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An insight into platinum mining

Processing platinum ore into metallic powder is a highly complex task

It requires a huge amount of machinery and energy, and efficiency improvements can result in significant cost savings. Tim Probert visits the recently commissioned Mogalakwena North platinum mine in South Africa to find out how Anglo American has improved output at the largest single stream platinum concentrator in the world.

Platreef ore is tough stuff. Very hard and variable. If it was not the largest source of platinum group metals (PGM) in the world, it would perhaps be better left alone.

The Platreef is part of northern South Africa’s Bushveld Complex, which also contains the Merensky Reef and the Upper Group 2 Reef. Unlike the other reefs, which are narrow, usually less than one metre thick and mined underground, open-pit methods are used to mine the Platreef, which varies between five and 90 m in thickness.Picture_2_of_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Copyright_ABB._Feed_silo_and_conveyor_belt

Anglo Platinum has been mining platinum at Mogalakwena, formerly named Potgietersrust, since 1993. Mining Platreef platinum ore at Mogalakwena, 320 km north of Johannesburg, is easy. Daily blasts at the open-cast mine break open the Platreef to extract the ore. Then the hard work of processing this metres-thick rock into millimetres-thin metallic powder begins.

Most of the work is performed at a concentrator, usually sited adjacent to a platinum mine. Concentrating reduces the volume of ore requiring expensive pyrometallurgical processes at the smelters and refineries to separate the individual metals. In order to concentrate the material, the platinum ore is by turn crushed, milled and then chemically treated to separate the precious metals from dust and other waste products.

Other precious metals like gold, copper and nickel talk about concentration in ores in percentages, but for platinum it is in parts per million.  Furthermore, the concentration of platinum, or head grade, in Platreef ore is significantly lower than other South African reefs; it varies anywhere between 2.2 and 3.5 grammes/tonne, compared to the five grammes/tonne typical of the Marensky reef near Rustenburg. Based on a typical conversion rate of 25 per cent, it requires a staggering 40 tonnes of Platreef ore to produce just one ounce of platinum.

New pit and concentrator
In 2006, with the original Sandsloot pit approaching the end of its life, Anglo American, owners of Anglo Platinum, decided to invest in a new pit and concentrator, named Mogalakwena North. Anglo Platinum designed the concentrator to be the world’s largest single stream platinum concentrator, with an ore processing capacity of 600,000 tonnes per month.

In order to achieve such a high capacity with a high-risk, single stream plant, ie all the ore undergoes primary milling and then secondary milling in sequence, Anglo Platinum required some ground-breaking technology. Having suffered throughput problems due to the extreme hardness and variable quality of Platreef ore, Anglo Platinum explored methods to improve its platinum recovery rate and operational efficiency with the new facility at Mogalakwena North.

Picture_3_of_the_Mogalakwena_Mine_Copyright_ABB._Platinum_ore_is_conveyed_from_the_feed_silos_to_the_primary_crusherUltimately, Anglo Platinum decided against the traditional four-stage crushing process used at its other concentrators and instead took the bold decision to replace the third and fourth crushing stages with a high pressure grinding roll (HPGR) crusher. Usually the preserve of copper mining, this was the first time that an HPGR crusher had ever been utilised in platinum mining.

Anglo Platinum claims several other firsts for Mogalakwena North, which was commissioned in 2009. The plant is running between 900 and 1,000 tonnes of ore per hour into the mill, a world best for platinum, according to section engineering manager Natalie Fourie. Mogalakwena North also has the biggest primary gyratory crusher in the world, weighing 480 tonnes with an 18 m diameter and 1 MW motor.

The concentrator also sees the first use by Anglo Platinum of gearless mill drives (GMD), in this instance made by Swiss engineering firm ABB. The drives are powered by a 17.5 MW motor, five times a similarly-sized throughput mill, says Fourie.

At a diameter of eight metres, Mogalakwena North’s GMDs were the largest installed in the world, but they have since been superseded by a 12 m diameter drive in Australia. Mogalakwena North also has the biggest single stream centrifugal blower installation in Africa and the biggest mill discharge pumps in South Africa.

Concentrating process
The freshly-blasted rock is loaded by gigantic hydraulic shovels, again the world’s largest, onto trucks for transport to the primary crusher. All material tipped directly from the trucks into the primary crusher has to be smaller than one square metre. Material from the primary crusher goes through secondary crushing until it is less than 65 mm thick.

