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How Africa can turn energy investment into lasting economic value (By Grant Villet)

By Grant Villet, Business Development and Integration Executive, Aurex Constructors (www.Aurex.com).

Africa’s energy story is often around gas discoveries and investment potential. However, the real opportunity extends far beyond the resource itself. Mozambique and Namibia are emerging as important players in Africa’s oil and gas landscape, and what makes these markets particularly exciting is not simply the scale of their energy resources.

It is the potential for major energy developments to become platforms for broader economic transformation. The question we should be asking is not only how we develop these resources, but what we build around them and what remains when the project itself is complete.

The opportunity extends far beyond the oil and gas facility

In Mozambique, the scale of gas discoveries has already attracted global investment and created momentum for infrastructure development. Namibia is generating similar interest through its offshore discoveries.

These developments create demand for far more than the facilities required to produce or handle gas. They require ports, roads, logistics networks, power infrastructure, telecommunications and accommodation facilities. They also require a skilled workforce comprising artisans, supervisors, engineers and project managers, supported by the technical and operational expertise needed to deliver large-scale projects.

Local suppliers capable of meeting international standards for safety, quality and delivery are equally important. This supporting ecosystem is critical because it is where much of the broader economic opportunity lies.

If the ecosystem develops alongside the project, local businesses can participate meaningfully and the benefits can extend throughout the economy. Energy investment can then build demand and capability across multiple sectors rather than remaining concentrated within the project itself.

For Southern Africa, this creates an even greater opportunity. Developments in Mozambique and Namibia could strengthen regional supply chains and create opportunities through improved energy security for businesses across multiple countries. The real value lies in recognising these projects as platforms for broader economic growth rather than simply as energy-producing assets.

A successful project leaves a legacy

For me, success in a major infrastructure project cannot be measured only by whether a facility is completed on time and on budget. Those things are obviously important, but they are only part of the story. The projects that leave the biggest impact are those that develop people and strengthen local businesses creating lasting economic benefits long after construction has finished. That requires something that is sometimes harder to quantify, namely trust.

Major energy developments bring together governments, international operators, contractors, local suppliers and communities. These relationships can become complicated, particularly in complex operating environments, but our experience has shown that projects perform better when relationships are built on transparency and shared goals.

Problems are solved faster. Decisions can be made more effectively. Stakeholders remain focused on the bigger picture rather than becoming trapped in competing interests. Ultimately, the most successful projects create enduring economic and social value alongside the infrastructure they deliver.

Local capability cannot be an afterthought

There is often significant attention on the investment and jobs generated by major energy projects. Those benefits matter, but they should be viewed as part of a much longer-term process. If local participation and skills development are treated as box-ticking exercises, the benefits will inevitably be limited.

For local economic participation to become transformational, it must be intentional. Governments, operators and contractors need to genuinely invest in building sustainable local capacity. That means creating opportunities for local companies to grow, investing in training programmes and providing pathways for people to develop technical expertise that remains with them long after a project has been completed.

The measure of success should extend well beyond the construction phase. Five or ten years down the line, are local businesses stronger? Are local professionals more experienced? Has technical expertise been developed that can be applied to future projects? Is the economy better positioned to take advantage of the next opportunity? If the answer to those questions is yes, then real value has been created.

Lessons from complex operating environments

Our experience in Mozambique and Namibia has reinforced another important lesson in that technical capability alone does not guarantee success. Every major project has its own challenges, whether they are logistical, regulatory or operational.

Understanding the local environment, building strong relationships and remaining adaptable are therefore essential. We have also seen the value of engaging local businesses early and investing in local partnerships. Early investment in local partnerships and skills development generally delivers stronger long-term outcomes.

This is particularly important when projects are being delivered in remote or developing regions, where resilient supply chains require careful planning and strong collaboration between stakeholders. These lessons extend well beyond Mozambique and Namibia. They are relevant to energy and infrastructure projects across the continent.

Collaboration works best when it starts early

The complexity of major energy developments means that no single organisation can deliver their full potential in isolation. Governments, international companies, engineering and construction firms, African contractors and local suppliers all have roles to play. Collaboration succeeds when there is early engagement, clear communication and mutual respect between stakeholders.

Where challenges tend to arise is when stakeholders operate in silos or when local companies are brought into the conversation too late. Misaligned expectations can quickly create friction and undermine the potential of the wider project. The most successful projects recognise the complementary strengths that different participants bring.

International companies can contribute technology, experience and investment. Local businesses bring valuable market knowledge, established relationships and an understanding of local operating conditions. When those strengths are combined effectively, everyone benefits.

This is why local participation should be regarded as a strategic advantage rather than a compliance requirement. It should be understood as a source of capability, and knowledge  that can make the project itself stronger.

