CEO Today - Africa Awards 2022

Dr. Silver Mugisha p8 C EO T O D A Y FEATURED WINNER

Sophia Bekele p p 14 FEATURED WINNER

@ceotodaymag @ceotodaymag CEO Today Magazine /ceo-today f t y l n Connect with the Powerful and In uential. Follow uson social media to receive the latest updates, news and online features on the go. EO T O D A Y

C EO T O D A Y AFRICA A W A R D S 2 0 2 2 Hello and welcome to the 2022 CEO Today Africa Awards! Welcome to the 2022 edition of the CEO Today Africa Awards. Though the past two years have seen extreme new challenges posed to the African business world, the efforts of many leaders and innovators have helped to smooth the way towards the creation of new value and a better quality of life for all. Time and again, these economic pioneers have demonstrated their commitment to their organisations and their countries, paving a new way for business to thrive in the modern era. In recognition of these great talents, the CEO Today team have conducted interviews with some of the most ambitious, which are shared in this 2022 release. Dr Eng Silver Mugisha of NWSC discusses the organisation’s progress towards ensuring safe access to water across Nigeria, and Wale Ajisebutu grants us some insight into how he and 21st Century Technologies Limited are working towards the ICT-focused empowerment of the Nigerian people. We also hear from Finbond CEO Dr Willem van Aardt, who shares his thoughts on enabling the financial flexibility of the people of South Africa, and from Omnia Holdings CEO Seelan Gobalsamy, who comments on the steps he is taking to give back to his employees. Profiles of all these leaders and many more can be found in the pages of the Africa Awards. We at CEO Today are proud to present this special publication. Congratulations to all of our winners and finalists.

Featured Winners 8. Dr. Silver Mugisha The National Water and Sewerage Corporation (NWSC) UGANDA 12. Owen Omogiafo Transnational Corporation Plc. NIGERIA 14. Sophia Bekele DotConnectAfrica Group MAURITIUS 16. Wale Ajisebutu 21st Century Technology Limited NIGERIA 20. Seelan Gobalsamy Omnia Holdings Limited SOUTHAFRICA 24. Limakatso Moorosi BloemWater SOUTHAFRICA 26. Abimbola Ilo Integral NIGERIA 27. Ahmed Khalifa Sawra Insurance EGYPT

CEO The National Water and Sewerage Corporation (NWSC) Silver Dr. Mugisha - 8 - CEO Today Af r i ca Award s 2022 - UGANDA -

ABOUT DR. SILVERMUGISHA I am Dr Eng Silver Mugisha, the Managing Director of National Water and Sewerage Corporation (NWSC), one of the best-performing water utilities in Africa. I have over 20 years’ experience in water utility operations, international policy, research and advisory services. I have provided advisory services through the NWSC-External Services to various organizations in Uganda, Kenya, Tanzania, Zambia, Nigeria, Ethiopia, Rwanda, Trinidad and Tobago, India, and others. I also hold positions in a number of international institutions. Currently I am the President of the African Water Association (AfWA). I am also a fellow of IWA and a fellow of Netherlands SENSE Research School. I have authored a book (published by IWA Publishing) titled ‘Utility Benchmarking and Regulation in Developing Countries: Practical Application of Performance Monitoring and Incentives’ and published over 20 policy and research papers in several peer-reviewed journals. FIRMPROFILE National Water and Sewerage Corporation (NWSC) is a public corporation wholly owned by the government of Uganda. The corporation is the largest urban water utility in Uganda, providing water and sewerage services in 262 towns and serving over 18 million people. The principal business of the Corporation is to operate and provide water and sewerage services in areas entrusted to it by the government on a commercial and financially viable basis. The Corporation’s strategic focus as enshrined in the NWSC Corporate Plan 2021-2024 is to ensure water for all, for the socio-economic transformation of Ugandans and the growthof industrialisation through strategic partnerships. Our Vision: To become the leading customer service-oriented utility in the world. Our Mission: To sustainably and equitably provide cost-effective, quality water and sewerage services while conserving the environment and enhancing stakeholder trust. AN INTERVIEWWITHDR. DILVERMUGISHA What have your priorities and strategic goals been since taking on the position of Managing Director at NWSC? NWSC is a public utility 100% owned by the government of Uganda. NWSC has undertaken a series of successful reforms since the 1990s and is one of the best-performing water utilities in Africa. The thrust of the NWSC strategy is to ensure water for all – for a delighted customer by a delighted workforce. NWSC’s success can largely be attributed to the following: Participative formulation of its Strategic Direction After I took on the position of Managing Director in November 2013, under the leadership of the board and new management team, the Corporation changed its strategic focus and launched a Five-Year Strategic Direction. This new direction informed the Corporation’s outlook and key strategic interventions, taking into account the wider stakeholder expectations, policy directions and competitive environment. The Strategic Direction was developed using a participatory approach involving all key stakeholders, which was critical for ownership and full support from stakeholders. The Strategic Direction is reviewed and revised every five years. Adoption of a service rather than profit maximisation model. The Corporation’s business model has been that of service rather than profit. With this model, the Corporation has undertaken systematic and aggressive expansion of its geographical coverage that resulted in an increase of the number of NWSC service towns across the country from 26 in 2013 to 262 as of March 2022. Prioritising development rather than consumptive behaviour. NWSC focus has been on development expenditure and not consumption expenditure. This has resulted in massive infrastructure growth in its pipe network, which has extended across the country from 6,994 kilometres in 2013 to 20,970 kilometres as of today. This unprecedented growth has enabled the Corporation to reach out to the unserved population, and the customer base has grown from 366,330 water connections in 2013 to over 830,027 connections today as a result. Strong focus on cost and operating efficiency The Corporation has also put a lot of emphasis on cost optimisation and leveraging IT to promote efficiency in its operations. Specific in-house IT innovations have been developed that have, greatly enhanced customer services and promoted cost-effectiveness and operating efficiency. Infusing a strong sense of customer focus NWSC has had to rethink how it interacts with customers and has since focused all its service delivery on ensuring the utmost customer satisfaction. We had to adopt interactive ways of engaging with the public, especially through various online platforms. To date, NWSC is active across all social media platforms including Twitter, Facebook, Instagram and Youtube. - 9 - The Nakivubo wastewater treatment plant has the capacity to treat 45,000 cubic metres of water per day. “ “

