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CEO Today Africa Awards 2024 - ITALY - - 4 -
- 5 - CEO Today Africa Awards 2024 - INTRODUCTION - A W A R D S 2 0 2 4 Welcome to this special edition of CEO Today, where we proudly present the Africa Awards 2024, celebrating the outstanding achievements of leaders driving innovation, growth, and impact across the continent. This year, our cover is graced by Yusuf Haliru Binji, the exceptional Managing Director of BUA Cement PLC, whose visionary leadership has solidified his place as one of Africa’s most influential business leaders. His story of strategic foresight and sustainable growth reflects the transformative power of leadership in Africa’s industrial sector. Joining him in this distinguished line up are individuals like Dawood Sulaiman Al Wahaibi of Five Oceans Co LLC, who has redefined excellence in the maritime industry, and Laeticia Balou of LB GlobalConsulting, a trailblazer in strategic consultancy and business transformation. These remarkable leaders are just a glimpse of the extraordinary talent featured in this edition. From innovative entrepreneurs to global executives, our Africa Awards 2024 celebrates the diverse achievements shaping the continent’s future. Thank you for joining us in recognizing these inspiring figures who are not only leading successful companies but also paving the way for future generations. Best regards, Mark Palmer Editor-in-chief Yusuf Haliru Binji PAGE 8 Dawood Sulaiman Al Wahaibi PAGE 14 Laeticia Balou PAGE 18
EDITORS CHOICE YUSUF HALIRU BINJI BUA Cement Plc DAWOOD SULAIMAN AL WAHAIBI Five Oceans Co LLC LAETICIA BALOU LB Global-Consulting 8 14 18
CEO Today Africa Awards 2024 - NIGERIA - In this exclusive interview for CEO Today Magazine Africa Awards, Yusuf Haliru Binji, Managing Director and CEO of BUA Cement Plc, reflects on his remarkable journey in the cement industry, spanning over three decades. From his early days as a trainee to leading one of Nigeria’s foremost cement companies, Binji shares insights into navigating transformative mergers, driving strategic growth, and fostering sustainability in a dynamic market. With a steadfast commitment to innovation and excellence, he discusses BUA Cement’s pivotal role in shaping Nigeria’s infrastructure and economic landscape, while offering advice for aspiring leaders in the manufacturing sector. - 8 - www.buacement.com
CEO Today Africa Awards 2024 - NIGERIA - - 9 - at the merger through the prism of strengths of the two entities independently and in unison to attain economies of scale for a wider competitive advantage. At the time of the merger, Obu plant situated in the south-south had a capacity of 6mmtpa and CCNN located in the Northwest of Nigeria in Sokoto was a 2mmtpa production facility. The Nigerian cement demand around the same time was around 28mmtpa owing to the increasing population growth rate put at 2.5% per year and coupled with a high urbanization rate along with infrastructural and housing deficits in the country, which meant the market was undersupplied by the key players, thus presenting a big opportunity for us. By consolidating the businesses, the company’s production capacity increased to 8mmtpa in 2020, which repositioned our market offerings. In terms of challenges, we were not insulated since every Can you share your journey to becoming the Managing Director and CEO of BUA Cement Plc? My over 30-year career has been primarily in the cement industry, starting as a trainee in a humble beginning and traversing through the ranks to become the Executive Director Technical of the now-defunct Cement Company of Northern Nigeria, under the Scancem Group and later moved on to Cement Projects with the acquisition of CCNN by BUA Group. I served as the Managing Director of Obu Cement Company in Edo, and later CCNN. In 2019, I was appointed the MD of the newly listed BUA Cement Plc, which was established from the merger of these two companies, and I’m still in the role to this day. Looking back, I would say that my career journey has been characterized by a great deal of commitment, hard work and perseverance. What have been the key challenges and opportunities you’ve faced during the merger of the Cement Company of Northern Nigeria and Obu Cement, and how did you navigate this transformative process? Mergers always present opportunities and challenges and the merger between the Cement Company of Northern Nigeria and Obu Cement was no different. We looked YUSUF HALIRU BINJI Managing Director and CEO of BUA Cement Plc LEADERSHIP EXCELLENCE IN MANUFACTURING “My career journey has been characterized by a great deal of commitment, hard work and perseverance.”