Oil and gas and the wider question of energy security

As industrial and economic demand grows, oil and gas also has an important role to play in Southern Africa’s energy future. Countries need reliable energy sources to support economic growth and industrial development and address energy security challenges while supporting sectors such as manufacturing, mining and heavy industry.

Importantly, oil and gas does not have to be viewed in opposition to renewable energy. It can form part of a balanced energy mix as countries develop the reliable energy systems required to support growing economies. There is also a broader regional opportunity.

Major energy developments can help connect infrastructure, supply chains and markets across national borders. In doing so, they can create stronger economic linkages and support greater regional integration. The opportunity extends beyond energy production to building more connected economies, stronger supply chains and greater regional growth.

Africa’s biggest opportunity and risk

Looking beyond individual oil and gas developments, I believe Africa has a unique opportunity to use its natural resources as a foundation for industrialisation, job creation and the development of globally competitive industries. However, that opportunity comes with a significant risk.

We could focus too heavily on extracting resources without building the skills, infrastructure and industries needed to maximise their long-term value. Natural resources alone do not create prosperity. What matters is how effectively those resources are translated into economic development and sustainable business growth.

That requires a different way of thinking about major energy projects. The oil and gas facility is not the end point. It is one component of a much larger economic system. Ports, roads, logistics, telecommunications, power infrastructure, accommodation, skills, local suppliers and resilient supply chains all form part of the picture. So do the relationships between governments, international companies, contractors, communities and local businesses.

If these elements are developed deliberately and in parallel, the impact of an energy project can extend far beyond the project itself. Mozambique and Namibia demonstrate the scale of the opportunity. Their energy developments have the potential to strengthen regional supply chains, improve energy security, support industrial development and create opportunities that extend across borders. The challenge and the opportunity is to ensure that Africa captures that wider value.

If we can balance resource development and capability development, support international investment while strengthening local participation, and connect individual projects to broader regional growth, energy investment can become much more than an export opportunity. It can become a foundation for lasting economic transformation. And that is when Africa’s natural resources can truly become an engine for the continent’s future.

Distributed by APO Group on behalf of Aurex Constructors.

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About Aurex Constructors:
Aurex Constructors is a leading player in South Africa’s Construction, Turnaround, and Maintenance industry, with over 40 years of experience serving blue-chip customers in the oil, gas & chemicals, mining & metallurgy, petrochemical, thermal power, and renewable power sectors. The company operates offices in South Africa, Mozambique, and Namibia, providing a comprehensive range of services including civil, structural, mechanical, electrical, instrumentation, piping, platework (CSMEIPP), fabrication, and management services, catering to projects of any scale and complexity.

As a 100% South African owned and managed company with 51% black ownership, Aurex takes pride in its highly skilled workforce, which has a proven track record of delivering innovative and customised project management solutions tailored to the specific requirements of customers. Aurex Constructors is dedicated to fostering growth and sustainability in the regions it serves. We strive for excellence.