CEO Today Af r i ca Award s 2022 - UGANDA - - 10 - Incorporating organic community and stakeholder connectivity and consultative systems Emphasis has also been put on improved engagement with local authorities, communities and other key stakeholders. Water Community Sensitisation (WACOSE) Clubs and Water Barazas were introduced in order to improve communication between NWSC and the communities and also to gain feedback on NWSC services, successes and failures. School Water and Sanitation (SWAS) Clubs were launched as a program targeting the next generation. Prioritising staff welfare and motivation NWSC identifies human resources development as a key strategic goal commensurate with NWSC’s core value of continuously developing and imparting relevant skills to staff, so as to improve service delivery. Can you share anything about your longterm plans at the Corporation? TheNationalWater andSewerageCorporationhas rolled out a newCorporate Plan 2021-2024. The Plan is premised on the overarching government policy of transforming Uganda from an undeveloped nation to a modern and prosperous economy as enshrined in the country’s strategic plans: National Development Plan (NDP III), Government Manifesto and Vision 2040. The Corporate Plan (2021-2024) will be implemented under the theme “Transformative Accountable and Sustainable Service Delivery”. The new plan will focus on a number of strategic priority areas, namely: • Industrialisation and Infrastructure Development; • Skilling and Workforce Development; • Private Sector Involvement and • Organisational Health Sustainability. We have developed five key “golden indicators” within our corporate plan. These indicators are guided by figures and analytics. 1. Currently, NWSC boasts of total assets worth about 3.9 trillion shillings. We would like this to grow to about 6 trillion shillings over the next five years. As you can see, we have very big growth plans. 2. We would like to grow our current customer connection base from 8300,027 connections to 1,200,000 connections in the next five years. This will result into an increase of people served from 18 million to about 25 million customers. 3. We would like to see growth in the current customer satisfaction index from 86% to 90%minimum. 4. We would like to see an improved level of staff engagement. 5. Lastly, we would like to reduce our water losses to a level of less than 33%. This way we generate more revenue to serve the people of Uganda. What undertakings has NWSC put in place to stay afloat even amidst these difficult times? The Corporation has developed a number of strategic undertakings and rolled out several performance improvement programs aimed at boosting service delivery and enhancing service coverage. These include, among others: Geographical expansion (takeover of new towns) The Corporation, in collaboration with the Ministry of Water and Environment, has increased service coverage through a deliberate and systematic takeover of towns. The Corporation has grown from 26 towns in 2013 to 262 towns to date. Water supply stabilisation plans (WSSP) The plans entail quick-win investments in water production infrastructure to improve water supply reliability. Service Coverage Acceleration Project (SCAP 100) The SCAP 100 Project entails expansion of the NWSC pipe network by at least 8,000 kilometres and the installation of 140,000 newwater connections, including 20,000 public stand posts (PSPs) to cover 12,000 villages. Implementation of capital development projects The government’s target is to ensure that all Ugandans have access to safe water and sanitation by 2040. To address this need, NWSC is implementing a number of capital development projects in various towns. The projects are largely financed by the government of Uganda in collaboration with development partners. The Corporation also sets aside funds from its internal revenues for refurbishing and expanding the water infrastructure on an annual basis. NWSC has excelled in its performance over the years, and as such presents a strong balance sheet. Because of our financial performance NWSC has been able to acquire market financing from local banks amounting to 95 billion Ugandan Shillings. Using the locally financed resources we want to set up water supply projects in the towns of Kalungu, Lyantonde, Busheyi, Moroto, Soroti, Tororo, Lira, and Kyankwanzi. Using locally financed resources, we want to set up water supply projects in the towns of Kalungu, Lyantonde, Busheyi, Moroto, Soroti, Tororo, Lira and Kyankwanzi. With financing from development partners, we are planning for huge projects in Mbarara, Masaka, Arua, Mbale, Gulu, Jinja and many other towns. We have many projects lined up and several that are ongoing. We have recently completed works for the Katosi Drinking Water Treatment Plant and Katosi-Kampala Transmission Mains Projects, which are part of the wider Kampala Water – Lake Victoria Water and Sanitation Project (KW-LVWATSAN) Project. The project’s main objective is to improve the living conditions of the residents in the Greater Kampala Metropolitan Area through provision of safe and reliable water supply services. Works have also been completed for the largest wastewater treatment plant in Central and Eastern Africa. The Nakivubo wastewater treatment plant has the capacity to treat 45,000 cubic metres of water per day. The plant generates electricity from biogas as part of our waste to energy strategy. The electricity generated is enough to run all the operations of the modern plant. Stakeholder engagement programmes While focusing on the implementation of supplying water and sewerage services, we take into consideration the need to balance this mandate with the needs of all the stakeholders.