CEO Today Africa Awards 2024 - NIGERIA - - 10 - merger comes with its own peculiarities. Nonetheless, we knew what to expect from our due diligence. So, it came as no surprise when having to deal with issues around product synergy implementation, technological integration, customer engagement, and culture shift which arose subsequently. Thanks to visionary leadership, the Management had a clear roadmap in place that was designed to address all impending issues, and the postmerger integration was seamless as the company put its human resources to tackle the challenges. How has BUA Cement evolved under your leadership, and what strategic initiatives have you implemented to drive growth? With the understanding of the industry dynamics, staying competitive will require that we continually grow and evolve. As our sector is consistently plagued by marked demand surges, thereby creating significant domestic supply gaps, exploiting the market to meet the anticipated rise in demand requires capacity expansion and improved efficiency. So, in the past 5 years, we embarked on an expansion of the facilities across the two plants, allowing us to increase the company’s production capacity to 17mmtpa. By our mantra of always driving cost and revenue synergies and taking advantage of the strategic positions of the two plants, we were able to increase our presence locally and take additional market share. This was possible with the deployment of over three thousand dedicated fleet of trucks for delivery of cement locally and across the border into Burkina Faso and Niger. How does BUA Cement approach sustainability and environmental responsibility within the cement industry? Our approach to sustainability and the environment rests on the fact that standards acceptable now will be inadequate for tomorrow. Thus, no matter what, we remain committed to lowering the negative environmental effects of our operations while promoting our good social impacts in compliance with local and international best practices. What role do innovation and technology play in BUA Cement’s operations? Innovation and technology have been the pillars of all our state-of-the-art plant operations. Our automated production lines were built with features that guarantee high-quality cement production with lower emissions through energy-efficient processes. The technologies BUA Cement - Sokoto Plant
provide us with the opportunity to reduce waste, resulting in long-term cost savings, and foster safer work environment by drastically reducing staff injuries that result in lost time. Apart from that, automation allows us to maintain an edge in a highly competitive business sector. For instance, our innovative acumen was at play as we significantly improved our customer experience with the incorporation of banking integration with sales automation. This move not only markedly improve staff value addition, but also optimizes our product delivery to customers. How do you see the future of the cement industry in Nigeria and Africa, and more broadly supporting Nigeria’s economic growth, and what role will BUA Cement play in that future? The outlook for the cement industry in Nigeria remains bright, considering the massive investments witnessed in the industry over the past decade, which shows no signs of slowing down. Our investments in new production lines to cater for the growing market needs have created positive gains for the country in terms of contribution to the GDP and employment opportunities for our people. Looking ahead, BUA is determined to leverage the yet untapped opportunities within the African Continental Free Trade Agreement to expand its market reach and increase revenue generation for the government as the country moves towards self-sufficiency in cement production. Nigeria has a huge infrastructure deficit and will continue to need cement to build and maintain its social infrastructure. Can you share some of the corporate social responsibility initiatives that BUA Cement is involved in? BUA Cement operates in two locations in Nigeria. As a responsible corporate entity, we are consistently engaging with our local stakeholders to proactively identify their needs and priorities, and simultaneously charting up ways to address them pragmatically. Our corporate social responsibility initiatives are synchronous with United Nation’s Sustainable Development Goals (SDG’s) and focus on five key thematic areas, namely education, livelihood empowerment, infrastructure, health and sanitation. Aligning with our core values, we are determined to ensure a targeted and effective approach to community development. Nonetheless, BUA Cement is enthusiastic about fostering a culture of accountability and trust with our stakeholders to achieve mutual growth. How do you foster a culture of excellence and continuous improvement within BUA Cement? I would say that the culture of excellence and continuous improvement we have championed has been the epitome of our cultural transformation in the past years. My approach to fostering cultural shift was embedded in the active participation of our employees. From the moment of engagement, a new employee passes through a regimented integration process which ideally sets the groundwork for their productivity by getting them up to speed on the organization’s culture and guidelines. Every member of staff understands that improvement is a key part of their job and should be given utmost priority while taking responsibility for their actions. As a leader, I strive to set the tone for my team members showcasing a strong work ethic and dedication to achieving our collective goals. Of course, our journey would not have been possible without aptly enabling technology, investing in CEO Today Africa Awards 2024 - NIGERIA - “The outlook for the cement industry in Nigeria remains bright, considering the massive investments witnessed in the industry over the past decade, which shows no signs of slowing down.”
- 12 - staff capacity building and consistently aligning ourselves with improvement practices. This, in my opinion, has contributed to our culture’s shift toward a mindset of continuous improvement. Moreover, I ensure that hard work is rewarded to promote a sense of value and motivation. How would you describe your leadership style, and how has it influenced the company’s direction and success? I lead by showing integrity, honesty, and accountability in my actions and decisions. I inspire my team to stay motivated and engaged. Also, I advocate for a positive and inclusive workplace culture in which all employees feel welcome, valued, and respected. Our leadership commitment to providing employees with the necessary resources to improve their skills and knowledge has helped us retain and attract top industry talent who value engagement and collaboration as the driving forces for increasing efficiency and productivity. I cannot stress enough how important our human resources are and how valuable they have been to the company’s success. No doubt you are an extremely busy person, but what does a typical day look like for you as the Managing Director and CEO of BUA Cement? I usually kick off my day with morning prayers and a brief exercise session. To keep myself informed, I will check my phone for what’s trending in the news and emails before rushing to work as well as skim through the BUA Cement - Head Office
CEO Today Management Consulting Awards 2023 - NIGERIA - - 13 - various operations and safety updates on our dedicated communications channel. Subsequently, following up with my team to catch on the issues they are facing and where they need my approval or support. Of all, I can communicate with every project team effortlessly almost any place daily thanks to modern technology at our fingertips. Having to work with a motivated and engaged staff makes the rigors of the work look so easy to accomplish. At the same, I make sure to maintain a healthy work-life balance. What advice would you give to young professionals in Nigeria aspiring to leadership roles in the manufacturing and industrial sectors? Just like other industries, there are a lot of opportunities in the manufacturing sector. So, my advice to young professionals is simply to be open to learning new things and to take advantage of every opportunity that arises. You can become the successful leader you want to be if you have a strong work ethic, self-motivation, discipline and resilience, and don’t shy away from taking risks. Looking forward, what are your key priorities and goals for BUA Cement in the next five years? In the past decade, we generally had the opportunity to boost the production capacities of our two cement plants. As a CEO managing a listed company, my key priority is to add value to the shareholders by identifying more growth drivers for the business. Our goal in the next 5 years is to continue implementing the decarbonization initiatives as much as we can. We intend to seek opportunities to accelerate the shift to net zero and keep exploring innovative approaches to stay ahead of the competition. “My advice to young professionals is simply to be open to learning new things and to take advantage of every opportunity that arises.” BUA Cement - Edo Plant