Web: www.Aurex.com

  1. Government & policyUganda: Speaker Oboth Calls for Coordinated Planning of Parliament’s WorkSpeaker Jacob Oboth has called for coordinated planning, budgeting and implementation of Parliament’s legislative, oversight and representation functions, urging programme partners to turn review recommendations into practical action. Oboth made the remarks during the annual review workshop for the Legislation, Oversight and Representation (LOR) Programme for the 2025/2026 financial year held at Parliament on Thursday, 22 October 2026. Oboth said the programme must be planned, funded and measured as one entity to ensure that Parliament’s work translates into tangible improvements in people’s lives. “The LOR Programme exists to serve the people of Uganda. When we enact good laws, scrutinise how public resources are used, and speak for our constituents, we turn the promises of government into real change in people’s lives,” Oboth said. He said the workshop, the first annual review during the 12th Parliament, provided an opportunity to assess the programme’s performance during the first year of implementing the Fourth National Development Plan (NDP IV) and the Government’s Tenfold Growth Strategy. Oboth challenged participants to examine whether laws at national and local government levels were being enacted on time, parliamentary oversight was producing the expected changes and citizens’ concerns were being considered during appropriation. He outlined three priorities: treating the programme as one entity under the Government’s Programme-Based Planning and Budgeting system, ensuring ownership by all partners and actors, and strengthening evidence-based implementation through reliable data, clear indicators and timely reporting. “We must also strengthen coordination with the Office of the Prime Minister, the National Planning Authority and the other programme actors, so that the recommendations of the LOR Programme translate into better services for citizens,” he said. Meanwhile Deputy Speaker Tayebwa said the review had examined the programme from different perspectives, including its alignment with NDP IV and the Tenfold Growth Strategy, its institutionalisation and implementation, and its performance in the 2025/2026 financial year. He said contributions from participants, including the assessment by the Office of the Prime Minister, would help improve programme performance. “Two messages stand out first. First, the programme should plan, budget, implement and report on expected results correctively. Secondly, the programme belongs to all its partners and programme actors; and each of us must play our part in delivering on this programme implementation action plan for financial year 2025/2026 to financial year 2030,” Tayebwa said. He urged the programme secretariat to consolidate proposals from the workshop and ensure they inform implementation of the action plan and the next planning and budgeting cycle. “The recommendations from this workshop must now be turned into action,” he said, adding that participants should take the commitments made back to their respective institutions and follow them through. Tayebwa thanked the Clerk to Parliament, the Parliamentary Commission, presenters, facilitators, the National Planning Authority and the Office of the Prime Minister for their contributions to the review. Both leaders urged participants to use the review to strengthen implementation of the programme and improve the delivery of Parliament’s legislative, oversight and representation mandates. Distributed by APO Group on behalf of Parliament of the Republic of Uganda.
  2. FinanceGhana to end raw mineral exports by 2030 as President Mahama unveils comprehensive value-addition strategyPresident John Dramani Mahama has announced that Ghana will formally halt the export of unprocessed mineral resources by 2030, marking a decisive shift towards resource-driven industrialisation, local value addition, and national economic sovereignty. Delivering the keynote address at the opening of the 2nd Edition of the Mining in Motion Summit in Accra, President Mahama outlined a phased implementation roadmap to ensure the nation’s mineral wealth directly catalyses domestic manufacturing, infrastructure expansion, and job creation. “We have already imposed a ban on the export of iron scrap and non-ferrous metals. I have set a clear goal that by 2030 raw minerals must no longer leave our shores,” President Mahama declared. “Our bauxites, manganese, iron, lithium, and other minerals must support processes and industrial development here at home.” President Mahama said the transition is anchored by transparent regulatory timetables, targeted legislation, and clear commodity-specific benchmarks. He reaffirmed that government policy will pivot from merely extracting raw materials to building complete industrial value chains. Highlighting the integrated aluminium industry as a flagship priority, he stated: “Every major initiative must have clear responsibilities, measurable milestones, and transparent reporting. In Ghana’s aluminium industry, our objective is to modernise VALCO and develop domestic aluminium refining, directly linking Ghanaian bauxite to smelting and downstream manufactured products.” Reassuring the international and domestic investor community, President Mahama said local processing obligations will be matched by state commitments to provide competitive operating conditions. The Government is committed to deploying critical infrastructure, fostering technical skill acquisition, and establishing viable financing frameworks. He observed that legislative action alone cannot