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Globeleq investing Zambia’s hydro sector (Image source: Adobe Stock)

Energy

Globeleq has completed its acquisition of a 51% equity stake in Zambia’s Lunsemfwa Hydro Power Company (LHPC) from Norfund, the Norwegian development finance institution

The transaction marks a major step in Globeleq’s entry into the Zambian energy market and the South African Power Pool (SAPP) according to Jonathan Hoffman, CEO of Globeleq.

LHPC operates two hydroelectric power plants with a combined capacity of 56 MW and is constructing a 27 MWp solar PV project.

Its growth pipeline includes a 200 MWp solar portfolio and various hydropower expansions.

“LHPC’s strong operational base and ambitious growth plans align with our strategy, providing an operational entry into Zambia and active trading in SAPP,” said Hoffman.

“Combined with our project pipeline, LHPC strengthens our ability to offer tailored power solutions to major consumers in the region.”

Based in Kabwe, Zambia’s Central Province, LHPC supplies electricity to ZESCO, the national utility, under a long-term power purchase agreement and serves private off-takers such as Copperbelt Energy Corporation and Jubilee Metals.

LHPC also holds a SAPP trading license, enabling regional energy trade.

The remaining 49% of LHPC is owned by Wanda Gorge Investments, a Zambian-based infrastructure investment company.

The acquisition of LHPC is a key moment for Globeleq, not only as its first hydropower investment in Africa complementing its existing portfolio of solar, wind, battery energy storage systems (BESS), hybrid solar-plus-BESS, and geothermal assets, but also because it enables active electricity trading within the SAPP.

Globeleq has called Zambia a “priority market” and recently opened a new office in Lusaka to serve as a local hub for project development, partnerships and commercial activities.

In addition to its LHPC investment, it has made progress with various other projects in the country.

The 40 MWac (56 MWp) Kafue solar project is on track to reach financial close and start of construction during Q1 2026.

The main financing agreements were signed in December 2025 with British International Investment and FMO as joint mandated lead arranger as well as senior lenders, and Standard Bank acting as security trustee.

Globeleq is also advancing the Leopard’s Hill project – a 150 MWac solar PV plant paired with a 150 MW / 600 MWh battery – with financial close targeted later in the year.

“We are delighted to have found the right partner to advance LHPC’s long‑term potential,” said Øystein Øyehaug, investment director at Norfund.

“Globeleq has the expertise and resources needed to enhance LHPC’s performance and drive its future development. This transaction supports our mission to promote sustainable development and expand access to clean energy in Zambia.”

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HAMM's Smart Compact Pro integrates real-time density, boosting asphalt quality and reducing construction costs. (Image source: HAMM)

Construction

Roller manufacturer Hamm has introduced the Smart Compact Pro under the motto “Measure it right. Measure it now.”

For the first time, real-time density is being used as a decisive parameter for qualitative assessment and integrated into automated compaction. Smart Compact Pro makes a significant contribution to extending the service life of road surfaces and, in the long term, reduces construction and repair costs, as well as potential additional expenses for the contractor.

Automated compaction with Smart Compact

Despite advances in digitalisation, asphalt compaction has so far been heavily dependent on empirical data and the experience of the roller driver. Consistent double passes and the correct use of dynamic compaction were often dependent on the driver’s knowledge. Since 2022, the Smart Compact digital compaction assistant from Hamm has been simplifying the compaction process in asphalt construction by controlling the compaction modes and forces based on the selected layer type – base, binder or surface course – automatically and separately for both drums.

The system continuously monitors the asphalt’s physical properties, such as temperature and rigidity, as well as its complex cooling behaviour, to ensure homogeneous compaction by applying the optimum compaction energy and modes in each case. There is even the option of incorporating local weather data.

Smart Compact Pro with real-time density measurement: Higher quality, lower costs

Hamm is now expanding Smart Compact to incorporate an essential measured value – real-time asphalt density. Industry experts agree that it is the decisive parameter for qualitative assessment during the compaction process and will become the key indicator for rigorously meeting regulatory requirements and minimising financial deductions.