CEO Today Af r i ca Award s 2022 - UGANDA - - 11 - Environmental protection programmes Environmental protection is crucial to the sustainability of the Corporation’s business, given the impact it poses on water sources. The Corporation is therefore undertaking a number of initiatives to ensure that it runs its business in a way that takes environmental concerns seriously. Capacity development The Corporation ensures that value-adding trainings are conducted for staff both internally and externally, with a view towards imparting relevant knowledge and skills for enhancing productivity and improving service delivery within the sector. Services to the urban poor Service to the urban poor remains one of the biggest challenges for most utilities in Africa. The NWSC is systematically undertaking several pro– poor initiatives aimed at improving the livelihood of people living in urban and peri–urban settlements. One of these initiatives involves a reduction in the pro–poor tariff charged on PSPs, which is intended to increase affordability and willingness to pay. What does this award mean to you? I am extremely honoured to be recognised for such an award. It goes a long way towards showing that public utilities in Africa do work. The Strategic Direction was developed using a participatory approach involving all key stakeholders, which was critical for ownership and full support from stakeholders. “ “

CEO Owen Omogiafo Transnational Corporation Plc. - 12 - CEO Today Af r i ca Award s 2022 - NIGERIA -

ABOUT OWENOMOGIAFO Owen Omogiafo is the President and Group CEO of Transnational Corporation of Nigeria Plc. Before her appointment, she served as the MD/ CEO of Transcorp Hotels Plc where she was responsible for driving positive transformation both in Transcorp Hilton Abuja andTranscorp Hotels Calabar. Owen has over two decades of corporate experience in organisational development, human capital management, banking, change management, hospitality, and energy. She was the Chief Operating Officer at the Tony Elumelu Foundation, before joining the Transcorp group, where she oversaw the $100m Programme aimed at identifying, mentoring, and funding 10,000 entrepreneurs over 10 years. She also worked as the Director of Resources at Heirs Holdings Limited, a family-owned investment company chaired by Tony O. Elumelu, CON. Her experience includes working at the United Bank for Africa as HR Advisor to the GMD/CEO, and at Accenture as an Organization and Human Performance Consultant, specializing in Change Management. She sits on the Board of Avon Healthcare Limited in a Non-Executive capacity and is a member of the Finance, Investment& Risk Committee as well as the Audit & Governance Committee of the company. Owen holds a BS.c in Sociology & Anthropology from the University of Benin, an M.Sc. in Human Resource Management from the London School of Economics and Political Science and is an alumnus of the Lagos Business School and IESE Business School, Spain. She is a member of the Chartered Institute of Personnel and Development, UK, a certified Change Manager with the Prosci Institute, USA, a member of the Institute of Directors (IoD) Nigeria and an Honorary Fellow of the Institute of Capital Market Registrars. In recognition of her many contributions to the economic and social development of Nigeria, Owen has won numerous awards. To mention a few, in 2018 she was named in the YNaija! Power List for Corporate Nigeria while in 2019, she was recognized as one of the Top 100 Female CEOs in Africa by Reset Global People as well as one of Nigeria’s Leading Ladies in Corporate Nigeria by Leading Ladies Africa; and was also recognized by The Guardian Newspapers as one of Nigeria’s 100 most inspirational women. In 2020, Owen was listed among 100 Most Influential African Women by the Avalanche Media Group and was also recognized as one of 2020’s Top CEOs and received a “Next Bulls” award by Business Day Media and the Nigerian Stock Exchange. This award category recognized CEOs of listed companies who through sound strategy, disciplined execution, world-class governance, and a customer-first ethos have delivered competitive shareholder value on the Nigerian Stock Exchange. In 2021, Owen was recognized as a Top 30 SAWIL Trailblazer for her pioneering work in Transformation, promoting diversity and Shaping Africa’s future. She was also honored with theWoman of Impact award by VIP Magazine, for her contributions to Nigeria and humanity. In 2022, Owen was recognized by Leading Ladies Africa as one of the 100 Most Inspiring Women in Nigeria and by Herconomy as Corporate Leader of the Year. Most recently, Owen was recognized by H.E. Governor Babajide Sanwa-Olu, Governor of Lagos state as one of the Eko 100 Women in 2022. She was also recognised by on its 2022 Definitive List of Women CEOs across the 24 Stock Exchanged in Africa. This list identifies women who are leading companies with revenue of $100m or more, or a market capitalisation of $150m or more. - 13 - CEO Today Af r i ca Award s 2022 - NIGERIA - We are change agents. Our investments in strategic sectors of the economy; Power, Hospitality, Oil & Gas, are in line with our purpose, which is to improve lives and transformNigeria. Africapitalism is a call to action for businesses to promote development. “ “