build a sustainable sector without a predictable, transparent, and supportive operating environment. “We must translate these frameworks into coordinated investments, regional infrastructure, and larger markets for African producers. Investors need predictable rules, clear institutional responsibilities, and prompt approvals. Communities need confidence that licence conditions and environmental obligations will be rigorously enforced,” he noted. On the continental front, President Mahama rallied African leaders to operationalise the African Mining Vision (AMV) by aligning domestic laws and ratifying instruments establishing the African Minerals Development Centre (AMDC) to harmonise mineral governance across borders. Domestically, the President noted that the industrialisation drive must advance broad-based Ghanaian participation. He urged that local enterprises must be empowered beyond auxiliary services to hold substantial equity, managerial control, and technological capabilities across the value chain—including fabrication, laboratory analytics, software engineering, and equipment maintenance. The Summit, themed “One Continent. One Voice on Minerals. Aligning Africa’s Mineral Future,” convened policymakers, industry executives, and continental leaders to deliberate on the sustainable governance of Africa’s critical mineral endowments. It brought together several regional dignitaries and traditional leaders, including the Vice President of the Republic of Liberia, H.E. Jeremiah Kpan Koung, Sr. Distributed by APO Group on behalf of The Presidency, Republic of Ghana.
  3. Real estateDevant le Conseil de sécurité, Valentine Rugwabiza fait le point des progrès et défis relatifs à la mise en œuvre du mandat de la Mission multidimensionnelle intégrée des Nations Unies pour la stabilisation en République centrafricaine (MINUSCA)La République centrafricaine a été, ce 20 octobre, à l’agenda des discussions du Conseil de sécurité des Nations Unies à l’occasion de la présentation, par la Cheffe de la MINUSCA, Valentine Rugwabiza, du dernier rapport du Secrétaire général sur la situation en RCA. Au nombre des points abordés figurent les avancées dans la mise en œuvre de l’accord de paix, la restructuration de la Mission, les élections, les droits de l’homme, les nouveaux défis sécuritaires transfrontaliers et les défis humanitaires. Occasion pour la Représentante spéciale de réitérer l’impérieuse nécessité de préserver les progrès et de continuer à privilégier la paix et la stabilité à long terme. Dès l’entame de son exposé, la Cheffe de la MINUSCA a salué la libération, le 19 octobre, des trois dernières personnes, dont le sous-préfet, enlevées à Bambouti (Haut-Mbomou, au sud-est de la Centrafrique), lors de l’attaque du 28 décembre 2025. Une libération qui résulte d’une opération dirigée et sécurisée par la MINUSCA, à l’issue de plusieurs mois d’intenses efforts de médiation menés par les autorités locales et la Mission. Des progrès concrets, mais aussi des défis A l’intention des membres du Conseil de sécurité, Valentine Rugwabiza souligne que des résultats tangibles sont enregistrés, notamment « dans la mise en œuvre des processus politiques et de paix, l’extension effective de l’autorité et de la présence de l’État sur l’ensemble du territoire de la RCA, la protection des civils ainsi que la tenue des élections historiques de 2025 « et sont « le fruit des efforts soutenus des autorités et du peuple centrafricains, avec l’appui de la MINUSCA. Ces acquis doivent désormais être préservés et consolidés ». Les avancées enregistrées en matière de désarmement ne sont pas des moindres.« Depuis juillet 2025, plus de 1 900 combattants ont été désarmés et démobilisés grâce au soutien logistique, sécuritaire et technique de la MINUSCA ». Pour consolider ces acquis, la cheffe de la MINUSCA invite le Gouvernement à « accélérer, avec l'appui de la MINUSCA, l’achèvement du processus de désarmement et de démobilisation ainsi que l'auto-dissolution des groupes armés, tant il est vrai que « la pérennité de ces efforts passera par l'accélération du processus de réintégration socio-économique avec l'appui coordonné des partenaires de la République centrafricaine ». La situation sécuritaire au cours des derniers mois a aussi connu des évolutions positives, grâce aux efforts conjugués de la MINUSCA et du Gouvernement. Des difficultés subsistent cependant dans la zone de la triple frontière entre la République centrafricaine, le Tchad et le Soudan. Le 30 juin, des groupes armés ont notamment attaqué Am-Dafock, dans la Vakaga. L’attaque a provoqué le déplacement de plus de 17 000 civils et blessé six Casques bleus de la MINUSCA. Face à cette situation, la Mission a renforcé sa présence dans la zone et adopté des mesures robustes pour protéger les civils, appuyer les forces nationales et rétablir l’autorité de l’État. La Cheffe de la MINUSCA a toutefois précisé que « les acquis en matière de paix et de sécurité n'ont pas été remis en cause et qu'aucune détérioration sécuritaire significative n'a été observée dans les localités où les bases de la MINUSCA ont été fermées », confirmant ainsi « l'efficacité de nos mesures d'atténuation, lesquelles comprennent notamment « des patrouilles de longue portée plus fréquentes en soutien aux forces armées et de sécurité nationales dans les zones où les responsabilités relatives à la protection des civils et aux tâches de sécurité ont été transférées à nos homologues nationaux ». Quid de la restructuration de la MINUSCA ? La mise en œuvre de la reconfiguration de la Mission a été l’un des points de l’intervention de la Représentante spéciale devant le Conseil de