From there the ore goes through tertiary crushing via the aforementioned HPGR crusher supplied by ThyssenKrupp Polysius. Unlike normal jaw crushers that strike the rock or cone crushers which rotate, HPGRs utilise two, 100 tonne rolls adorned with studs 25 mm in diameter and 35 mm in length.Picture_of_a_concentrator_at_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Primary_mill._Copyright_ABB

The rolls, each powered by a 2.8 MW motor, turn at 20 rpm, with one fixed in position while the other moves horizontally to adjust the gap. The crushing force is exerted hydraulically on the moving roll, with pressurised nitrogen acting as a spring. The initial gap is set to accept the largest particle size in the feed and thereafter the pressure is adjusted hydraulically to maintain interparticle crushing in the area between the rolls.

Fourie said the HPGR is working extremely well. “It gives a very fine product that gives us a lot more flexibility in milling,” she said. “A normal tertiary crusher would not be able to reduce the size of the ore to just eight millimetres.”

Fourie said the novel usage of an HPGR crusher for platinum concentrating has not been without problems. “The HPGR is a highly sophisticated machine that has a great deal of interlocks. When it decides not to play nicely, I have sleepless nights. If the rolls are not exactly parallel or the pressures are not exactly equal, the machine will simply refuse to start up.”

Due to various problems at Mogolakwena North, including frequent ore conveyor belt breakdowns, problems with the GMDs and HPGR crusher, it has taken Anglo Platinum nearly three years to achieve the plant’s stated throughput capacity of 600,000 tonnes per month.

“Few engineers contracted to work with Amplats have experience of GMDs or HPGRs. But if I have a problem with a conveyor belt, I can call 20 people,” said Fourie. “If we have a problem with an HPGR, I have to get hold of the original equipment manufacturer (OEM). As this is the first utilisation of HPGRs with hard rock mining, the OEM is also going through a learning process. It’s a lesson learned for the whole of Anglo American. We now get visitors from Anglo American engineers from around the world to learn how to use an HPGR.”

From the HPGR crusher, the platinum slurry is fed to the GMD, in which steel balls grind the material. The primary milling grind is rated at 55 per cent at <75 microns; the secondary grind is rated at 80 per cent at <75 microns. Grinding the material in this way exposes the platinum and other precious metals so they can react with the reagents in the flotation chamber and disperse into individual materials.

Fourie said the GMD, used for the first time by Anglo Platinum, has been a success. “The flexibility cannot be underestimated,” she said. “As it has fewer mechanical moving parts the mill can be slowed down and sped up like a dimmer switch. It’s proven to be more reliable than standalone motors.”

Crushers_ogalakwenaAgain, however, utilising novel technology has not been without problems. “At the whiff of moisture the motor trips to avoid catastrophic failure,” said Fourie. “We’ve had to make modifications to the outside of the GMD in order to enable exterior washing and reduce the likelihood of slurry clogging.”

After milling, the slurry is then placed in flotation cells for separating via reagents and hot air, while the waste material falls into a trough, ready for disposal.  The valuable concentrate is thickened and then filtered at high pressure to remove water.

Before being transported to Anglo Platinum’s smelter in Polokwane 65 km away, the fine powder is finally put through an IsaMill, which grinds the material to less than 75 microns. By now the ‘finished’ powder has a concentration of 60 grammes/tonne, compared to the three grammes/tonne contained in the freshly-blasted ore.

Mogalakwena North produces 11,000 to 12,000 ounces of platinum per month. Platinum accounts for around 50 per cent of Mogalakwena North’s total output, with palladium accounting for 40 per cent and 10 per cent for all other minerals, including gold, copper, rhodium, ruthenium, iridium, nickel and cobalt.

Power supply problems
It is estimated the HPGR provides Anglo Platinum with an energy saving of 15-20 per cent versus four-stage conventional crushing. When Mogalakwena North alone consumes a colossal 33,000 MWh of electricity per month, this is no small amount.

Fourie said the mine’s power supplies can be highly unstable. South Africa’s state power utility Eskom is contracted to supply 11 kV, but this can occasionally drop to 10.8 kV or increase to 11.2 kV. As concentrators become ever more highly automated, the plant’s equipment is sensitive to fluctuations in power voltage and more likely to trip.