Founder & CEO Sophia Bekele DotConnectAfrica Group - 14 - CEO Today Af r i ca Award s 2022 - MAURITIUS - OVERVIEW DCA Digital Academy was established to provide training on various topics, all related to the Internet – from how to effectively use it, to its governance – so as to increase Internet literacy in Africa. This project, in conjunction with other DCA projects, is aimed at achieving the organization’s objective of advancing education in information technology in African society. DCA Digital Academy provides the tools and skills to foster leadership and entrepreneurship and also connect youth and women to innovation highways, this way Africa can be part of the foundations of a developed technologically aware society. VISION Our vision is to build a world of well digitally skilled and innovative tech oriented proffesionals who through harnessing the power of their technology training will develop and complete meaningful projects and solve local needs for social good. MISSION Our mission is to provide a wide variety of consistent, relevant, cutting-edge, and quality knowledge and skills by utilizing current Internet technologies and proven teaching practices implemented by team of professionals to meet the growing opportunities in the tech Industry in Africa. We believe that students will become productive citizens when challenged and mentored in leadership, entrepreneurship problem solving, and critical thinking skills.

ABOUT SOPHIA BEKELE Sophia Bekele is founder and CEO of the DotConnectAfrica (DCA) Group, a pan-African organisation that has been engaged in Africa’s digital transformation for over a decade. “Corporate philanthropy has always been important to me since the start of my entrepreneurship,” Sophia says. “All my start-ups have had a portfolio of social impact.” Can you tell us about how DotConnectAfrica has evolved since its inception in 2006? Originally incorporated in Mauritius, DotConnectAfrica Trust is a non-profit formed with the objective of advancing education in the digital economy in Africa. Related to this was branding Africa on the internet through the top-level domain “.Africa”. DCA Trust is now the CSR arm of the DCA Group, which is a private entity. I initiated the .Africa domain name in 2005, when I was appointed on the high-level policy panel at ICANN, the global Internet governing body that advises on policy development and implementation for new domain names like .Africa. I then went to the highest offices of the AUC and UNECA to get the buy-in, presented the initiative and was granted the appropriate endorsements. We then ran a highly acclaimed six-year global awareness “Yes2DotAfrica” campaign for .Africa that ranked the domain name amongst the top 50 globally. We achieved this through a pioneering multilingual social media ground campaign traveling all over the African continent, North America, Europe and Asia. This campaign became instrumental in educating the public on the domain industry and global Internet governance processes. Additionally, we brought the latest domain registry technologies to Africa via a partnership with top-notch global UK-based firm CentralNic and formed a first-of-itskind registry hosting agreement with Safaricom Kenya. Concurrently, DCA also managed to deliver on its educational commitment to Africa by focusing on its impact programs through the DCA Digital Academy. We launched a pioneering women-intech program, Miss.Africa Digital, currently rebranded FemPower at the ICANN’s 2008 conference in Singapore. Soon after we launched generation.Africa in Kenya to empower youth in technology adoption. The two initiatives became the core pillars of the DCA Trust. The Academy now runs a tech boot camp for Interns to upskill their talents in tech and in corporate and entrepreneurial know-how, and an annual Seed-Fund financial Impact Award Program for women-led African organizations with STEM initiatives. During the 2020 lockdown, theDigitalAcademy successfully launched a public virtual video platform intended as a critical learning opportunity for our community to serve as a networking place for business leaders to share their thoughts on leadership. Currently on its sixth series, DCA has held a highly inspiring and thought-provoking conversation on key impacted areas of SMEs, human rights and women in finance. This year’s International Women’s Month also saw a successful virtual conversation with women addressing how technology can help break the gender bias from the ‘young leaders’ perspective”. Post inception, DCA Group has progressively adopted a unique integrative model of internet-centered digital products and service offerings. These encompass eCommerce, DNS businesses, mobile applications, cloud, cybersecurity, digital marketing services on an integrated digital social media platform and championing the Internet of Things (IoT). What challenges have you and your colleagues overcome during this time? Even though DCA has always had a hybrid work culture, it has been challenging to scale and introduce new projects and skills at the same time as managing productivity and monitoring remote staff. Of course, there was also .Africa’s globally publicized challenge against a vested group of multiple parties as we pursued our new domain. We won that challenge via our “No Campaigns”. Thereafter, there was the DCA vs ICANN legal case, which lasted nearly a decade and took much of our time, effort and resources to clarify positions to the public and our legal representatives. This was mainly caused by how ICANN assessed the .Africa bid as it relates to DCA’s legitimate endorsements. ICANN refused to recognize our endorsement giving deference to the AUC who later wanted the .Africa domain for itself, after it gave endorsement to DCA. Unfortunately, at the last hour, we still did not secure .Africa on the basis of a legal technicality ICANN imposed to stop our case from moving to an already scheduled jury trial. This prevented the US courts from hearing our case based on its merits, which was confined to the endorsement issue. Despite this hard legal path, we are thankful that DCA has managed to strongly persevere with its other initiatives even in the midst of the COVID-19 pandemic. Are there any triumphs in particular that you are especially proud of having achieved? Certainly! Our pioneering women-in-tech program in Africa has successfully impacted 12 African countries and trained thousands of women. Our programs have received the height of recognition by the United Nations and other awards. Our boot camp has also provided developmental experiences to thousands of fresh graduates for three to six months to prepare them for the private sector. The Yes2dotAfrica campaign has undeniably triumphed and made history. Also, during the pursuit of .Africa we have set multiple legal precedents that benefited the global Internet community and will always be a triumph for DCA Trust. What does this award mean to you? The Best Digital Education award is a recognition of all our efforts for the past decade to educate the African public on the advantages of using the Internet as a learning tool as well as to promote their brand using various digital and formal platforms, and to make their voices heard. In addition, our Corporate Boot Camp and capacity-building programs prepare young people for the robust job market. The award is pivotal to all DCADigital Academy-sponsored programs and we thank CEO Today for recognizing our work. We also raise our hats to all our supporters who have been there with us throughout our journey, as this would never have been achieved by a single organization. - 15 - CEO Today Af r i ca Award s 2022 - MAURITIUS -