sécurité. Cette mesure doit permettre à la MINUSCA d'adopter une posture plus robuste et plus agile, concentrant ses ressources dans les zones à plus haut risque tout en favorisant une plus grande appropriation nationale dans les zones plus stables. Pour la Représentante spéciale, les premiers résultats sont positifs puisque la sécurisation dans certaines localités n’a pas été mis en cause grâce aux mesures mises en place par la MINUSCA. La planification de la transition de la MINUSCA fait l’objet d’une concertation étroite entre la Mission et le Gouvernement centrafricain. Aussi, la Représentante spéciale a-t-elle rappelé la tenue, en août dernier, d’une réunion de haut niveau consacrée à la planification conjointe de la transition, qu’elle avait co-présidée avec le Premier ministre et Chef du Gouvernement. « Cette réunion, dit la Cheffe de la MINUSCA, a mis en lumière les progrès déjà accomplis par la MINUSCA dans le transfert de certaines tâches aux autorités nationales ainsi que les capacités nécessaires au transfert de tâches supplémentaires. Notre approche commune est claire : la transition doit être conduite sous l'appropriation nationale, de manière responsable et en tenant compte des réalités du terrain afin de préserver les acquis, encore fragiles, en matière de paix, de sécurité et de stabilité ». Alors que le Conseil poursuit les discussions en vue du renouvellement du mandat de la MINUSCA, la Représentante spéciale exhorte ses membres à maintenir celle-ci avec des effectifs et des capacités adéquats durant cette phase critique de consolidation. Le prochain mandat, fait-elle valoir, devrait être consacrée à la consolidation des progrès réalisés en matière de sécurité et de stabilisation afin de créer les conditions nécessaires à une transition progressive et responsable. Le maintien des acquis au cœur des préoccupations du Conseil de sécurité A tour de rôle, les 15 membres du Conseil ont salué des progrès constants réalisés par la République centrafricaine, avec le soutien de la MINUSCA, notamment dans le processus de paix, de désarmement, démobilisation et réinsertion, de protection des civils, ainsi qu’en matière de restauration et d’extension de l’autorité. Ces avancées n’occultent en rien les défis sécuritaires encore notables sur le terrain. Aussi, le Conseil a-t-il souligné la nécessité de poursuivre du désarmement, la dissolution effective des groupes armés encore actifs et la réintégration durable des anciens combattants restent des conditions essentielles pour renforcer la stabilité et la sécurité sur le terrain. Et préserver les acquis suppose le maintien des capacités de protection de la MINUSCA face à des menaces sécuritaires encore persistantes et de conduire toute évolution du dispositif de la MINUSCA en fonction des réalités du terrain. Les États membres du Conseil ainsi que le représentant permanent de la RCA à l’ONU ont tous rendu hommage à la Représentante spéciale pour le travail accompli à la tête de la MINUSCA depuis quatre ans et demi. Des témoignages qui ont mis en exergue son engagement en faveur de la stabilisation du pays, du dialogue politique et de la mise en œuvre des priorités du mandat de la Mission. Distribué par APO Group pour United Nations Multidimensional Integrated Stabilization Mission in the Central African Republic (MINUSCA).
  4. HealthcareAt the Border, Democratic Republic of Congo (DRC) and South Sudan Strengthen Ebola Surveillance“Information is important. Being informed is part of prevention,” says Cosmas Sandani Lasuba, a South Sudanese refugee living in the Méri camp in the Aba health zone, about 18 kilometers from the border between the Democratic Republic of the Congo (DRC) and South Sudan. As President of the South Sudanese refugees settled at this site, Cosmas closely follows an awareness session on Bundibugyo virus disease. He is tasked with raising awareness among his peers about preventive measures. “People must wash their hands and respect distancing. I think this is very important to avoid being infected with Ebola,” he explains. Like Cosmas, more than 26,000 South Sudanese refugees live in the Aba health zone. Located about 436 km from Isiro, the capital of Haut-Uélé province, Aba is a strategic surveillance point along the border with South Sudan. The proximity of communities, cross-border movements, and refugee flows require constant vigilance on both sides. These population movements are a major concern as the Ebola outbreak has already affected several health zones in Haut-Uélé. As of 17 October 2026, the province had recorded 408 confirmed cases and 176 deaths, with 7 of its 13 health zones impacted. Aba has not reported any cases, but its geographical position and regular cross-border movements make it a high-risk area. To reduce this risk, health authorities in the DRC and South Sudan, with support from the World Health Organization (WHO), are strengthening cross-border surveillance and coordination to quickly detect alerts and prevent the virus from spreading beyond the border. For Dr Simon Sebit Yatoma, Medical Director of Yei River County in South Sudan, the challenge is anticipation: “Ebola is in the DRC, and the DRC is close to Yei. That is why we are working together so that, if a case occurs, we are able to respond jointly and rapidly. As you know, viruses have no borders, and only our solidarity can help us defeat them.” Health officials from both countries met in Aba to define common mechanisms for surveillance and response. The meeting resulted in a roadmap covering information sharing, disease surveillance, joint investigations, and risk communication. “Since there are many movements between