DAWOOD SULIMAN AL WAHAIBI Founder of Five Oceans LLC FISHING INDUSTRY CEO OF THE YEAR In this interview, Dawood Suliman Al Wahaibi, founder of Five Oceans LLC and a seasoned expert in the fisheries sector, discusses his transition from Oman Pelagic to his current role as a fisheries and environmental consultant. He shares insights on how his previous experiences have prepared him to tackle new challenges and drive growth in Oman’s fisheries industry. Dawood outlines his commitment to sustainability, his vision for evolving policies, and the importance of engaging local communities to create lasting impacts in the sector. www.5oceansoman.com CEO Today Africa Awards 2024 - OMAN - - 14 -
What inspired your transition from Oman Pelagic into the role of fisheries & environment consultant at Five Oceans LLC, and how do you see your previous experience in the fishing industry helping you make an impact in this new position? I founded Five Oceans in 2002, providing master-level advice in the fisheries sector. I was chosen to lead the establishment of Oman Pelagic, one of our key projects. It’s great to be back on the planning board. What are the biggest challenges you anticipate in this new role, and how do you plan to address them? Challenges are a part of every business, and returning to where I was will require time and hard work. However, with the experience of the Five Oceans team and the strength of our excellent reputation, I’m confident that these challenges won’t stop us from going global. What excites you most about stepping into this new role, and what impact do you hope to achieve in the industry? What excites me most about stepping into this new role is the opportunity to build on the success of our previous projects, many of which have already entered into operation. This new phase allows us to focus on promoting a more robust downstream industry, which is crucial to realizing the Sultanate of Oman’s vision of becoming a world-class leader in fisheries. I’m eager to contribute to this national goal by leveraging our expertise and innovative approaches to drive growth and sustainability in the sector. The impact I hope to achieve is not only to enhance Oman’s position in the global fisheries market but also to create lasting economic and social benefits for the region. What key issues in fisheries and environmental management do you believe require immediate attention, and how do you plan to contribute to their resolution? Fisheries, as a vital natural resource, support communities globally, with artisanal fishing providing jobs and helping to prevent internal migrations. Environmental management is fundamental to the sustainability of these communities. To address this, it’s crucial for stakeholders to collaborate on establishing a comprehensive natural resource extraction policy. Additionally, forming a Fisheries Advisory Board would be essential in guiding sustainable practices and ensuring the long-term viability of the industry. How important is sustainability in your new role, and what strategies do you plan to implement to promote sustainable practices in fisheries and environmental management? Sustainability is the cornerstone of this industry, as it’s directly linked to food security. Moving forward, it’s crucial to develop a clearer definition of ‘sustainability’ within the context of fisheries and environmental management. This involves creating comprehensive strategies that take into account the entire fishing ecosystem and the natural marine food chain. By addressing these aspects holistically, we can ensure that our practices not only support current demands but also preserve resources for future generations. Can you share your vision for how fisheries and environmental policies should evolve to address current global challenges? My vision is that fisheries and environmental policies must evolve to meet the increasingly complex global challenges we face today. This requires more effective communication “By conveying the right message, we can inspire the younger generation to embrace sustainable practices, ensuring that our efforts lead to meaningful and lasting change.” CEO Today Africa Awards 2024 - OMAN - - 15 -
among stakeholders and a collective responsibility to protect fisheries from collapse. By adopting the right policies and continuously updating them as circumstances change, we can proactively combat these challenges and ensure the sustainability of our resources. The key lies in being adaptable and committed to ongoing improvement. How do you plan to engage with local communities and stakeholders in your work to ensure that your consultancy efforts have a meaningful and lasting impact? Oceans cannot keep up with the increasing demands and fishing efforts. Recognizing this, I plan to engage with local communities and stakeholders by clearly communicating the critical need for sustainable practices and the social and economic impacts of our actions. By conveying the right message, we can inspire the younger generation to embrace sustainable practices, ensuring that our efforts lead to meaningful and lasting change. Engaging communities in this dialogue is essential for fostering a collective commitment to the future of our oceans. What does this new chapter in your career mean to you personally, and what are your long-term goals in this field? Personally, this new chapter in my career holds deep significance. After 30 years of working in the fisheries and food sector, I’ve had the privilege of witnessing the industry’s evolution, challenges, and successes. I’ve seen it all, and now it’s time to reflect on some of the fundamental issues that continue to impact the sector. This reflection drives me to focus on creating long-lasting solutions that address these challenges head-on. My long-term goals are centered around promoting sustainability, innovation, and collaboration. I want to ensure that the knowledge and experience I’ve gained are used to foster positive change in the industry. This includes not only improving current practices but also mentoring the next generation of leaders in the field. Ultimately, my aim is to contribute to a future where fisheries and environmental management are aligned with both ecological balance and the needs of communities around the world. CEO Today Africa Awards 2024 - OMAN - - 16 -
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CEO Today Africa Awards 2024 - REPUBLIC OF CONGO - - 18 - My name is Laeticia BALOU, and I am the CEO and Founder of LB Global-Consulting. I am originally from Congo-Brazzaville, born in Cameroon to a Congolese father and a Cameroonian mother, and raised by my Cameroonian grandparents. I am a Christian, a wife, and a proud mother of three children. I pursued my education in Cameroon, Congo, Senegal, and France, holding an MBA in Finance from INSEEC Paris and a Master’s in Structured Finance from the African Management Institute in Senegal. At LB Global-Consulting, we specialize in strategy, management, and organizational consulting across finance, marketing, human resources, and customer relations. We provide expert guidance to companies of all sizes and industries, offering services such as market research, strategic planning, and business development. Our tailored approach ensures that we address the unique needs of each client, while our results-driven focus guarantees measurable outcomes you can rely on.
