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Rolls-Royce, a developer of complex power and propulsion solutions for safety-critical applications, has commissioned ten mtu gas gensets for the Egyptian Wood Technology Company’s (WOTECH) production plant

The plant is located in northern Egypt and produces medium-density fibreboard (MDF) from rice straw for use in furniture and buildings. The plant avoids the usual practice of burning rice straw, which is a by-product of rice cultivation, and ensures its sustainable use by repurposing it into MDF. The factory is the second of its kind in the world and the first in Africa.

As the facility has no access to the public grid, it relies on the 20-cylinder mtu gas gensets which have a collective output of 25MW. Rolls-Royce worked with local partner Engineering for Industries Co. (INDE) and the Egyptian Maintenance Company (EMC) to supply the mtu Series 4000 L64 FNER gensets, controls and accessories for the WOTECH project, which was established with full Egyptian capital from the oil sector.

“When supporting a project such as the WOTECH facility, where there is no access to the grid utility, the dependability of our mtu gas-powered gensets is paramount,” commented Tobias Ostermaier, president stationary power solutions at Rolls-Royce. “Working with INDE and EMC, we were able to deliver a power solution that met all the customer requirements - being efficient, reliable and offering the combination of best-in-class power density with low emissions.”

Caterpillar, a leading manufacturer of construction and mining equipment, off-highway diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives, is marking its 100^th anniversary

Celebrations throughout the US will commemorate the momentous occasion when the company officially turns 100 on 15 April. This journey began when the Holt Manufacturing Company and the C.L. Best Tractor Co. merged to form what was then known as the Caterpillar Tractor Co. in 1925. From the company’s first track-type tractor designed to pull combine harvesters in Northern California to autonomous construction and mining equipment and engines that power the world today, Caterpillar products and services have helped its customers complete infrastructure projects that have shaped the modern world.

Caterpillar chairman and CEO Jim Umpleby, commented, “Our success over the last 100 years is a testament to the hard work and dedication of our employees, the continued trust of our customers and the support of our dealers and business partners. I am proud to lead such a strong team, and I’m confident Caterpillar will continue to help our customers build a better, more sustainable world over the next 100 years.”

The Centennial World Tour has now embarked on its journey to visit Caterpillar facilities around the world and provide an interactive and immersive experience for employees and visitors. The company is also commemorating the milestone with limited-edition ‘Centennial Grey’ painted machines available for purchase in 2025.

Linda Omara-Koledade, mining and metals dealmaker at Industrial Development Corporation and founder & CEO of Mustard Seed, an organisation dedicated to engaging, equipping and inspiring professionals and entrepreneurs, discusses the challenges and opportunities facing the next generation of miners ahead of her participation at Investing in African Mining Indaba

African Review (AR): From your perspective what are some of the greatest challenges currently facing young professionals entering the mining sector?

Linda Omara-Koledade (LOK): On the surface it is easy for one to assume that the mining industry is an attractive sector for young professionals due to generous salaries, variety of career path options and lucrative business opportunities.

However, penetrating the industry is not as easy as one would assume; for starters there is a perception that the mining sector is elitist or exclusive, with very high barriers to entry (technical expertise required and high capital and regulatory requirements for entrepreneurs). These factors make it challenging for the average young person to consider venturing into mining.

Secondly, there are negative associations the mining sector has when it comes to environmental impact, safe working environment and community impact. I believe this makes it challenging to attract young talent (specifically millennials and Gen Zs) who unlike their predecessors, seek purpose over money and prefer work that aligns very closely with their personal values.

Lastly, there are practical aspects that may increase the reluctance to join the sector; mining being male dominated naturally limits female interest and participation. Another practical aspect is the location of mines; mines by their nature are usually based in isolated locations (far from urban cities), and the work typically requires long shift working hours. These may contribute as discouraging factors, as one considers social life in the city versus living in a far off mining town and the compounding impact that this has on ones’ mental health and close relationships.

AR: Do you see the evolving technology environment as a help or hindrance to them?

LOK: I see it as twofold; on the one hand technology and innovation has improved operational efficiencies and productivity across the mining value chain right across exploration, mining and beneficiation. The upside is the reduced downtime, improved occupational health and safety, reduction in machine human interactions, environmental reduced lead times and overall improved competitiveness and environmental conservation.

On the other hand, technology is perceived to be somewhat of a hindrance; the cost of acquiring, learning and adopting new technology can be quite significant and onerous. And hand in hand with that concern is the view that technology is ultimately replacing human jobs.

AR: Do you believe young professionals are being sufficiently empowered/supported by industry players to enter and excel within mining?

LOK: For the most part I would say yes, specifically when one looks at the large, more established mining houses that offer well-structured graduate programs, professional in training programs that map out a clear career path and mentorship opportunities that offer leadership support.

However, when one looks at mining entrepreneurs, breaking past the gatekeepers into what is perceived to be an exclusive industry remains challenging. A lot more can be done to better support mining entrepreneurs; more funding opportunities, more platforms to educate up and coming miners about various regulatory requirements, technological advancements etc.

AR: What do you think the industry could do better to support the next generation of miners?

LOK: My thoughts regarding ways to better support the next generation of miners:

• The large mining corporates can take the lead in corporate venturing; invest in mining focused venture funds, take minority equity stakes in mining start-ups of interest. This avenue can unlock new sources of growth and potential high returns for corporates whose growth has plateaued.