Wale Ajisebutu 21st Century Technology Limited - 16 - CEO Today Af r i ca Award s 2022 - NIGERIA - CEO

ABOUTWALE AJISEBUTU Wale Ajisebutu is a fellow of the Institute of Chartered Accountants of Nigeria. With a cumulative experience portfolio of 39 years in the financial services, commodities and ICT sectors, he currently serves as the chairman/ CEO of 21st Technologies Limited – a pioneer in the business of digital infrastructure. His capacity for problem-solving and translating ideas into transformative reality distinguishes him. Driven by his undiluted passion for technology as a development lever and guided by a strong belief that a connected Africa can become a strong force in the comity of nations, he founded 21st Century Technologies Limited in 1997 after 14 years of trading in commodities. Having realised that the commodities business – though very rewarding – becomes monotonous and very unchallenging, he opted to focus on the business of infrastructure to address huge uncultivated opportunities which abound in Nigeria and Africa. Wale hails from a very humble background. He is an incurable optimist, focused, self-motivated and disciplined. He is calm, quiet and peaceful and in his element when creating innovative solutions. His ultimate goal is to ensure Nigeria as a country realises the vision of the digital economy and plays a significant role in the fourth industrial revolution. FIRMPROFILE 21st Century Technologies Limited is a 25-year-old mission-critical digital infrastructure and technology platform company. The singular aim of the organisation is to deliver compelling, robust infrastructure and skills to support a new Africa where technology, science and engineering are the drivers of transformation. The organisation provides secure and reliable services in the areas of data centres, towers, power, technology platforms and payment solutions. With multi-site data centre operations in Lagos state – namely Apapa (12 megawatts), Lekki (12 megawatts) and Ikeja (36 megawatts and still under construction) – 21st Century Technologies will have a total capacity of 61.5 megawatts including 1.5 megawatts from five edge centres with 300 kilowatts each. The pioneer in data centre deployment in Nigeria, the company is positioned to become the biggest provider of data centre capacity in West Africa. From building its infrastructure locally to its focus on the African youth through the digital academy campuses and creator Labs, the organisation’s unique business model positions it as a partner in the socio-economic development of Nigeria. Underlying all of these is a strong corporate commitment to the ESG (Environment, Social and Governance) principles. At 21st Century, sustainability is at the core of all decisions. AN INTERVIEWWITH WALE AJISEBUTU Please tell us a little more about yourself and your background. I am an accountant by training and a fellow of the Institute of Chartered Accountants of Nigeria. With a cumulative experience portfolio of 39 years in the financial services, commodities and ICT sectors, I currently serve as the CEO/vice chairman of 21st Century Technologies Limited. The firm was founded by me 25 years ago as a pioneer in the business of digital infrastructure, a calling to which we have stayed true to date. A bit about me: I am from a very humble background. As they say, ‘I was born without a silver spoon.’ I am an incurable optimist, focused, selfmotivated and disciplined. My personality paradox expresses itself in my calm, quiet and peaceful nature and also in my undiluted passion for creating innovative solutions. What led you to switch from a mercantile career to one in ICT? I started out as a banker, ready to take on the world. I soon realised that the commodities business, though very rewarding, had become monotonous and very unchallenging for me. Driven by my desire to solve problems and guided by a strong belief that a connected Africa can become a strong force in the comity of nations, it was clear to me that the time had come to harness the huge uncultivated opportunities in Nigeria and Africa as a whole. Technology to me is an enabler, a development lever that opens humanity up to limitless possibilities. Looking back, I am glad I made the switch to “techpreneurship”. What changes have you seen in Nigeria’s ICT sector since founding your firm? The ICT sector in Nigeria has matured and is indeed catching up with the world. From CDMA technology to 4G/LTE and 5G technology, the ICT sector is one of the fastest growing in Nigeria. ICT has positively disrupted vertical sectors such as education, financial services and healthcare inNigeria. - 17 - What we have done so far is a stepping stone to an interesting journey that lies ahead, where uncommon achievement shall be accomplished and recorded for the benefit of humanity. “ “