Smart Compact Pro closes this gap by integrating the new “Realtime Density Scan” sensor into the automated compaction process. It determines the asphalt density in real time by measuring the dielectric conductivity of the asphalt mix to be compacted, therefore forming the basis for the correlation with the asphalt density or the porosity. Both parameters are crucial for self-monitoring or control testing. With the help of real-time density, Smart Compact Pro is able to provide construction companies with a decisive advantage by accurately implementing regulatory requirements.

This can significantly reduce potential financial deductions due to inadequate quality in the construction work and also save costs for premature repairs. Using Smart Compact Pro also significantly reduces the costs for extracting drill cores.

In summary, the world-first integration of real-time density into automated compaction represents a significant step forward for asphalt compaction. Even inexperienced operators can achieve optimal compaction results with Smart Compact Pro, with no need for extensive prior knowledge. This offers a significant boost for construction companies in times of an increasing shortage of skilled workers.

Glencore driving DRC's copper mining growth

Mining

Mining giant Glencore has reached an agreement with Gécamines regarding land access for Kamoto Copper Company (KCC) in the Democratic Republic of Congo (DRC)
 
The agreement unlocks a package of long-term mining titles and leases, including expansion of a tailings storage facility and waste rock dump capacities, enabling KCC life of mine extension.
 
“This agreement will allow us to unlock the full potential of KCC by increasing efficiencies at the mine, facilities and other key infrastructure requirements,” said Mark Davis, chief operating officer of Glencore Copper Africa region.
 
“It will also help us to achieve our c.300,000 tonne per annum copper production long-term target and extend KCC’s life of mine into the mid-2040s.”
 
The agreement with Gécamines also allows Glencore the ability to maximise recovery of ore reserves within existing KCC exploitation permits, including from the KOV and T17 mining areas.
 
Gécamines maintains the rights to any ore reserves extracted from within the leased land package.
 
“The agreement aligns with the Glencore Copper Strategy of continuing to offer volume upside and longevity to Glencore’s Copper Africa Region,” said Jon Evans, industrial lead copper at Glencore.
 
Copper is critical for power, construction and the green energy transition with mining companies competing to expand production through organic growth, acquisitions and other deals.
 
The closing of the agreement with Gécamines is subject to the registration of the mining titles lease agreements in the mining cadastre, which is expected to occur in the coming months, a Glencore statement noted.
 
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RFQ marks first step in private sector participation process to strengthen operations and attract private investment

Logistics

Transnet SOC Ltd has released a Request for Qualification to begin identifying a private sector partner for its Private Sector Participation project at the Richards Bay Dry Bulk Terminal

The RFQ marks a significant step under Transnet’s Reinvent for Growth Strategy and reflects its intention to formally engage the market to enhance operational efficiency, secure private investment and reinforce the long-term sustainability of South Africa’s freight and logistics network.

The Richards Bay Dry Bulk Terminal serves as a vital export hub for bulk commodities, especially chrome and magnetite. Through the PSP initiative, Transnet aims to harness private sector capital and operational expertise to strengthen reliability and efficiency, enable future capacity expansion and maintain strategic control of the asset.

In addition, the project is expected to create opportunities linked to supplier development, local participation and community upliftment, particularly in the Richards Bay area.

As the first stage of the selection process, the RFQ calls on interested bidders to demonstrate their technical expertise, operational track record, financial strength and compliance with Transnet’s stipulated requirements. Applicants must also present clear and measurable proposals detailing how they will advance community upliftment through the PSP arrangement. Parties that satisfy the qualification criteria may progress to a subsequent Request for Proposal phase.

Transnet has emphasised that the PSP process will be managed transparently and competitively, in full alignment with applicable governance standards and regulatory obligations. Ongoing engagement with key stakeholders, including employees, organised labour and government, will remain central throughout the process.

Afreximbank accession to help power South Africa’s economy (Image source: Adobe Stock)

Finance

South Africa has joined the ranks of the African Export-Import Bank (Afreximbank), bringing with it an US$8bn country programme that will target industrialisation efforts in the republic, and support projects in sectors like mining, automotives and manufacturing

It becomes the 54th state to accede to the banking group, marking the formal entry of one of Africa’s largest economies into the Bank’s membership, “heralding deeper financial sovereignty,” an Afreximbank statement read.

