Business model explain AFRICA PMO July 2015

Presentation/ explanation to GVD Jéhan Krüger : November 2014
INTERNATIONAL BUSINESS MODEL
Presentation:
AFRICA PMO
The information in this document is strictly confidential and is the
intellectual property of GLP Van Deventer and service providers South
Africa.

The business model described and explained on the following pages started out with an emphasis on projects – large, civil infrastructure
development projects in Africa. From packaging and raising finance to the delivery of turn-key project models. The small number of individuals
grew until today we are six directors/shareholders who are driving the development of a business model that has grown and expanded way
beyond mere project / program management.
Although projects still lie at the heart, various other businesses offer strategic synergies. However, each business is also capable of operating
independently and on its own, unlocking opportunities in the free market. Each business enterprise is listed on slide 3 & 4, and its impact on
one another is explained in Slide 6.
The business arenas include both Africa and Europe. The reasons for this, and the choice of location (Austria) is explained.
Each individual brings with him significant knowledge, experience and practical expertise. Put together, it allows for a business constellation
that is trusted to deliver much more than the separate efforts of each one would be capable of.
The individuals are:
Gerhardt van Deventer: corporate experience in marketing, IT, real estate, project packaging and infrastructure development, asset
management, strong networks in relevant fields
Desmond van Deventer: commodity trading, marketing and salesmanship
Drikus Greyling: IT, systems integration (large and complex projects/corporations)
Jannie Stander: IT, systems integration (large and complex projects/corporations)
Jehan Kruger: corporate experience in business management, strategic planning, marketing, project management; knows Africa well, trading
and entrepreneurial experience, strong networks in relevant fields, also abroad and including GVD with his own networks
Introduction and general orientation

Why international? Why not (only) South Africa?
CRITICAL FACTOR:
Certainty of access to projects in Africa.
This makes a presence in South Africa (as a
political and economic power-house of
Africa) essential.
But, African states, will only accept
interference from “big guys” when actively
involved themselves. This makes a presence
essential in every project country. This in
itself requires a multinational presence.
“wear an African hat to be involved in
Africa”
CRITICAL FACTOR:
Certainty of access to int’l development
agencies, and best global access to
funding, insurance, and advanced
infrastructural/technical goods suppliers.
This makes a presence in Europe (and USA,
Australia, Asia, etc) essential
“wear a European hat to be regarded
as equal partner amongst first world
nations”

 Austria is a permanently neutral country
 It is a true first world country.
 Suppliers of hi-tech, environmentally friendly and/or innovative technologies and products abound
 Essential for the operational model, especially re. modern infrastructural development projects across Africa
 Austria has central location and easy access to major economic zones especially in Austria, Germany,
Italy, Switzerland and other EU countries
 vastly more difficult and complicated to arrange access, agencies and/or joint ventures with such
suppliers from SA
 Sourcing relevant products in Europe and supplying directly to projects on African continent is straightforward and
cost effective in comparison to doing same from SA (import/re-export, taxes and duties, financial transactions, etc
greatly complicate matters)
 EU, int’l and & country aid money and grants are easier to obtain being based at source in Europe
 Project insurance is arguably better arranged and more comprehensive in AT vs SA
 Better to exercise/exert influence on funder payments (IMF, World Bank, DBSA, etc) from Austrian HQ.
 The “profile” of being an European company is regarded in a better light by fellow European companies and
institutions
 Many African countries has negative view of SA
 Profitability will be enhanced, both from more streamlined cost control, higher productivity, and lower company
tax/dividend rates in Austria than SA (note – Austria is NOT regarded nor listed as a tax shelter or tax haven!
 Retained profits are protected from the ravages of severe devaluation of the SA Rand, especially important in the
long run.
Organisational structure
Why Europe? Why Austria in particular?