Until it installed voltage ride-through technology that allows the GMDs, which are particularly sensitive to changes in power quality, to keep rotating until they catch up with the power supply, Mogalakwena North suffered six to eight trips per month. Some are unavoidable when the voltage dips too low for the concentrator to keep operating, said Fourie, but it now suffers just two trips per month on average.

In 2008 South Africa was struck by a near two-week blackout, affecting platinum production at Mogalakwena for several days.  Anglo Platinum, which operates 11 mines and nine concentrators in South Africa, had to shut down a number of concentrators in order to give priority to its smelters, which are not easily shut down and restarted. Since 2008 blackouts have not occurred, but Anglo Platinum continues to hold weekly meetings with Eskom to discuss potential power supply problems.

Anglo Platinum has a contract where Eskom must give notice of power outages that may affect platinum production, with financial penalties for failure. Should Eskom reduce Anglo Platinum’s power to 75 per cent of load or lower, it must choose whether to reduce capacity at its concentrators or shut operations completely at designated units. However, because Mogalakwena is an open-cast mine and not as energy-intensive as underground mining, it is able to keep running through power outages unlike others.

Anglo Platinum also has a rolling five-year infrastructure and electricity plan with Eskom, which sets out its future power demand. The miner has to keep within 10 per cent of the agreed demand and so far, says Fourie, the two companies have been aligned in terms of power supply and demand.Picture_of_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Copyright_ABB._Stockpile_feed_silo_and_conveyors

Rising input costs
Eskom is to increase electricity prices by 27 per cent in 2012, having imposed a 25 per cent hike the previous year. Having signed an unfavourable deal with BHP Billiton, Eskom is wary of entering into long-term power contracts and Anglo Platinum will be subject to Eskom’s programme of significant price rises in the coming years.

Steel costs have also risen 17 per cent year on year. Fourie said Anglo Platinum will endeavour to stay on a flat unit cost for three years, so it is under considerable pressure to cut costs in other areas.

Yet the input cost rises are making Anglo Platinum more efficient, she said. “You’d think it would be impossible to cope with these increases, but we are managing. We have streamlined our buying to a just-in-time process to reduce warehousing. We have also increased our maintenance intervals where possible in order to reduce contracting costs. We’ve also reduced the volume of reagents used in the flotation process.”

Anglo Platinum plans to produce platinum at the site for at least another 60 years. Eventually the mine’s three pits will all join up. Once this is complete, scheduled for 2020, Mogalakwena will be the largest man-made excavation in the world. Mogalakwena appears to be the jewel in Anglo Platinum’s crown, despite the hardness of Platreef ore.

Tim Probert

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Navigating Nigeria's decarbonisation challenge (Image source: Schneider Electric)

Energy

Industries today continue to be under pressure to reduce their carbon footprint and align with global climate commitments, writes Belema Koleoso, software leader, West Africa at Schneider Electric

However, as the adage goes, easier said than done, with many countries including Nigeria that still have to overcome numerous challenges to reduce emissions whilst running competitive, sustainable operations.

As it stands, Nigeria’s Nationally Determined Contribution (NDC), developed in accordance with the Climate Change Act of 2021 and updated in October 2025, pledges to achieve net zero emissions by 2060.

However, without the ability to effectively measure emissions and energy use at a granular level, many manufacturers will continue struggle to build meaningful decarbonisation strategies. And the result; climate ambitions that remain aspirational as opposed to actionable.

Measurement is critical

As mentioned, for many manufacturers, the journey toward sustainability must begin with a simple but critical step: measurement.

A significant number of industrial facilities operate machinery that has been running reliably for decades, but with limited visibility into how efficiently those machines perform. While operators know that production lines are functioning, they often lack insight into the energy intensity, operational efficiency, and emissions impact of the equipment.

Without this visibility, companies are unable to establish a baseline for key performance indicators (KPIs) related to energy use and carbon emissions. And without that baseline, it becomes extremely difficult to create a credible decarbonisation roadmap.

Measurement should therefore become the important, first step any sustainability strategy. By understanding exactly how energy is consumed and how emissions are generated across operations, companies can begin to identify where improvements are possible and where investments will deliver the greatest impact.

Establishing visibility and efficiency

The first step toward improved emissions management is typically a comprehensive operational audit. At Schneider Electric, our process involves assessing the existing infrastructure within a plant and identifies gaps in monitoring and digital capabilities.