ICT has also enabled the convergence of sectors. Today, telecommunication companies in Nigeria now have banking licenses. The greatest beneficiaries of this growth are the consumers who now have access to services and products which enable their lifestyles. ICT remains a viable lever for national development. What does the future hold for yourself and for 21st Century Technologies? For myself, it is another chapter of rolling up my sleeves and doing what I know how to do – solving problems through building infrastructure in the areas of data centres, power and platforms. 21st Century Technologies is not slowing down, we are racing to be a significant part of history through continuous implementation of bold & audacious infrastructure that will accelerate innovations in the area of technology solutions as well as provide support for intensive network evolution such as; 3G, 4G, 5G to help fast track last mile access to digital connectivity. We will continue to effectively deliver a unique portfolio of infrastructure services to our customers, vendors and partners, paving the way for a fully digital future. How do you measure your success? The measure of my success lies in howmany lives and businesses I impact by enabling their aspirations through the window of connectivity. What does this award mean to you? It is an acknowledgement of my contributions to the ICT space. Most importantly, it is a confirmation that there is still much more to be done. It is a charge to ‘leave no Nigerian/African behind.’ I am grateful to the CEO Today Africa team for the recognition. What are your plans for 21st Century Technologies in the immediate future? - Build a compelling platform that will help to tackle some of the world biggest challenges from AI and quantum computing to healthcare, aviation, construction, logistics etc. - Train the brainpower from our digital academy to enable 21st Century Group to scale into the next Google- or Amazon-sized powerhouse. - Build our group to be the largest provider of information security solutions. To help customers and partners define the risk in their environment and select the right technologies and solutions. - Finally, we are already in the forefront of using our digital infrastructure and technology platforms to strategically position our group to take advantage of emerging opportunities to deliver technology-enabled solutions in years to come. Which of your career achievements would you say you are proudest of having accomplished during your time in the ICT sector? My restless pursuit of pioneering digital infrastructure such as fibre connectivity networks, data centres, innovations and sustainable development is just laying the foundation of what is coming. Therefore, I cannot talk about achievements at this time. What we have done so far is a stepping stone to an interesting journey that lies ahead, where uncommon achievement shall be accomplished and recorded for the benefit of humanity. CEO Today Af r i ca Award s 2022 - NIGERIA -

he founded. He holds a Bachelor of Commerce (B.Com.), Accounting, and a Postgraduate Diploma in Accounting, both from Rhodes University. He has also completed an Advanced Management Programme at Harvard Business School. In previous senior and executive leadership roles, Seelan’s impact was tangible, succeeding in leading his teams to increase sales, grow market share and bolster industry relevance. Seelan’s leadership footprint is proudly pan-African – he has demonstrated his deft expertise at leading large and complex organisations, assisting them to navigate dynamic challenges and grow at a rapid pace. Seelan joined the Omnia family as a Non-executive Director in 2018. He was seeking to widen his business knowledge outside of financial services and was soon appointed Group Financial Director. In September 2019, at a time when Omnia found itself in a position of immense financial turbulence, Seelan assumed the role of Group CEO and was tasked with spearheading Omnia’s turnaround strategy. With Seelan at the helm and despite the challenges of COVID-19, Omnia returned to profitability in 2020. ABOUT SEELAN GOBALSAMY Seelan Gobalsamy is an African business leader with vast, international experience in financial services and manufacturing. He is the Group CEO of Omnia Holdings Limited, a South African-based JSE listed company, operating across more than 25 countries with over 4,200 employees. With almost seven decades of experience across multiple industries, Omnia Holdings (Omnia) is internationally recognised for its research and development, manufacturing capabilities and specialised solutions (products, services, networks) as well as technologies for the agriculture, mining and chemicals application industries. Its subsidiaries include Omnia Nutriology, BME, Protea Mining Chemicals and Protea Chemicals. The Group continues to grow its global footprint, bolstering operations in Australasia and Brazil and expanding its presence in the SADC, North America, Canada and the EU. Seelan leverages his expertise as a Non-Executive Director at Momentum Metropolitan Holdings Limited, Momentum Metropolitan Life Limited, and JSG Capital, a company CEO Omnia Holdings Limited Seelan Gobalsamy - 20 - CEO Today Af r i ca Award s 2022 - SOUTH AFRICA -

