of that have the combination of extraordinarily positive project fundamentals, and a whole development impact attached to it along with many challenges and opportunities. It’s actually a draw for employees and community members sensing economic development; a lot of people
“There are no other projects in the world I can think of that have the combination of extraordinarily positive project fundamentals, and a whole development impact attached to it along with many challenges and opportunities”
– Boris Kamstra, CEO
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ALPHAMIN RESOURCES
have approached us wanting to be part of this.”Within the latest arm of Alphamin’s tin mining
project operating between 2017 and 2018, a processing plant will be built to produce around 9,000 tonnes of tin in concentrate per year. The company has had to adopt a unique approach to its supply chain due to the remote location: “It’s a little tricky in that many of the roads we are going to be using are not passable by your average truck,” says Kamstra. “So what we are planning to use is a shunt system.
“We’ll have six-by-six or eight-by-eight military-type vehicles that can carry a 20-tonne container,
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ALPHAMIN RESOURCES
Alphamin’s
Bisie Camp
Annotated
M I N I N G
and this will run between a suitably located depot and the mine. We are going to have to consolidate all our supplies and logistics at one depot, and that will be everything from diesel right through to consumables. These will then be packed into specially designed containers for the trip to the mine. Once unloaded they will return with twenty tons of tin concentrate packed into them.”
According to Kamstra, logistics and transport are less important than they would be for less valuable materials which require efficient bulk transport systems. “We manage logistics in a pretty basic and fundamental way,” he says. “We’re using a combination of existing technologies and readily available solutions in the area, and we incorporate the relevant ones that work for us into our operational plan.”
Far from wishing to corner the DRC market for itself, Kamstra hopes that Alphamin will prove to be a catalyst for other companies
to come to the area: “If other businesses come in, that’s to our advantage and to that of the North Kivu province. The more companies you have operating, the more business will emerge. This has multiple effects in terms of economic activity; it’s like a snowball. It continues to roll and makes everything easier for everyone.
“We are in the tin market because we believe the price pressure for tin is going to come from the supply side rather than the demand side. The reason for that is historic; tin was largely a forgotten commodity until its incorporation into solder, and it’s rather tricky to find economically viable deposits of tin. Prices have flown up recently; they did die down a little reaching a low point at the beginning of the year, but we’re delighted to see they have started to improve recently.
“It is estimated that the industry needs tin prices of about $22,000 a tonne in order to provide sufficient feed from 2018 onwards, because
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other projects that are waiting in the wings require that kind of price to get going. However, we’re doing okay at the current pricing. It gives us a robustness and ability to absorb market gyrations which makes for a very nice business model while we move into production before 2019.”
The DRC, Kamstra explains, is an incredibly wealthy area from a natural resource perspective. “Mining, hydrocarbons, agriculture, forestry, fresh water for cultivation and hydroelectricity – it has everything in abundance. However, when the US conflict mineral
“We are developing a secure supply of fundamental material, our customers have to expend almost zero money ensuring it’s conflict-free” – Boris Kamstra, CEO
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ALPHAMIN RESOURCES
legislation came out in 2010, the informal tin mining industry in the DRC collapsed because they could not get decent prices, as the material was not certified as conflict-free. Despite this potential wealth, very little benefits of mineral extraction have reached local populations historically in the DRC, and especially from recent illegal artisanal production of conflict minerals. Therefore Alphamin has committed to a relatively strong community social investment of 4 percent of operating expenditures to be invested in local economic, health, education and social infrastructure through a community-driven not-for-profit.
“Alphamin can offer absolutely clean, 100 percent certified conflict-free tin from this region, so our end users will be assured of a continued supply of tin, which is something a lot of people are getting worried about and that it will be easily verifiable as conflict free. We are developing a secure supply of fundamental material for the modern economy, our customers will have to expend almost zero money ensuring it’s conflict-free, and by purchasing the product, they are materially improving the lives and general wellbeing of the local people. That’s a high-value proposition for the tin industry in general and certainly for most end users.”
“We are developing a secure supply of fundamental material, our customers have to expend almost zero money ensuring it’s conflict-free” – Boris Kamstra, CEO
The total number of
staff employed by Alphamin Resources
350
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The benchmark in agricultural
machinery conveyance.
AGRITRANSServing the Southern African
Agricultural Industry
T: +27 58 813 1303 • F: +27 86 689 7623
www.agritrans.co.za