Aba and the Yei health zone, this was an opportunity for us to exchange and set up joint mechanisms to effectively fight the spread of this epidemic,” explains Dr Patrick Banza Piongo, Head of the Haut-Uélé Provincial Health Division. “We have established a schedule where each week we will share information on communication and disease surveillance. We will work together in coordination to carry out this fight jointly.” At points of entry, the system relies on handwashing, temperature checks, and information collection to quickly identify travelers with suspicious symptoms. A temporary isolation space allows suspected cases to be held until a rapid response team intervenes for investigations, sample collection, and patient care. In Aba, five of the eleven proposed entry and control points are already operational. However, challenges remain: the health zone faces shortages of personal protective equipment, inadequate isolation capacity, and the absence of an ambulance for transferring suspected cases. Assessments are underway by the Ministry of Health with partner support to fill these gaps as quickly as possible. For WHO, this local cooperation must ensure that communities living on both sides of the border benefit from a coordinated response. “Our priority is to strengthen the capacities of neighboring countries so they can quickly detect alerts, confirm suspected cases, and ensure patient care. This is essential to reduce the risk of Ebola spreading beyond borders,” emphasizes Dr Marie Roseline Bélizaire, Regional Director for Emergencies at WHO Africa. WHO is also supporting capacity building in South Sudan and other neighboring countries at risk of importing the virus. This support includes assessing existing capacities, strengthening disease surveillance, training in contact tracing and investigations, enhancing laboratory detection and confirmation capacities, preparing treatment facilities, and training health professionals involved in all these activities. In Aba and Yei alike, this cooperation also foresees joint investigations, contact tracing, and harmonized awareness messages for communities. In Méri, strengthened surveillance and prevention directly concern the thousands of refugees living near the border. In this context of an Ebola outbreak, Cosmas welcomes the attention given to them: “We appreciate the commitment of the authorities and partners who think of our health and act to protect our community against Ebola,” he concludes. Distributed by APO Group on behalf of WHO Regional Office for Africa.
  5. EducationCameroon: Presentation of the Legal Basic Knowledge Instructor’s Guide for Third-Category Law Enforcement ForcesThe Ministry of Defence on Wednesday, October 21, 2026, hosted the official presentation and hand over ceremony of the Legal Basic Knowledge Instructor’s Guide for Third-Category Law Enforcement Forces at the Hall of Acts of the Ministry of Defence, under the chairmanship of the Minister Delegate at the Presidency in charge of Defence, Beti Assomo Joseph. The bilingual manual, entitled Basic Legal Knowledge Guide for the Land-Air-Sea Soldier, was produced by the Defence Headquarters and it’s brief presentation was done by Colonel-Magistrate Asse Louis Marie, Legal Adviser to the Chief of Defence Staff. He subsequently handed it over to Major General Ebaka Hyppolite, Deputy Chief of Defence Staff, representing Lieutenant General Rene Claude Meka, Chief of Defence Staff, before a group photograph marked the end of the presentation sequence. In his address, the Minister of Defence reiterated that the guide, previously presented on October 9, 2024, was designed to equip instructors with the necessary tools to integrate legal education into military training programmes. It should be noted that the importance of legal knowledge in the discharge of military responsibilities, particularly in defending the nation, protecting citizens and preserving public order is vital. A sound understanding of the laws governing the use of force, human rights, military discipline and the conduct of operations remains essential to military professionalism. The presentation of the instructor’s guide therefore seeks to strengthen legal awareness among military personnel, promote respect for the law and ensure that the use of military authority remains within the applicable legal framework. Distributed by APO Group on behalf of Ministry of Defence, Cameroon.
  6. IndustrialComo África pode transformar o investimento energético em valor económico duradouro (Por Grant Villet)Por Grant Villet, Executivo de Desenvolvimento de Negócios e Integração, Aurex Constructors (www.Aurex.com). ​A narrativa energética de África gira frequentemente em torno das descobertas de gás e do potencial de investimento. No entanto, a verdadeira oportunidade vai muito além do próprio recurso. Moçambique e a Namíbia estão a afirmar-se como actores importantes no sector do petróleo e gás em África, e o que torna estes mercados particularmente promissores não é apenas a dimensão dos seus recursos energéticos. É o potencial dos grandes projectos energéticos para se tornarem plataformas de transformação económica mais ampla. A pergunta que devemos fazer não é apenas como desenvolver estes recursos, mas também o que construímos à sua volta e o que permanece quando o projecto estiver concluído. A oportunidade vai muito além das instalações de petróleo e gás Em Moçambique, a dimensão das descobertas de gás já atraiu investimento global e criou um impulso para o desenvolvimento de infra-estruturas. A Namíbia está a gerar um interesse semelhante com as suas descobertas offshore. Estes projectos criam