In many cases, we find facilities operate with a mix of technologies, some modern, others outdated which can be entirely manual processes. The audit helps determine where new monitoring systems, sensors, and digital tools should be introduced.

At the physical layer, this typically often involves deploying connected devices such as:

Temperature sensors

Flow meters

Level sensors

Transmitters

Energy monitoring devices

These sensors, which can be retrofitted, then capture real-time operational data and feed it into control systems where it can be aggregated and analysed.

Once this data is available, automation and analytics can then be introduced to optimise processes. This will allow manufacturers to align energy consumption more closely with production output, ensuring that systems use only the energy required to deliver the desired results.

The next step, optimisation

Once visibility and efficiency are established, the next step is optimisation. Here, we recommend using digital tools and advanced analytics platforms which analyse operational data across multiple processes and identify opportunities to further reduce energy consumption and emissions.

These systems can also support decision-making by recommending specific actions to improve performance.

For example, energy and sustainability management platforms can track emissions data across an organisation and align it with decarbonisation targets. These systems act as digital co-pilots, analysing patterns and performance indicators, which align with sustainability initiatives.

Sustainability management enable companies to answer key questions like:

Where are the largest sources of carbon attribution?

Which processes consume the most energy?

What operational changes could reduce carbon intensity without compromising output?

Decarbonisation is not just a technology challenge

Successful decarbonisation efforts require both organisational and governance alignment. Decarbonisation strategies will therefore typically align three elements:

Technology – digital monitoring, automation, and analytics

People – operational teams trained to use data to improve performance

Governance – policies and frameworks that support carbon accountability

When these elements work together, companies gain a complete view of their operations – from production output and energy consumption to workforce processes and sustainability policies.

Lessons from the energy sector

In Nigeria, progress toward decarbonisation has been more visible in sectors such as oil and gas. Many companies in this industry have already adopted digital monitoring and emissions tracking technologies, partly due to international regulatory expectations and partnerships with global organisations.

Through technology partnerships, many operators have been able to retrofit existing infrastructure with digital monitoring systems that extract new insights from long-standing equipment.

Ultimately, by implementing monitoring technologies, establishing clear governance frameworks, and leveraging digital tools to optimise operations, manufacturers can transform their decarbonisation efforts from a reporting exercise into a strategic advantage.

Aerial view of Conakry, Guinea (Image source: Adobe Stock)

Construction

A number of key infrastructure projects in Africa are set to advance after the UK government’s export credit agency backed funding worth £330mn for contracts secured by various British firms

The export contracts will help deliver nine major infrastructure projects across Guinea and Benin and will see UK companies supplying goods and services spanning education, clean water, electricity transmission and government infrastructure.

The deals are being supported by £1.1bn in financing and guarantees from UK Export Finance (UKEF) and were unveiled at the fifth UK-West and Central Francophone Africa Trade and Investment Forum (WCAF) in Conakry, Guinea.

The forum brought together British businesses and potential partners from across the region.

UKEF announced that it is also increasing its exposure capacity across the region by £1.7bn, giving it greater capacity to support future projects involving UK firms.

Key projects covered include:

• £91 million to back the Guinea Regional Water Project, a multi-region programme expanding access to clean, potable water through new treatment and distribution infrastructure, delivered by UK-headquartered Aqua Africa, which has previously secured UKEF-backed financing for water infrastructure in the region.

• £129 million towards the La Cotiere Conakry Transmission project in Guinea, part of a wider electricity network programme to improve power distribution around the country’s coastal region, with the contract secured by Elecnor and expected to create UK supply-chain opportunities in transmission equipment, grid technology and engineering services.

• £82 million to help fund a new government administrative complex in Benin, consolidating public services within a modern urban development, with the contract awarded to ACC UK Group Ltd and opportunities for UK firms to contribute design, engineering, security systems and specialist building services.

• £75 million to support a large-scale education infrastructure programme delivering new primary and secondary schools across four regions, improving access to education for thousands of children through modern classrooms, sanitation and related facilities, with the contract won by Planet One.

“British businesses have won a huge number of contracts to support key infrastructure projects across the region in recent years, driving job creation in the UK while helping our partners in francophone Africa build the infrastructure they need,” said UKEF’s CEO Tim Reid.