Value offering
Interconnected, internationally networked. An organisational structure that supports visionary strategy.
Rooted in Africa, close enough to its heartbeat, its vibe, with “ears close to the ground”. Understanding the needs, wants and desires of Africa
and African peoples. Being represented in present day “engine rooms” across the continent, knowing what is happening, or what is on the
drawing boards and boardroom tables. Vitally important strategic information.
Seated in Europe. Close to global players, funders and stakeholders. A sophisticated, first-world player. A vital portal which offers secure
linkages between the interests and opportunities offered on the African continent, and those international companies looking for investment
and development opportunities in Africa.
Holding company and seven operating companies, each with specific business focus, yet established for each other to significantly
enhance and compliment one another in the areas of deliberate overlap. Coherently unified by a holding company
Brilliantly conceived and positioned to assist even the largest and most autonomous project developers and the parties (public or private)
that offer the projects. Far too many projects never come off the ground, or fail, due to losing sight and control of the innumerable linkages.
Our RI DevCo & PMO offering is to centralise and control the entire process – from initiation and setup, raising finance and fund
management (via SFF),through roll-out phases until exit strategy and post-project termination formalities for entire projects – with involvement
of all stakeholders in steering and other consortium committees. This program management office (PMO) manages / interacts with all
stakeholders (clients, professional and specialist services providers, developers and contractors, funders, auditors, etc) and their interests via
a central hub. Stakeholders have transparent 24/7 access to vital information and progress via a corporate integrated IT-MIS dashboard
(supplied by SM). Intelligence networks of contracted Focus-Africa monitor, evaluate and manage risks 24/7. Meanwhile SA manages
facilities and assets professionally during the project. Best practice and good governance are core values, while further security and peace of
mind is guaranteed through independent “watch dogs” (e.g. external auditors, fund managers, insurers, etc.), and in-house/contracted QA and
PM “watchdogs” oversee the professional services of appointed quantity surveyors (QA), contract engineers (CE) and project managers (PM)
Int’l trading and distribution agencies, particularly of strategic technologies, equipment and goods as required in projects are secured by a
sister company (VS), whilst a commodity trading desk (GC) adds additional value, in its own right, but also regarding commodities essential to
project delivery. After completion of projects the sister company (SA) takes care of asset management – managing rental and occupation
contracts, and also commissions, maintenance contracts or royalties.
All of these services are also available to 3rd.parties. The next slide gives a graphic view of major interactions.

SH GmbH (Austria)
PROJECTS DISTRIB. NETWORK COMMODITIES ASSET MGT MISFUNDING/FINANCE
SFF GmbH
(100% subsidiary)
RI GmbH
(100% subsidiary)
VS GmbH
(100% subsidiary)
GC GmbH
(100% subsidiary)
SA GmbH
(100% subsidiary)
SM GmbH
(100% subsidiary)
Organisational structure – the model, matrix & interrelationships
Executive Directors Contributing Director(s)
Shareholders
1-2 (Financial / Legal / Business AdminDG DvD GvD JK JS SMcH
External Directors(non-exec Austrian)
Cobus (interested ?)
✓ ✓ (available) X
Shareholding Shareholders
NOTE: The intended names of the companies are abbreviated because the names are not yet registered

Companies & Offices in Austria
HQ / Holding 100% Subsidiaries
GC
RI
SMW
VS
SA
SH
(Holding Company)
SFF
Primary focus on civil construction and infrastructure development projects in
Africa. It is at the head of projects, acting as the development company (DevCo)
as well as controlling the entire program & project management (PMO) for own
and 3rd.party projects
Primary focus is on independent, global commodity trading (energy, oil/fuel,
mining & minerals, building materials, food, etc). It also supports DevCo/PMO
by supplying building commodities to own and 3rd.party projects
Primary focus is on African trading & distribution agencies for specialised
products, equipment and technologies (Europe, USA, Asia). Projects of the
DevCo/PMO and 3rd.parties are the main focus
Primary focus is to integrate multiple business computer software programs into a
unified IT-MIS solution with a 24/7 ‘dashboard’ available to all stakeholders. (IT =
information technology)/ MIS = management information system). This is
absolutely vital for complicated projects. A service provider to all subsidiaries as
well as 3rd.parties.
Primary focus on raising project finance, equity or venture capital, and managing
funds on behalf of own or 3rd.party projects and other business ventures.
Becoming the “bank” for own business operations
NOTE: Operations are underway with MetaWeave Consulting (Pty) Ltd in
South Africa. It will in due course be incorporated as a subsidiary of the
Austrian holding company.
SH, the Austrian holding company will initially be an operational company
with operating divisions / profit centres preceding the formation of
respective subsidiaries, step-by-step.
MWC
Company in South Africa
Primary focus on managing facilities and assets. Vital for optimising the balance
sheet of devco’s during roll-out of projects. Key to securing post-project rental
and maintenance contracts, equity and royalties. A service provider to all
subsidiaries
Simplified business structure