CEO Today Africa Awards 2024 - REPUBLIC OF CONGO - - 19 - would bridge the gap between businesses seeking to raise funds and investors, providing the necessary support to ensure they are structured and managed effectively. As the Founder and CEO, one of the biggest challenges I’ve faced is being a young woman in leadership. I’ve encountered numerous indecent proposals and, in some regions like Congo, youth was often equated with inexperience. This perception made it harder to be taken seriously. Additionally, isolation in the early stages as an entrepreneur was a significant challenge to overcome. How does LBGC differentiate itself in the competitive landscape of global consulting firms? At LB Global-Consulting, we have a deep understanding of the Sub-Saharan African landscape that permit us to navigate the complexities of the region. This expertise enables us to propose tailored solutions that precisely address the specific needs and challenges of our clients. By leveraging this regional knowledge and our extensive experience (more than 8 years), we ensure that our strategies are not only effective but also sustainable in the local context. What inspired you to start Leading Businesses Global Consulting (LBGC), and what has been your biggest challenge as its founder and CEO? I was inspired to create LBGC while working at a private equity firm in Senegal. During that time, I encountered many companies with significant potential, but they struggled to meet funding requirements due to mismanagement, inadequate structures, and organizational dysfunction. This observation led me to establish a consulting firm that LAETICIA BALOU CEO and Founder of LB Global-Consulting ACCOUNTING AND FINANCING LEADER OF THE YEAR “One of the biggest challenges I’ve faced is being a young woman in leadership. I’ve encountered numerous indecent proposals and, in some regions like Congo, youth was often equated with inexperience.”
Can you share a recent success story in which LBGC significantly impacted a client’s business in Africa? Yes, we worked with a client who wanted to relaunch his factory but lacked the necessary funds. Remarkably, we were able to help him do so without requiring any upfront investment. Our approach involved leveraging his relationships with loyal, long-term clients who were willing to place substantial orders and pay in advance. These clients agreed to wait while the company purchased new machinery, fulfilled the orders, and delivered the products. This strategy allowed our client to relaunch his factory without incurring any debt, thanks to our strong negotiation skills and innovative problem-solving. What strategies do you believe are essential for fostering sustainable growth in African businesses? To foster sustainable growth in African businesses, we need to encourage innovation and technology adoption to stay competitive and address local challenges. Diversify products, services, and revenue streams to reduce dependence on a single market or sector. Develop local talent, supply chains, and partnerships to create long-term value. Invest in community development, education, and healthcare to enhance social impact. Ensure strong governance, transparency, and regulatory compliance. Understanding the culture of each country is very important. Africa has more than 50 countries with different culture and to operate in these countries we need to have an adaptability skill, be open minded and be ready to adjust. How do you see the role of women leaders evolving in the business consulting industry, particularly in Africa? The role of women leaders in the business consulting industry in Africa is evolving positively, with increasing numbers of women taking on leadership positions and making significant contributions to the industry. More women are entering the consulting industry, and many are rising to leadership positions, bringing diverse perspectives and skills. Women leaders are challenging traditional stereotypes by demonstrating that they can excel in “The role of women leaders in the business consulting industry in Africa is evolving positively, with increasing numbers of women taking on leadership positions and making significant contributions to the industry.” CEO Today Africa Awards 2024 - REPUBLIC OF CONGO - - 20 -
male-dominated fields like consulting. There are more and more women networks and mentorships program to support each other’s growth and development. There are leveraging their cultural competence to navigate complex African markets and develop effective solutions. Successful women are also actively engaging on inspiring a new generation of women to pursue careers in consulting, creating a positive impact on the industry. What key trends do you see shaping the future of consulting in Africa, and how is LBGC preparing to address them? The consulting industry in Africa is indeed evolving, and several key trends are shaping its future. Here are some of the most significant ones and how LBGC is preparing to address them: • Tailor-made solutions: Clients now expect customized services, and consultants must adapt to meet these demands. LBGC has put in place an information report on what’s going on in the different countries and different industries as it requires a deeper understanding of client’s specific needs and industries. • Workplace transformation and remote work: The pandemic has accelerated the adoption of hybrid work models, and We must help clients navigate this change. we at LBGC are all working from home or remotely, in different countries such as Cameroon, Congo, France and Senegal which gives us the experience we trained our client to develop. Technology is changing the world, and it’s impacting every industry out there. In Africa, digitalization is making strides in areas like agriculture, and it’s more important than ever for consulting firms to stay up to date. At LB Global-Consulting, we’re all about nurturing our talent and creating a dynamic, startup-like atmosphere. To stay relevant and helpful, consulting firms need to keep up with these exciting