The bank called the accession a “historic milestone” as the two partners seek to unlock trade opportunities “within a global financial architecture that is rapidly fragmenting due to protectionist policies and shifting trade blocks.”

The US$8 billion country programme aims to enhance industrial development and regional supply chains and boost intra-African trade and investment flows, Afreximbank said.

“We have put together what we consider an important package of US$8bn for South Africa,” said Dr George Elombi, the bank’s president and chairman.

“The country programme is aligned with South Africa's national development plan 2030 and national industrial and trade priorities, and targets key strategic areas.”

He added that Afreximbank’s current pipeline of projects in South Africa, at different stages of review, already exceeds US$6bn, spanning healthcare, financial services, manufacturing, energy and the industrial and mining sectors.

Leveraging Afreximbank’s trade infrastructure and pan-African reach, South Africa can also more readily diversify export markets and further regional economic integration.

South African President Cyril Ramaphosa called it a milestone in the quest to realise the economic integration of our continent.

“South Africa’s accession to the African Export-Import Bank affirms our commitment to African industrial development and to deepening trade, investment and development across our continent,” he said.

“Once finalised, the South African-Afreximbank country programme will be operationalised with a finance package that will initially support a range of strategic projects across the trade and industrial cluster.”

He said one of those areas to receive immediate effect will be the nation’s Transformation Fund with the aim of supporting more black businesses.

“This partnership will strengthen in more ways than one South Africa’s ability to support South African exporters, industrial projects and regional value chains while advancing our continent’s progress.”

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Modular design is the key to streamline product portfolios

Manufacturing

A new report from management consultancy Arthur D. Little warns that rising product portfolio complexity is quietly eroding profitability in the manufacturing sector, constraining digital growth, and limiting operational flexibility.

The study, Rise of Complexity in Manufacturing, highlights that companies must take decisive action to simplify their offerings and leverage modularisation to stay competitive.

“Unchecked complexity is a silent profitability killer,” the report states. “With resources limited and markets increasingly commoditised, companies must reduce product portfolio complexity to drive profitability and innovation.”

Manufacturers often expand product variants to meet customer demand, but without systematic portfolio pruning, these efforts generate hidden costs. Non-customer-facing complexity such as outdated products, excessive SKUs, and intricate internal processes can slow development, reduce scalability, and impede time to market.

The report identifies four key challenges for manufacturers: maintaining profitability amid market commoditisation, differentiating through digital solutions, ensuring supply chain resilience, and balancing legacy systems with emerging technologies such as new materials, battery-powered engines, or alternative fuels.

Arthur D. Little recommends a data-driven approach to complexity, starting with measuring the cost of complexity (CoC) across product lines and functions. A monetary proxy for CoC can capture inefficiencies in development, manufacturing, warehousing, and support, helping firms identify underperforming products for phaseout.

Strategic modularisation is highlighted as a crucial tool for managing complexity. By designing standardised, interchangeable product modules, manufacturers can simplify portfolios, accelerate time to market, and reduce costs while enabling cost-effective customisation.

The report cites Electrolux, which cut component numbers by 40% and reduced development time by 30% through modular design, and Siemens, which applied modularity to its industrial automation systems, reducing design time by 40% and improving scalability.

Arthur D. Little stresses that complexity reduction requires more than technical solutions: it demands cross-functional coordination, strong governance, and a cultural shift away from short-term gains. Companies must embed modular principles in product development, eliminate low-performing products, and ensure that both hardware and software systems are designed with simplicity in mind.

“Reducing product portfolio complexity is not a technical fix — it is a strategic transformation,” the report concludes. “By making complexity measurable, pruning underperforming products, and embedding modular design, manufacturers can release trapped value, improve speed to market, and build more resilient operations.”

The consultancy urges manufacturers to act decisively now, turning awareness of complexity into structured strategies for long-term profitability and innovation.