• Invest in mining focused entrepreneurship platforms such as incubators and accelerators. These platforms can offer support that has the potential to break negative stereotypes and elitist bias.

• Government to consider a structured approach to empower and allow young people better understand the plethora of opportunities that exist in the mining sector. (ie. numerous opportunities that exist in the mining sector do not involve actual going underground to extract ore).

• Allow miners to gain access to various technologies to increase awareness and appreciation of the benefits of innovation.

AR: What are your hopes for Mining Indaba this year in relation to this topic?

LOK: I look forward to engaging with the selected panel of mining experts to unpack and deeper understand what it takes to attract more young people into the mining sector and also gain insights on the extent to which technologies such as AI are being adopted and what impact they are having on day-to-day mining operations.

The African Development Bank (AfDB) has provided a loan to help Tunisia implement Phase 3 of the Road Infrastructure Modernisation Programme

The plan is to upgrade 188.9 km of classified roads in seven governorates across the country where transport constraints are restricting economic potential. AfDB has agreed to provide a loan of EU€80.16mn (approx. US$83mn) that will cover around 93% of the total cost of the project.

“Over the past 10 years, the African Development Bank has helped to renovate and modernise some 4,000 km of roads and 104 km of motorways, as well as creating various associated facilities in Tunisia,” explained Solomon Quaynor, bank vice president. “This work has greatly improved the level of service provided by the road network, making various routes more convenient by the installation of bridges, and facilitating access to regions and to their socio-economic potential.

“The Bank’s intervention will also benefit micro-enterprises focused on road maintenance, enabling infrastructure to be maintained over the long term, while at the same time creating market opportunities for entrepreneurs. Road upgrades will improve access to regions with high agricultural value-added, contributing to Tunisia’s food security, thanks to the development of value chains supported by the private sector.”

The project will run from 2025-2030 and will help to improve the quality of Tunisia’s vital road network to help create an efficient and sustainable transport system. With the transport sector accounting for around 5% of Tunisia’s GDP, this is considered vital for the country’s continued economic growth and will also support regional balance with neighbouring nations such as Algeria.

The State of Libya has officially joined the African Export-Import Bank (Afreximbank), becoming the 53rd member, marking an important step toward enhancing continental trade and economic integration

This accession reflects Libya’s commitment to advancing Africa’s integration agenda through trade and investments, particularly in North Africa.

This partnership opens the door for Libya and Afreximbank to collaborate on several key development projects, with a focus on trade facilitation, infrastructure, and financial support. Notable projects include financing the development of the Misurata Free Zone and the construction of a road linking Libya, Chad, and Niger, which is expected to boost intra-African trade. Afreximbank will also provide technical and financial support to the Sahel-Saharan Bank for Investment and Trade (BSIC) to expand its operations in East Africa and assist Libyan exporters in gaining access to trade finance and African markets.

Minister Al-Mabrouk Abdullah highlighted the strategic importance of this partnership for Libya’s economic reconstruction and diversification, stated, “This partnership will not only provide vital financial and technical support to Libya but will also enhance the country’s role in intra-African trade.”

Benedict Oramah, president and chairman of Afreximbank, welcomed Libya’s membership, emphasizing the country’s historical significance within the continent:
“We are excited to warmly welcome the State of Libya to the Afreximbank Global Africa family. Libya’s historical connections with the rest of the continent positions it as a crucial player in advancing continental trade and economic integration. By joining, Libya’s Public and Private Sector entities will gain access to our extensive range of funded and unfunded products and services, particularly those geared towards deepening Libya-Africa trade and investment relations, investing in trade-enabling infrastructure, as well as transforming the structure of the Libyan economy.”

Libya’s GDP reached US$50.49bn in 2023, ranking it as Africa’s 12th largest economy. However, less than 10% of its trade is with other African nations. This partnership with Afreximbank offers a unique opportunity for Libya to expand its trade ties across the continent and drive economic growth.

ArcelorMittal has taken the decision to wind down its Longs Business in light of sustained challenges

According to the company, issues around weak economy growth, high logistics and energy costs and an influx of low-cost steel imports (particularly from China) have left the Longs Business unsustainable. As a result, despite long consultations with government and stakeholders to find viable solutions to maintain the business, the decision was made to transition the Longs Business into care and maintenance. As such, steel production is anticipated to cease by late January 2025 with the remaining production processes to be wound down in Q1 2025.

“It is with deep regret that we must take this difficult decision,” said CEO Kobus Verster. “Over the past year, our employees and dedicated management team have shown remarkable commitment and resilience in the face of serious uncertainty. Unfortunately, despite everyone's best efforts, including significant engagement with stakeholders, the structural challenges in the Longs Business were not resolved. While this outcome is deeply disappointing, especially given the economic challenges facing South Africa, we remain focused on securing a sustainable future for the remaining operations.”

The company has estimated that approximately 3,500 direct and indirect jobs will be affected by this change with a broader economic effect on induced jobs.

Despite this setback, Verster made clear the company’s commitment to long-term sustainability and competitiveness, with a focus on improving the Flats Business. ArcelorMittal South Africa will focus on re-establishing itself as a champion of innovative, export-driven, steel-based industrialisation for South Africa, sub-Saharan Africa, and other key geographies.