changes. What advice would you give to aspiring entrepreneurs in Africa who want to build successful businesses in today’s global economy? Aspiring entrepreneurs in Africa can build successful businesses in today’s global economy by: • Identifying a genuine need and create solutions that address them. • Developing unique products or services that stand out from the competition. • Understanding your target audience, their needs, and preferences. • Clearly outline your goals, strategies, and financial projections. • Surround themselves with skilled, passionate, and dedicated individuals. • Embrace technology and Build relationships with other entrepreneurs, investors, and industry experts. • Stay adaptable and persevere. That’s the way to a successful entrepreneurship journey in Africa. Laeticia Balou CEO & Founder - Leading Businesses Global-Consulting (LBGC) Linkedin : Laeticia BALOU | LinkedIn Email : lbalou@lbglobal-consulting.com Tel : 00 33 616 75 08 10 | Brazzaville: 00 242 069040609 www.lbglobal-consulting.com CEO Today Africa Awards 2024 - REPUBLIC OF CONGO - - 21 -
DR. ANDREW GWODOG SCG-Ré PROF. EMMANUEL LAMPTEY Envaserv Research Consult JEAN-MARC BEDJE KODIA GITS GUINEE DORIS WAIGWA East African Tax Consulting BODE OPADOKUN Sanlam General Insurance Nigeria Limited CAROLINE ABEL Central Bank of Seychelles (BCS) WARNER BROWN Impactful Teams, LLC 26 28 34 36 38 44 46
FEATURED WINNERS 50 64 BONGA MOKOENA BDO South Africa MARIKEN JANSEN VAN VUUREN Quantumflux Digital DR. QINISILE CELE Family Matters Fertility Centre RAMASELA GANDA ZEDA Limited RONNIE VAN DER MERWE Mediclinic VICTOR SEKESE SNG Grant Thornton SAMUEL MUGABI Makere University 54 56 60 66 68
DR. ANDREW GWODOG Director & General Manager of SCG-Ré LEADERSHIP EXCELLENCE IN RE-INSURANCE Dr. GWODOG shares insight into his management style, SCG-Ré’s ambition to be a leader of reinsurance in Africa, and its mission to manage the legal assignment on premiums and tutions of insurance companies exercising in Gabon. CEO Today Africa Awards 2024 - GABON - - 26 -
How would you describe your leadership style? What would you advise to others in this role? My leadership style can be described as participative and proactive. I firmly believe in collaboration within my team, as I consider that we all have a crucial role to play in the growth of this young reinsurance company, SCG-Re. We are all links in the same chain and work together towards a common goal, which is to shine a spotlight on reinsurance in Africa. I encourage my teams to push their limits and unleash their full potential, so that we can rise among the top 20 African reinsurance companies in Africa. To achieve this, we have set up a management system based on the 3 Ps: Presence, Performance, and Professionalism. These three principles guide us towards excellence and enable us to maintain our business on a sustanaible basis. As a leader, my advice to others in similar roles is to cultivate a work environment where collective commitment is valued. It’s essential to create a strong team culture where every member feels invested in achieving our common goals. In addition, maintaining open and transparent communication is important to ensure that all staff members understand the importance of their contribution to the company’s success. What does the future hold for you and SCG-Ré? It is challenging to predict the future with certainty, but our vision for SCG-Ré is an ambitious one. We aspire to become a household name in Africa, and even worldwide, whether I am present or not. Our future strategy rests on several essential pillars. Firstly, we intend to pursue our business expansion within the CIMA zone (Inter-African Conference of Insurance Markets) and across the entire African continent by opening regional offices and branches. We are looking to strengthen our partnerships with all African reinsurers, thereby consolidating our presence in the African market. Furthermore, we have plans to establish reinsurance pools in Africa, which will contribute to strenghten the stability of the reinsurance sector on the continent and stimulate regional economic growth. Regarding our financial performance and technical profitability, we have set ourselves short, medium, and long-term targets and we are committed in improving them while ensuring the sustainability of our operations. This will require rigorous management and a well-defined strategy. As a Company listed on the Central Africa Financial Market and a signatory of the Nairobi Declaration, our business is closely scrutinized internationally. Therefore, we have a duty to earn the trust of our shareholders. We are also committed to the development of Gabon and Africa as a whole. We plan to contribute actively to the economy by participating in initiatives and projects that promote economic growth while adhering to ESG (Environmental, Social, and Governance) criteria. Finally, one of our major objectives is to move up in the ranking of African reinsurers. This reflects our ambition to become a key player in the African reinsurance sector. Leading a company requires strong and constant commitment. However, I firmly believe that it is possible to motivate the human resources within our organization to work together for the collective growth of the Company we serve. Our future is bright, and we are determined to rise to the challenges that lie ahead to achieve our ambitious goals. “Our future is bright, and we are determined to rise to the challenges that lie ahead to achieve our ambitious goals.” CEO Today Africa Awards 2024 - GABON - - 27 -
Prof. Emmanuel Lamptey President/CEO Envaserv Research Consult T: +233 302 925173 E: elamptey@envaservconsult.com www.envaservconsult.com In this exclusive interview, we sit down with Prof. Emmanuel Lamptey, the President and CEO of Envaserv Research Consult, to delve into the leadership philosophy that has shaped the trajectory of this dynamic environmental research and consultancy firm. Emmanuel reveals how his people-centered approach, emphasizing the nurturing of youthful potential and creating a teaching-learning environment, has been pivotal in driving Envaserv’s growth and success. He elaborates on the initial vision behind founding Envaserv - to establish a one-stop shop offering comprehensive environmental services, and how this vision has evolved to overcome various challenges, including resource constraints and the necessity of developing a highly skilled workforce. CEO Today Africa Awards 2024 - GHANA - - 28 -