“This is part of the reason we hold the WCAF: we’ve seen many deals signed over the years, and it highlights how UKEF can make a real difference around the world while driving growth in every postcode of the UK.”

Liebherr powers Zimbabwe's next platinum mining milestone. (Image source: Liebherr)

Mining

The arrival of a 300-tonne Liebherr R 9350 excavator at Zimbabwe's Karo Platinum Project in February 2026 marked a significant milestone in the development of one of the country's major greenfield mining operations.

Standing approximately 8.5 metres tall, the mining excavator represents more than an addition to the site's equipment fleet; it is part of the heavy-duty machinery being deployed to prepare the mine for its future production phase.

The machine was delivered as part of the fleet operated by EPSA Group, an international earthmoving services company awarded the contract for the project. From the beginning of site development, the R 9350 has been involved in large-scale material movement, supporting the preparation of the mine's infrastructure and operational areas.

The deployment comes as EPSA Group prepares for the project's transition towards production, with the first ore expected to be processed in the second half of 2027.

‘EPSA is preparing for the first ore at Karo to be milled in the second half of 2027, and we’re proud that Liebherr machines will play a role in reaching this critical point,’ says Claus Dieter Homberg, regional sales manager, Liebherr-Mining Equipment Colmar SAS.

A major mining project demands high-capacity equipment

The Karo Platinum Project is situated along the eastern and western sections of Zimbabwe's Great Dyke, one of the world's largest igneous complexes and an important geological formation containing the second-largest deposit of platinum-group minerals.

The development is planned as an open-pit mining operation for its first decade, after which activities are expected to transition underground. This phased approach requires a fleet capable of handling substantial material volumes while operating under demanding mining conditions.

For EPSA Group, equipment selection was therefore an important consideration in establishing the project's operational capabilities. The Liebherr R 9350 was selected for its combination of performance, reliability and suitability for intensive mining applications.

Its deployment during the mine's early development phase is expected to support the material handling requirements associated with establishing the operation and preparing for future production.

First mining-class Liebherr excavator delivered in Zimbabwe

The arrival of the R 9350 also represents a milestone for Liebherr, marking the first delivery of a mining-class excavator from the company into Zimbabwe.

Getting the machine operational required coordination between several teams across Liebherr's international and regional network.

The excavator was manufactured at Liebherr's production facility in Colmar, France, which worked alongside EPSA Group to coordinate its delivery to Zimbabwe. Following its arrival at the mine, a product support representative from Colmar supervised the assembly process.

The assembly team primarily comprised personnel from Liebherr-Africa (Pty) Ltd, supported by specialists from Zimbabwean dealer R&S DieselPro Services. The Colmar representative subsequently remained at the project for seven additional weeks, providing technical assistance and practical training to personnel responsible for operating and maintaining the equipment.

This collaborative approach helped establish the technical and operational support required to commission the excavator and prepare the local teams for its continued operation.

Regional service network strengthens equipment support

EPSA Group's relationship with Liebherr spans approximately 15 years, with the two companies having worked together at mining sites across several international markets.

The partnership has developed through experience with Liebherr equipment and its ability to provide machinery and technical assistance across different applications. This established relationship was an important factor in selecting the R 9350 for the Karo operation.

Although Liebherr-Africa is the company's nearest sales and service organisation to the project, its facilities are located more than 800 kilometres away. To ensure timely assistance, R&S DieselPro Services will provide the primary on-site support, covering routine maintenance, technical services and spare parts availability.

The Zimbabwean dealer has been working with Liebherr-Africa since 2017, initially supporting its earthmoving equipment range before extending the relationship to mining machinery in 2025.

Its established familiarity with Liebherr products provides a local support foundation, while Liebherr-Africa remains available to assist with more specialised technical requirements when necessary.

‘Being associated with the commissioning and support of this flagship machine is a testament to our commitment to delivering world-class equipment, technical expertise and after-sales support to Zimbabwe's growing mining sector,’ commented Kevin Wilson, general manager, technical, R&S DieselPro Services.

The partnership between Liebherr-Africa and R&S DieselPro Services is expected to play an important role in maintaining equipment availability and supporting EPSA Group as mining activities at Karo expand.

Additional excavators to support the production ramp-up

The initial R 9350 delivery was followed by a second unit in July 2026, with a third excavator scheduled to arrive before the end of the year.