procura por muito mais do que as instalações necessárias para produzir ou processar gás. Exigem portos, estradas, redes logísticas, infra-estruturas de energia, telecomunicações e instalações de alojamento. Exigem também uma força de trabalho qualificada, composta por técnicos especializados, supervisores, engenheiros e gestores de projecto, apoiada pelo conhecimento técnico e operacional necessário para executar projectos de grande escala. Os fornecedores locais capazes de cumprir normas internacionais de segurança, qualidade e execução são igualmente importantes. Este ecossistema de apoio é essencial, porque é nele que reside grande parte da oportunidade económica mais ampla. Se o ecossistema se desenvolver em paralelo com o projecto, as empresas locais poderão participar de forma significativa e os benefícios poderão estender-se a toda a economia. O investimento energético poderá, assim, criar procura e capacidade em vários sectores, em vez de permanecer concentrado no próprio projecto. Para a África Austral, isto representa uma oportunidade ainda maior. Os projectos em Moçambique e na Namíbia poderão reforçar as cadeias de abastecimento regionais e criar oportunidades através de uma maior segurança energética para empresas em vários países. O verdadeiro valor está em reconhecer estes projectos como plataformas para um crescimento económico mais amplo, e não apenas como activos de produção de energia. Um projecto bem-sucedido deixa um legado Para mim, o sucesso de um grande projecto de infra-estruturas não pode ser medido apenas pelo facto de uma instalação ser concluída dentro do prazo e do orçamento. Estes aspectos são, evidentemente, importantes, mas representam apenas uma parte da história. Os projectos com maior impacto são aqueles que desenvolvem pessoas e fortalecem as empresas locais, criando benefícios económicos duradouros muito depois de a construção terminar. Isso exige algo que, por vezes, é mais difícil de quantificar: confiança. Os grandes projectos energéticos reúnem governos, operadores internacionais, empreiteiros, fornecedores locais e comunidades. Estas relações podem tornar-se complexas, sobretudo em ambientes operacionais exigentes, mas a nossa experiência demonstra que os projectos apresentam melhores resultados quando as relações se baseiam na transparência e em objectivos comuns. Os problemas são resolvidos mais rapidamente. As decisões podem ser tomadas de forma mais eficaz. As partes interessadas mantêm-se focadas no objectivo maior, em vez de ficarem presas a interesses concorrentes. Em última análise, os projectos mais bem-sucedidos criam valor económico e social duradouro, a par das infra-estruturas que entregam. A capacidade local não pode ser considerada apenas no fim Existe frequentemente uma atenção significativa sobre o investimento e os postos de trabalho gerados pelos grandes projectos energéticos. Estes benefícios são importantes, mas devem ser vistos como parte de um processo de muito mais longo prazo. Se a participação local e o desenvolvimento de competências forem tratados como meros exercícios de conformidade, os benefícios serão inevitavelmente limitados. Para que a participação económica local seja transformadora, tem de ser intencional. Governos, operadores e empreiteiros devem investir de forma genuína na criação de capacidade local sustentável. Isso significa criar oportunidades para o crescimento das empresas locais, investir em programas de formação e abrir caminhos para que as pessoas desenvolvam conhecimentos técnicos que permaneçam com elas muito depois da conclusão do projecto. A medida do sucesso deve ir muito além da fase de construção. Daqui a cinco ou dez anos, as empresas locais estarão mais fortes? Os profissionais locais terão mais experiência? Terá sido desenvolvida capacidade técnica que possa ser aplicada em projectos futuros? A economia estará melhor preparada para aproveitar a próxima oportunidade? Se a resposta a estas perguntas for sim, então foi criado valor real. Lições de ambientes operacionais complexos A nossa experiência em Moçambique e na Namíbia reforçou outra lição importante: a capacidade técnica, por si só, não garante o sucesso. Cada grande projecto apresenta os seus próprios desafios, sejam eles logísticos, regulamentares ou operacionais. Compreender o contexto local, construir relações sólidas e manter a capacidade de adaptação são, por isso, essenciais. Também constatámos o valor de envolver as empresas locais desde cedo e de investir em parcerias locais. O investimento antecipado em parcerias locais e no desenvolvimento de competências conduz, geralmente, a resultados mais sólidos a longo prazo. Isto é particularmente importante quando os projectos são executados em regiões remotas ou em desenvolvimento, onde cadeias de abastecimento resilientes exigem um planeamento cuidadoso e uma forte colaboração entre as partes interessadas. Estas lições vão muito além de Moçambique e da Namíbia. São relevantes para projectos de energia e infra-estruturas em todo o continente. A colaboração funciona melhor quando começa cedo A complexidade dos grandes projectos energéticos significa que nenhuma organização consegue concretizar todo o seu potencial de forma isolada. Governos, empresas internacionais, empresas de engenharia e construção, empreiteiros africanos e fornecedores locais têm todos um papel a desempenhar. A colaboração é bem-sucedida quando existe envolvimento desde o início, comunicação clara e respeito mútuo entre as partes interessadas. Os desafios tendem a surgir quando as partes interessadas trabalham de forma isolada ou quando as empresas locais são envolvidas demasiado tarde. Expectativas