PROF. EMMANUEL LAMPTEY President and CEO of Envaserv Research Consult Emmanuel, as the founder and CEO of Envaserv Research Consult, can you share your leadership philosophy and how it has guided the company’s growth and direction? Leadership transcends giving operational directives, but the ability to articulate the overall organizational vision for staff embracement and then the mobilization of requisite skillsets and toolsets for the realization of the corporate vision/mission. My leadership style is in sync with this format, and it is essentially people-centered. Unearthing youthful potentials and capacitating the same to give off their best in accomplishing/executing tasks beyond expectations is an inherent leadership trait I adore very much. My view is that the staff is the greatest corporate resource/asset, and thus tact is required in selecting those talents before equipping them with the relevant skillset and toolsets, and creating the congenial environment for them to unleash their potentials. Healthy staff and an excellent working environment translate into overall corporate health, which has been the cynosure of my leadership philosophy in ensuring growth. Furthermore, blending average to highly skilled staff to create a teaching-learning environment has been part of my style to ensure growth. Lastly, we ensure regular organizational innovations, which create conditions for the constant search for novel ideas and approaches, and these keep us buoyant/afloat in the industry. What was the vision behind founding Envaserv Research Consult, and how has that vision evolved over time under your leadership? The primary vision was to provide one stop-shop entity providing all-encompassing and cutting-edge environmental and laboratory testing services for clients that needed such tailored environmental services. The nascent vision became stronger during those periods we had to wait for days to rent a piece of environmental equipment for field data gathering/collection because they were in high rental demand. These, coupled with clients’ frustrations in finding an entity that provides streams of ESG services, presented us with a virgin and golden opportunity to establish a firm to provide top-notch environmental services within reach and to relieve clients of their incessant frustrations. Over the course of time, the vision has materialized steadily, and the company is now located on a satisfactory trajectory, though a far cry from our desired apogee. The LEADERSHIP EXCELLENCE IN FINANCE CONSULTING CEO Today Africa Awards 2024 - GHANA - - 29 -
CEO Today Africa Awards 2024 - GHANA - - 30 - positive strong signals assure us that with enhanced commitment, tailored strategies, and innovations, Envaserv shall reach the expected crescendo. It needs stressing that it was tough at the onset, and strategic corporate direction was hazy but with continued improvement in overall quality standards, operational enhancements and strategic management, the company has been able to develop fair antidote and resilience to VUCA (Volatility, Uncertainties, Complexities and Ambiguities) situations in corporate business. Could you discuss some of the most significant challenges you’ve faced while leading Envaserv, and how you overcame them? What achievements are you most proud of? The challenges faced were numerous. However, the one that stood out was the drive of an ambitious entrepreneur without the needed resources to realize the dream. It’s now some sort of a cliche for any entrepreneur to bemoan funds as a hindrance to executing one’s vision, although it is a reality. Even though I knew from the onset the challenges associated with inadequate funds, I was more driven passionately by the imaginary inkling of an established world-class firm called Envaserv Research Consult providing suits of bespoke ESG services across industries. The preoccupation of this dream was positively strong and propelled me on than the issue of funds to crystallize the dream. The other daunting challenge that confronted us at the time was getting the right staff (human resource) with the requisite/adequate skillset, and capacity to outperform beyond clients’ scope and satisfaction. This was an issue since we needed to ensure quality and excellent client services. We overcame this through employing talents with the right working attitudes and trainability. With time, the nascent staff imbibed the established corporate culture of professionalism, high ethical standards, quality, and prompt service delivery, and were proficient/adept in handling tasks with minimum or no expert supervision. This in-house strategy did not only ensure surmounting the staff technical deficit/deficiencies but promoted parallel staff growth with the company enabling the easy alignment of corporate’s ethical and performance standards. The initial technical staff became nurturing pioneers and trained others that joined later. The strategy essentially ensured the alignment of skills and compartmentalization of services with the requisite manpower, which necessitated our provision of multidisciplinary services. Another challenge was getting the needed accreditation and certification for customer’s trust in our services and products, and to ensure we compete competently in the industry was a herculean task. We overcame this with the can-do spirit. In fact, the company largely outperformed in tasks/assignments deemed unconventional/first-time due to the professional commitment of the enthusiastic staff and the zeal to exceed client/customer satisfaction beyond expectation. Given your extensive experience, how do you see the