The additional machines will contribute to the project's ongoing development requirements as it moves closer to its planned first ore processing milestone in 2027.

As the Karo Platinum Project progresses from initial site preparation towards full operational readiness, the expanding Liebherr fleet is expected to support the material movement requirements of the open-pit operation.

The deployment also demonstrates the importance of combining high-capacity mining equipment with reliable technical assistance and an established regional service network, particularly for large-scale greenfield developments.

‘Behind every Liebherr machine is a team committed to keeping it performing at its best,’ says Homberg. ‘We’re looking forward to supporting EPSA Group as operations at Karo continue to grow and evolve over the coming years."

Revitalising Africa's railways (Image source: Adobe Stock)

Logistics

Preferred bidders for the engineering, procurement and construction (EPC) contracts on the 830-kilometre Zambia Lobito Railway Project have been named

It follows a competitive international tender process by lead sponsor and developer, Africa Finance Corporation (AFC).

The consortium comprising Webuild S.p.A., Mota-Engil and IC İçtaş Construction has been selected as the preferred bidder for the Zambian section, while the consortium comprising Mota-Engil and Odebrecht Engineering and Construction has been selected as preferred bidder for the Angolan section of the project.

Preferred bidders:

Zambian section: Webuild S.p.A., Mota-Engil and IC İçtaş Construction

Angolan section: Mota-Engil and Odebrecht Engineering and Construction

AFC announced that contract negotiations will begin in November 2026, with the aim of concluding EPC agreements within eight to twelve weeks, subject to technical, commercial and legal negotiations.

Key infrastructure project 

The Zambia Lobito Railway Project is expected to unlock billions of dollars in economic value through new opportunities for trade and industrialisation along the corridor connecting Zambia to Angola's Atlantic coast, facilitating value addition to the region’s strategic minerals, including copper and cobalt, as well as agricultural products.

According to the AFC, by reducing logistics costs and improving access to global markets, the railway will strengthen regional integration and enable African economies to process their resources locally.

The project is being developed by AFC through the Trans African Rail Company FZCO (TARC), the holding company, and the project companies, Zambia Lobito Railway Limited and Zambia Lobito Railway S.A.

“Africa’s growing market needs infrastructure that connects our resources to production, our producers to consumers, and our people to opportunity,” said Samaila Zubairu, AFC’s president and CEO.

“The Zambia Lobito Railway will help build competitive battery mineral and agricultural value chains, anchoring new industrial cities and creating jobs along the corridor.”

Zubairu said the selection of the preferred EPC bidders brings the project closer to delivery.

“Working with our partners, we are building the foundations for African economies to produce more, trade more and retain more of the value they create.”

Project makes headway

The announcement follows significant progress since the signing of a memorandum of understanding in October 2023 involving the governments of Angola, Zambia, the USA and Italy, as well as the European Union and the African Development Bank.

Subsequent milestones include the completion of feasibility and technical studies, the signing of concession agreements in 2024 and intergovernmental agreements in 2025, and the completion of preliminary engineering designs.

The Lobito Corridor is a flagship project under Italy’s Mattei Plan for Africa, a government initiative to strengthen investment and economic partnerships with African countries.

It includes a €250mn financing facility from Italian development finance institution CDP, backed by Italian export credit agency SACE, to support Italian participation in infrastructure projects, including the railway.

AFC and its partners have also advanced the Environmental and Social Impact Assessments and Resettlement Action Plans, alongside preparations for the competitive EPC tender process.

Zubairu added that AFC remains committed to advancing this “transformative” infrastructure investment alongside its partners and mobilising capital to accelerate its implementation.

Africa can still thrive amid global geopolitical upheaval (Image source: Adobe Stock)

Finance

Africa has an opportunity to convert geopolitical tensions and shifting global trade patterns into a catalyst for industrialisation and long-term economic resilience, according to a new Afreximbank report

Leveraging Geopolitics for Trade and Industrialisation in Global Africa examines trade and economic developments across the continent and globally, and outlines strategies for African nations to benefit from supply chain realignments and changing geopolitical dynamics.

“Africa stands at a critical juncture,” said Dr Yemi Kale, group chief economist and managing director of research and trade intelligence at Afreximbank.