It is a known fact that not all entrepreneurs make good leaders. In your opinion, what has contributed to your passion and abilities as a leader? I am proud to say that my dad played a very big role in this. At an early age, I would help my dad at the chemical plant he worked at and was inspired by what I consistently observed. I was always proud of how generous and hardworking my dad was. But what really impressed me was his talent for making people feel heard and appreciated, and his compulsion to always go the extra mile. At Christmas, instead of just giving employees money, I remember spending days helping him wrap and personalise gifts for each person. He relished in making people feel special – which is a rare pursuit among leaders. My dad always led by example, teaching me so much about how to value people and appreciate interdependency in business. Through him, I appreciated that people always come first; his genuine care and commitment to empowering people left an indelible impression on me. I also grew to learn multiple ways in which to both manage and lead people as well as businesses. He lived the value of “take care of your people and they will take care of the business”. I suppose the subconscious desire to be like him and make people feel the way he did fuelled my passion and nurtured my leadership qualities. It is these lessons that continue to motivate me to take on additional responsibilities – a quest that has certainly accelerated my leadership journey. As a business leader, problem-solving is a daily requirement of the role. In responding to challenges, do you have an approach that works well in these dynamic times? Whether you are an engineer, accountant or an attorney, every profession demands varying degrees of problem-solving. I firmly believe that while some have a natural tendency to be more effective in responding to challenges, for most it is an ability that can be developed over time through one’s own experiences, applied learnings, trial and error, etc. Ultimately, having the ability to assemble the right people around you will result in success. A good foundation involves a solutions-oriented mindset, enabling structures, processes and discipline. It is vital that leaders also ensure their analysis is thorough, enabling them to see the finer details as well as the big picture. But we can all appreciate that there are always factors that come out of left field. In terms of macro-environment factors, while the scale of events such as COVID-19, global supply disruptions and the Russia-Ukraine war were seemingly impossible to predict, leaders will be well served to build in agility that supports resilience, especially in unprecedented times. The concept of having the optionality and the ability to be agile during turbulent times is an important factor in ensuring the resilience of businesses. As a business leader, what – for you – are the non-negotiables, especially when challenges are compounding? Even though it is important for businesses to reach consensus on those non-negotiables, for me, this is a very simple one. Regardless of the context, leaders and businesses should always ensure they do the right thing. We can all agree that how we respond when things are spiralling downwards is the true test of personal or business values – and one of the greatest determinants of resilience. Some may be tempted to compromise, going down the path of instant gratification. This could yield dividends in the short term, but it is not a sustainable approach. While the importance of behaving in an ethical and moral way goes without saying, doing so also helps build strong stakeholder confidence, business credibility and market trust, shifting businesses from good to great. We can all appreciate that a positive reputation and long-term sustainability is rooted in the unwavering commitment to the business’s values. Ultimately, doing good business and the right thing will result in long-term sustainability. Making “people decisions” remains challenging. In this context, what advice would you like to share with other business leaders? Fundamentally, business is about people. So, to look inward, building teams with people who share common goals, are passionate, believe in what they are doing and take - 21 - CEO Today Af r i ca Award s 2022 - SOUTH AFRICA -

- 22 - accountability is invaluable. While the emphasis is often on skills and credentials, I am a firm believer in ensuring that the candidate selected displays the right attitude. In terms of motivating existing teams and extracting greater value, it is important to appreciate that people want to be seen, heard, valued, and feel rewarded for going the extra mile. Most often, focusing attention on the smaller details can make the most significant difference. It is important to invest in building teams that recognise individuals. Leaders must be equipped and encouraged to understand what may inhibit or inspire their colleagues. This understanding helps drive a more personal approach – one that employees recognise and respond to, enabling businesses to secure greater buy-in and action in driving the objectives set. Having said that, it is also wise to make the difficult peoplerelated decisions timeously. Where there is no meeting of minds, the lack of commitment and the misalignments deepen with neither party benefitting. On the topic of people, how does Omnia leverage and recognise the value of its employees as individuals and a collective? We can all agree that it is people who are responsible for building and advancing businesses and nurturing stakeholder relations across the value chain. Irrespective of how great your product, technology or solution is, if your service proposition does not hold firm, this poses the greatest risk for business relevance and stability. Purpose, values, goals and commitment may be compelling on paper, but these have to translate on an employee level. Appreciating this, I believe an effective leader is onewho values each person and encourages growth as well as collaboration. They respect and leverage the individual’s experiences, perspectives, approaches, ideas, cultures, etc. They also have due regard for the concerns and opinions of their employees, remaining responsive to opportunities and challenges. We all have different approaches to critical thinking, creativity, problems and solutions, so it stands to reason that when collective inputs are valued, these translate to more robust, successful and sustainable solutions. Valuing the diversity of thought and approach is critical to a successful business in the long term. As the captain of the Omnia ship, it is exciting to lead a team that is resourceful, dedicated and, more importantly, passionate. The team’s focus on delivering at the highest standard for our customers and partners is truly humbling. It is equally fulfilling to work with some of the most creative minds I have had the pleasure of collaborating with. This is a privilege I do not take for granted. This appreciationhas contributed tomy deepdesire to broaden the level of reward and recognition afforded to employees. For this reason, we initiated the Omnia share scheme in 2021, extending ownership opportunities to our more than 4,000 employees who work so hard to consistently grow this business and those of our customers. All our people continue to play a meaningful role in driving Omnia’s relevance and ensuring we remain a world-class business. Where do you see yourself and Omnia in the coming years? Omnia’s short-term focus is to grow the business through process, product, service and technology enhancements, supported by a strengthened supply and distribution network. We are also invested in consistently lowering our operating impact on the environment – as well as that of our customers and partners. In the medium term, we aim to lead the change to greener chemicals, biotech and biomolecular solutions, offering network-created and innovative technologies that ensure a greener future and enhanced quality of life for all. Achieving organic as well as inorganic growth – either through acquisitions or partnership opportunities – is a critical component of realising our overall development ambitions. In the medium term, Omnia aims to deeply entrench itself across its growing number of geographies, bolstering its sustainability, global competitiveness, customer value proposition and workforce capabilities. We want to win in every market and set the industry standard. But importantly, we want to support our customers in building leading businesses. On a personal level, my goal is to complete what I have started at Omnia and have a greater impact on the business as well as our people, customers, partners and society. I live part of my purpose through Omnia, and this is incredibly gratifying. I am humbled by the successes achieved over the years and grateful to those who have contributed. CEO Today Af r i ca Award s 2022 - SOUTH AFRICA -