industry trends evolving in the fields of environmental research and consultancy, and how is Envaserv adapting to these changes? The prospects in the field of environmental research and consultancy are brighter considering the global trends and will become more diverse, which will call for multiplicity of skillsets to accomplish tasks that will meet customer/ client satisfaction. In human’s quest to harness natural resources for socio-economic development, intended to enhance the quality of life, natural capital are often overexploited leading to myriad of environmental challenges and deterioration, which is counterproductive to the very telos of harnessing such resources. These happenings have put the global environment on an alert and have consequently led to increased regulatory measures intended to arrest natural resource deterioration. Sustainability is now an integral maze of corporate fabric and has enhanced commitments towards environmental stewardship. Environmental challenges and the urgent need for sustainability have further increased the mandate of Statutory Agencies and Regulators to ensure strict compliance. It thus stands to reason to predict that with such trends in the industry, requirements for environmental research and consultancy will be on the ascendency but will also require complex and integrated “Healthy staff and an excellent working environment translate into overall corporate health, which has been the cynosure of my leadership philosophy in ensuring growth.”
CEO Today Africa Awards 2024 - GHANA - - 31 - tools and enhanced skillset to stay afloat in the market/ industry. The company, aware of these industry trends, is putting strategic measures in place including personnel and infrastructure to stand up to the predicted trends. The need to diversify with other service portfolios such as material testing in the construction industry notably road construction, and others in the agriculture industry are part of the strategic diversification focus for Envaserv Research Consult. Sustainability is a crucial aspect of environmental research, and your tagline is ‘Business and Nature, Our Care!’. How does Envaserv integrate sustainable practices into its operations and client solutions? Could you talk more about your Waste to Energy project? Absolutely, sustainability is an integral component of corporate mindset and operational activities primarily aimed at safeguarding society and the environment for posterity. The sustainability concept is far-famed, with efforts being made and on circular economy, green economy, corporate targets on carbon footprints, all gearing towards good environmental stewardship. A critical component of sustainability is ESG (Environmental and Social Governance) requirement, and in recent times, most investors direct investment into entities with high ratings for ESG compelling forward-looking corporate organizations to embrace ESG and hence Sustainability in every facet of their operations, and same in Envaserv Research Consult. Our tagline “Business and Nature, Our Care” gives incredible credence to what we stand for as a company. The connotation is simple: we care for our clients’ businesses and at the same, we care for nature (environment). This has been the foundation philosophy upon which the company revolves. Likewise in the provision of ESG services, we care for the client’s business to grow without compromising on nature (environment). Following from this tagline, our operational philosophy has been to first understand our clients’ requirement/ needs, scope the requirements and propose the best sustainable solutions that improve our client’s business with full regards to nature conservation. The waste-to-energy project was a strategic development proposal I contributed in its entirety to the Ga Central Municipal Assembly, as one of my visions when I took the reigns as the Municipal Chief
Executive at the time. The primary focus of the project was to harness the municipal waste from households to generate electricity for domestic consumption whilst at the same time providing employment for the energetic and exuberant youth of the community. The by-product of the process based upon the proposed technology will ensure the ash is engineered to produce ceramic tiles for sale, whereas at the same time CO2 and other obnoxious gases would be sequestered, thus improving atmospheric air quality. It was also intended to harness the water from the municipal waste for treatment for the production of bottled drinking water. The structural and operational arrangements of the project were intended to address the UN Sustainable Development Goals 6 and 13, and then government’s policy of One-District One-Factory concept. However, the project could not see the light of the day due to a new government policy at the time albeit the project is still on the front burner should new investors develop interest and want to partner. How does Envaserv foster innovation in its research and consultancy services? Can you give an example of a groundbreaking project or initiative the company has undertaken? Envaserv may not be able to withstand the competition in the industry without innovation. The rapid improvement in CEO Today Africa Awards 2024 - GHANA - - 32 -