“Geopolitical tensions and economic fragmentation are reshaping global trade patterns, but they also present a historic opportunity for the continent. By strategically leveraging these shifts, Africa can build a more resilient, competitive and inclusive economic future.”

Despite a challenging global backdrop, the report highlights Africa’s strong recent economic performance.

While global economic growth slowed to 3.4% in 2025 and is projected to ease further to 3.1% in 2026, Africa’s real GDP growth accelerated from 3.4% in 2024 to 4.5% in 2025, outperforming the global average.

Africa’s merchandise trade also expanded by 6.1% to approximately US$1.5 trillion, while aggregate inflation fell significantly from 21.6% in 2024 to 13.1% in 2025.

According to Afreximbank, these gains reflect improved macroeconomic management, ongoing policy reforms and the role of development finance institutions in supporting economic stability.

However, the report warns that significant structural challenges remain.

Africa’s trade finance gap is estimated at approximately US$74bn in 2025, limiting the continent’s ability to fully capitalise on trade and industrial opportunities.

The situation is compounded by foreign exchange constraints and a continued decline in correspondent banking relationships.

The report also notes that evolving shipping routes and persistent disruptions in global logistics networks are increasing freight costs and extending delivery times, particularly for economies dependent on imported inputs and external markets.

To strengthen resilience, Afreximbank identifies accelerated implementation of the African Continental Free Trade Area (AfCFTA), expansion of the Pan-African Payment and Settlement System (PAPSS) and reforms to the global financial architecture as key priorities.

The report notes that stronger industrial ecosystems, increased intra-African trade and sustained financial support will be critical if the continent is to transform geopolitical disruption into sustainable and inclusive economic growth.

“It is imperative for the continent to act decisively to strengthen regional value chains, deepen industrial capacity, expand access to trade finance, and accelerate continental integration,” said Kale, adding that Africa “cannot afford to delay.”

Read more:

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Prometal SA to boost Cameroon steel sector (Image source: Adobe Stock)

Manufacturing

Cameroon is stepping up efforts to expand domestic manufacturing and reduce reliance on imported industrial goods, with steel processing playing a growing role in the country’s industrialisation drive

Rising demand from the construction, infrastructure and agricultural sectors is creating opportunities to develop more local value chains and increase the production of finished goods.

It is against this backdrop that Prometal SA is expanding its steel processing capacity, backed by €40mn in fresh financing from Afreximbank.

The funding comes from an African Export-Import Bank (Afreximbank) revolving working capital facility and will support processing and transforming semi-processed steel into a range of finished steel products, including agricultural equipment and construction materials.

Hayssam El Jammal, Prometal SA’s CEO, said it marked a new stage for the company’s growth plans.Jammal said the growth strategy combines “vertical integration across the value chain from the processing of raw materials to the production of finished goods…[to the]…horizontal expansion into new markets with the clear ambition of producing in Africa goods that are still largely imported today.”

This, in turn, would strengthen African production capacity, reduce dependence on imports and retain greater value within the continent.

African industrialisation

Jammal said the deal also reflects Afreximbank’s commitment to turning African industrial ambitions into reality “further contributing to the broader industrialisation and economic transformation of our continent.”

The facility is expected to the production of a wide range of finished steel products, including agricultural equipment and construction materials.

It will also boost Prometal SA’s capacity to meet growing demand for steel and metal products across the construction, infrastructure, industrial and agricultural sectors within Cameroon.

“By identifying and capacitating African industrial champions, like Prometal SA, the Bank is strengthening Africa’s domestic manufacturing capacity and creating domestic and regional value chains,” said Dr. George Elombi, Afreximbank’s president and chairman.

Growth plans

Prometal SA is a leading metallurgical and industrial group with a growing industrial footprint.

Over recent years, it has already implemented various investments aimed at developing local manufacturing capacity and replacing the import of products previously sourced from international markets.

The group is organized around two principal business lines: Prometal Acier and NOVIA Industries.

Prometal Acier is the group's core steel and metallurgical business and a key player in the regional steel industry with operations across seven industrial plants and an aggregate annual production capacity of approximately 360,000 metric tons of finished steel products.

NOVIA Industries, established in 2018, is the group's expansion into the agribusiness sector and has rapidly developed into one of the leading players in its market segment.

It has an estimated production capacity of 500 tons per day of edible oil and 160 tons per day of soap, positioning it as a significant producer of refined palm-oil products and related by-products.

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