ABOUT DR LIMAKATSO MOOROSI Dr Moorosi is currently a Chief Executive Officer of Board of Bloem Water, a portfolio she is serving for nine (9) years. Her experience ranges fromextensiveManagement, Governance, and leadership skills in Public Administration. This led to her being recognized through international awards on good leadership and governance. She is also serving as a Chairperson for Energy and Water SETA since 2020. Her qualifications range from, but not limited to aDoctor inVeterinary Medicine (DVM), Universidad Central, Cuba 1989; Master’s in agriculture from the University of the Free State and CPMD from Wits University. She obtained several certificates on Leadership, Governance, Administration and overall Management from both inside and outside the Country. She is a past Lecturer at the Faculty of Agriculture, Department of Animal Science at the University of the Free State (UFS), the portfolio she served for five years. Before she joined her current portfolio, she was serving as a Head of Department (HOD) at the Free State Departments of both Rural Development and Agriculture 2009/13. She also served as a Chief Operating Officer (COO) at Free State Department of Agriculture for a short period. She served as a Board member of Bloem water for four years 2009/13 as well as Sedibeng Water for almost three years. During her carrier life as a veterinarian, she served as a member of the South African Veterinary Council (SAVC) for two terms, where she was the Chairperson of both Registration and Authorization as well as Education Committees (SAVC). She was a member of advisory committee of National Research Foundation (NRF) as well as Member of NRF collaboration on research with Historical Black University 1993/95 FIRMPROFILE Bloem Water is a State-Owned Entity, categorized as a National Government Business Enterprise, established in 1991 in terms of Water Services Act 108 of 1997. Its primary business is to provide bulk water services to Municipalities, in line with section 29 of the Act. Three decades later, the Water board has grown to supply to population in excess of 1.2 million from two local Municipalities and one Metropolitan, strictly adhering to its vision of “Assuring sustainable, reliable quality water services, for life” The Entity is currently undergoing significant restructuring that will results in expansion of its footprint, servicing more areas. - 25 - CEO Today Af r i ca Award s 2022 - SOUTH AFRICA - Her qualifications range from, but not limited to a Doctor in Veterinary Medicine (DVM), Universidad Central, Cuba 1989; Master’s in agriculture from the University of the Free State and CPMD fromWits University. She obtained several certificates on Leadership, Governance, Administration and overall Management from both inside and outside the Country. “ “

ABOUT ABIMBOLA ILO Abimbola Ilo is a qualified Solicitor and business executive with diverse practice experience in commercial transactions, mergers & acquisitions, project finance and capital markets. He has consulted for major brands for over 20 years with projects on every continent. He is currently managing director at Integral, Nigeria’s leading sports marketing & management company. Technology, from the prestigious International Academy of Sports Science & Technology (AISTS) in Switzerland and Abimbola is a member of the Nigeria Football Federation (NFF) Marketing, Sponsorship & TV Rights Committee, and the current serving Chairman of the Lagos State Triathlon Association (LSTA) FIRMPROFILE INTEGRAL IS ONE OF AFRICA’S LEADING SPORTS MARKETING ANDMANAGEMENT COMPANIES. We offer a 360-degree approach in harnessing the emotive power of sports, entertainment & causes to measurably increase the sponsors’ brand awareness, consideration, sales and loyalty. Working with tools and methodologies that help us chart the course for engagements from beginning to end, our proposition is grounded in a sound understanding of consumer passions and its application for marketing and business development purposes. Integral commenced operations in 2009 and has since become a trusted partner for multinational organizations, and the first choice company in Nigeria for a variety of top-notch organizations, including FIFA, the International Olympic Committee and Arsenal Football Club. OURVISION For over 10 years Integral has consistently delivered on its promise of high-quality services in varied areas of the sport business economy in Nigeria. Through a network of key partnerships, a resilient attitude, and a passion for sport, Integral continues to set the pace in sponsorship activation, media rights, hospitality, event management and athlete representation. As we look forward to another 10 years, we are challenged yet again to reach across Sub – Saharan Africa and extend even wider to stand at the summit of sport business in Africa. OURMISSION At the heart of what we do lies the team.We work in cross – functional roles with different goals but same attitude and culture. We are passionate about what we do, driven by our values and strengthened by leadership. To share knowledge and information whether by discourse or education on various platforms Empower local communities and people via charity programmes Create sustainable projects with lasting legacies for its beneficiaries Use innovation and technology to improve the quality of our service delivery Provide professional athlete career management services MANAGINGDIRECTOR ABIMBOLA ILO - 26 - CEO Today Af r i ca Award s 2022 - NIGERIA - INTEGRAL

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