industry requirements and the associated technological complexity all ensure we must be in keeping with the trends, and we can survive these only with tailored innovation. The major focal areas of our innovation are acquisition of personnel skillsets, technological procedures, and equipment for quality services. Of the many success stories, we at Envaserv take delight in our ISO/IEC 17025:2015 accreditation acquired within the shortest timeframe on our first attempt. When the company took the decision to acquire the quality and competence certification, it had little knowledge of the detailed procedures and requirements but had rudimentary preparation for ISO/IEC 17025:2005. The company made an instant decision to go in for the new ISO/IEC 17025:2015 accreditation since companies would have three years to transition from the ISO/IEC 17025:2005 to ISO/IEC 17025:2015. Teamwork was at peak of display, and the company was able to meet all the requirements for the ISO/IEC 17025:2015 within just a week. We view the feat a major milestone against the backdrop of absolutely no experience and on first attempt. Furthermore, the company flawlessly executed a highprofile offshore marine benthic investigation in the deep sea ecosystem for an oil and gas company within time and budget to the admiration of not only the client but all the regulatory agencies. This feat ensured the company was invited as a resource to develop standard protocols for marine ecosystem environmental surveys and research. We take good delight in these achievements. Can you shed light on the company culture at Envaserv and your approach to team building and employee development? Corporate culture is essential if the vision and strategic plans are to be achieved. Envaserv’s corporate performance culture is centered on professionalism, high ethical standard, prompt service delivery and quality services. These principles are the foundation on which the company’s operational activities revolve. They are integrated in every facet of our operations, and effortlessly have become part of staff culture. The can-do spirit and no scope is beyond our capabilities put the staff on the edge to be abreast with industry technological progress/trends, as well as in-house innovations. Envaserv builds its teams based on our service portfolios, capacity requirements and amenability of individual to relevant in-house and other training regimes. Staff training is a requirement for building solid and competent teams, which is a priority focus aside being a requirement for regulatory compliance. How does Envaserv build and maintain strong relationships with its clients? What do you believe sets your approach apart in client engagements? One of the areas that ensured our rapid growth is our associations and interactions with our numerous clients. In fact, each client is treated specially as family. All our clients can get in touch with us at any time of the day, and in some cases for expert advice pro bono. We carry to the letter our mission of knowing our clients, know their needs and know how best to meet those needs within time and on budget, which has been our trump card. Due to this, we often understand and go beyond the project scope of our clients, thus providing outcome that do not only meet clients’ requirements but beyond the contract scope. These aside our prompt service delivery, high professionalism, ethical standard, and quality service, make Envaserv Research Consult unique. Looking forward, what are your aspirations for Envaserv? Are there new markets or areas of research the company is looking to explore? The company wishes to diversify and explore other service opportunities in the market and has begun with the needed infrastructure. The company believes there is more it can offer when it comes to ESG research and consultancy and a strong will to leverage on this to increase its service portfolios, notably expanding its agriculture research and testing in the construction industry, especially road construction. “Envaserv’s corporate performance culture is centered on professionalism, high ethical standard, prompt service delivery and quality services.” CEO Today Africa Awards 2024 - GHANA - - 33 -
My name is Jean-Marc BEDJE KODIA, founder and Managing Director of GITS GUINEE, formerly named SOCITECH GUINEE. I’m post-graduated in Network and Telecommunication with about 25 years of working experience. Before founding SOCITECH GUINEE, which became GITS on 1st of January 2023, I worked for MTN Côte d’Ivoire and Warid Côte d’Ivoire respectively as Senior Manager of IT Infrastructure and Senior Manager of IT Services Delivery. I left Warid Côte d’Ivoire in 2010 to join an IT solutions integrator in Guinea as General Manager of the Integration Department. During this period I discovered my actual way to grow into my role and I decided in 2012 to launch SOCITECH GUINEE as cofounder with SOCITECH GROUP. And in 2019, I owned 100% of the company – which became GITS GUINEE as of 2023. Currently, GITS has a presence in Côte d’Ivoire, Guinea Conakry, Sénégal and Guinea Bissau. We mainly work with telecoms, banks, mining companies and governments. www.gitstechnologies.com CEO Today Africa Awards 2024 - GUINEA - - 34 -
What was your vision in founding GITS? Our vision is to help develop the IT system of companies and organisations by offering innovative solutions and reducing the technology gap in our region. Thus, we aim to become the market leader in the integration of technological solutions in the West African sub-region. How far has your transformation plan progressed since the founding? Initially, SOCITECH GUINEE was just a computer systems integrator. However, over time and following the needs of our customers, we have transformed into a total technology solution provider (TTP). Today, we have five areas of activity: system and network, energy and the IT environment, digitalisation, auditing and IT governance consulting, and electronic security (CCTV, ACS, intrusion, etc). What does this award mean to you? It is recognition of the efforts we have made and proof of the quality of the services we provide to our customers. It is also, above all, a new challenge that we should take up to remain among the market leaders. Can you share anything about the company’s immediate plans? We are working to improve our presence and our proximity in other countries like Côte d’Ivoire, Guinea Bissau, Senegal and Sierra Leone. We are also working to increase our partnerships with core IT and telecommunication manufacturers and solution providers. LEADERSHIP EXCELLENCE IN TECHNOLOGY SOLUTIONS JEAN-MARC BEDJE KODIA Founder & MD of GITS GUINEE “We aim to become the market leader in the integration of technological solutions in the West African sub-region.” CEO Today Africa Awards 2024 - GUINEA - - 35 -
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