desalinhadas podem rapidamente gerar atritos e comprometer o potencial do projecto no seu conjunto. Os projectos mais bem-sucedidos reconhecem os pontos fortes complementares que os diferentes participantes trazem. As empresas internacionais podem contribuir com tecnologia, experiência e investimento. As empresas locais trazem conhecimento valioso do mercado, relações estabelecidas e compreensão das condições operacionais locais. Quando estes pontos fortes são combinados de forma eficaz, todos beneficiam. É por isso que a participação local deve ser vista como uma vantagem estratégica, e não como um requisito de conformidade. Deve ser entendida como uma fonte de capacidade e conhecimento capaz de fortalecer o próprio projecto. Petróleo e gás e a questão mais ampla da segurança energética À medida que a procura industrial e económica cresce, o petróleo e o gás também têm um papel importante a desempenhar no futuro energético da África Austral. Os países precisam de fontes de energia fiáveis para apoiar o crescimento económico e o desenvolvimento industrial, responder aos desafios de segurança energética e sustentar sectores como a indústria transformadora, a mineração e a indústria pesada. É importante salientar que o petróleo e o gás não precisam de ser vistos em oposição às energias renováveis. Podem fazer parte de uma matriz energética equilibrada, à medida que os países desenvolvem os sistemas de energia fiáveis necessários para apoiar economias em crescimento. Existe também uma oportunidade regional mais ampla. Os grandes projectos energéticos podem ajudar a ligar infra-estruturas, cadeias de abastecimento e mercados além-fronteiras. Ao fazê-lo, podem criar ligações económicas mais fortes e apoiar uma maior integração regional. A oportunidade vai além da produção de energia, abrangendo a construção de economias mais interligadas, cadeias de abastecimento mais fortes e maior crescimento regional. A maior oportunidade e o maior risco de África Olhando para além dos projectos individuais de petróleo e gás, acredito que África tem uma oportunidade única de utilizar os seus recursos naturais como base para a industrialização, a criação de emprego e o desenvolvimento de indústrias globalmente competitivas. No entanto, esta oportunidade traz consigo um risco significativo. Poderemos concentrar-nos excessivamente na extracção de recursos sem desenvolver as competências, infra-estruturas e indústrias necessárias para maximizar o seu valor a longo prazo. Os recursos naturais, por si só, não criam prosperidade. O que importa é a eficácia com que esses recursos são transformados em desenvolvimento económico e crescimento empresarial sustentável. Isto exige uma forma diferente de pensar os grandes projectos energéticos. As instalações de petróleo e gás não são o ponto final. São uma componente de um sistema económico muito mais amplo. Portos, estradas, logística, telecomunicações, infra-estruturas de energia, alojamento, competências, fornecedores locais e cadeias de abastecimento resilientes fazem todos parte deste quadro. O mesmo se aplica às relações entre governos, empresas internacionais, empreiteiros, comunidades e empresas locais. Se estes elementos forem desenvolvidos de forma deliberada e em paralelo, o impacto de um projecto energético pode ir muito além do próprio projecto. Moçambique e a Namíbia demonstram a dimensão da oportunidade. Os seus projectos energéticos têm o potencial de reforçar as cadeias de abastecimento regionais, melhorar a segurança energética, apoiar o desenvolvimento industrial e criar oportunidades além-fronteiras. O desafio e a oportunidade consistem em garantir que África capte este valor mais amplo. Se conseguirmos equilibrar o desenvolvimento dos recursos com o desenvolvimento de capacidades, apoiar o investimento internacional ao mesmo tempo que reforçamos a participação local e ligar projectos individuais ao crescimento regional mais amplo, o investimento energético poderá tornar-se muito mais do que uma oportunidade de exportação. Poderá tornar-se uma base para uma transformação económica duradoura. E é nesse momento que os recursos naturais de África poderão verdadeiramente tornar-se um motor para o futuro do continente. Distribuído pelo Grupo APO para Aurex Constructors. Contacto da Aurex Constructors: [email protected] Contacto para a Imprensa: [email protected] Siga a Aurex Constructors nas redes sociais para receber as notícias mais recentes da empresa: https://apo-opa.co/4z5jnw3 https://apo-opa.co/4iaL4Mr Sobre a Aurex Constructors: A Aurex Constructors é uma empresa de referência na indústria de Construção, Paragens Programadas e Manutenção na África do Sul, com mais de 40 anos de experiência ao serviço de empresas de primeira linha nos sectores de petróleo, gás e produtos químicos, mineração e metalurgia, petroquímica, energia térmica e energias renováveis. A empresa possui escritórios na África do Sul, em Moçambique e na Namíbia, disponibilizando uma gama abrangente de serviços, incluindo obras civis, estruturas, mecânica, electricidade, instrumentação, tubagem, caldeiraria (CSMEIPP), fabricação e serviços de gestão, para projectos de qualquer dimensão e complexidade. Como empresa 100% sul-africana, detida e gerida localmente, com 51% de participação negra, a Aurex orgulha-se da sua força de trabalho altamente qualificada, com um histórico comprovado na entrega de soluções inovadoras e personalizadas de gestão de projectos, adaptadas às necessidades específicas das empresas que serve. A Aurex Constructors está empenhada em promover o crescimento e a sustentabilidade nas regiões onde opera. Procuramos a excelência. Website: www.Aurex.com