Team: concept, pre-feasibility, design
‘regular’ int’l distribution
INT’ TRADING Co
Funder(s)
COMMODITIES Co
Int’l trading / brokering
(independent from PMO)
Infrastructure –
rental, maintenance
Contracts, royalties
,commissions
Post-project
asset mgmt
civil & construction materials
(Steel, cement, bitumen, glass, fuel, energy, etc)
SLA
Free market
asset mgmt
Group assets
SLA
SPV
Civil, logistics, rail, road, dry ports,
power generation, building (housing,
business parks, hospitals, etc), mining,
manufacturing, agriculture & food
processing, local beneficiation, etc.
ASSET/FACIL. MGT Co
SLA
Insurers, sec/risk mgt Fund Manager(s)
Legal & reg./conv. Audit (ext.)
INTEGRATED MANAGEMENT INFO DASHBOARD
HOLDING
Co.
MWC DevCo PMOIT-Integr. Co
IT / MIS (integr.)
SPV DevCo PMO)
PM + QS Watchdogs
ServiceProvider‘partners’
(strategicalliancesand/orJV’s)
Project Management (ext. pref SP)
Specialist Architects (pref. SP)
Specialist Consulting Engineers
(civil, mechanical, electrical, industrial)
Specialist CE / QS (pref. SP)
Building & Construction
contractors and subcontractors
Executing Engineers
(civil, mechanical, electrical, industrial)
Logistics & WH Mgr (pref. SP)
Land Surv. Geotechnical, Twn Planner, etc
ESIA, SEIA & Bankability Spec. pSP
SECURITY, RISK & INTELLIGENCE MANAGEMENT
Water installations, pumps, purification &
supplies, pipes (various)
(CRC-Evans, Voestalpine, Enhanced Strat,)
building & construction technologies
(Variant House > Eco-Built, EcoTech, EcoBuild)
welding consumables, gas, equipment,
fabrication, hard facing
(Fileur & various EU via Afri-Arc/RSAW)
access control, CCTV & security systems
(Regal & Spectrum via Prism Security)
equipment & appliances
(various European agencies)
Integrated ‘dashboard’ system for
EDP / MIS / IT / Networks
(Metaweave)
energy / power generation
(Rosch > RAM, Himin, MRP-Energy, MegaCell,
Ener-Eco, Talesun, aeolian, geothermal, hydro,)
StrategicJointVentures
(biginvestments/uniquetechnologies)
Strategicsuppliers
(products,equipment,technologies)
Fin & Fund Co
Integrated & complimentary structures and resultant synergies
* SLA = service level
agreement

PROJECTS

 Lowering the cost of technology and product supply to
African countries.
 Expanding access to funding, financing, grants and
donations, and insurance.
 Improving sector planning and utility performance.
 World Bank is strengthening its efforts to leverage
financing within the World Bank Group, donors and
private sector partners
 The World Bank is facilitating a collective focus on key,
large-scale transformative projects across multi-country
borders
 All stakeholders (including government, private investors,
donors, and international financial institutions) must come
together to scale up finance, raise the capacity for project
preparation / packaging, execution, and improve the
investment climate.
 Facilitating commodities trading platforms
 African economies continue to grow faster than the global
average
 Over the past four years Ethiopia, Malawi, Mozambique,
Rwanda, Tanzania, Zambia, Zimbabwe and Uganda grew
at 7 percent or higher
 Estimated population in Africa 2 billion people by 2050
 Growth is driven by mining, energy, agriculture, declining
inflation, improved access to credit, lower interest rates,
increase investment flows and incomes.
 Electricity demand quadruples in EAPP with growth 5.8
percent per year, (2013-38), doubles in SAPP with growth
4.3 percent per year (2005-25). Source: World Bank - Africa Development Indicators
World Bank strategic focus areas

PMO/DevCo: Conceptual positioning, linkages and alignment
RI
(DevCo /
PMO)
Risk
Assessment
Policies &
Procedures
System &
Process
Controls
Funding
Managemen
t
Project
Delivery
Managemen
t
Project
Tracking
Finance &
Accounting
Processing
Reporting
Steering
Committee
Legal
Audit
the hub - each and every aspect of a project, from conception until closure, and beyond!
Political support
Socio economics
Social framework
Stakeholder participation
Technology framework
Cross-border arrangements
Corridor authority
Infrastructure
Natural resources
Regulatory environment
Economical support
Stakeholder structure
Business case & linkages
Country linkages
Skills & Tech capacity
Risk framework
MIS
24/7
dashboard
transparent
RISK & INTELLIGENCE MANAGEMENT
INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT

PMO & in-house funding structures & interrelationships with stakeholders
RI (DevCo /PMO)
(HQ, Austria)
SH
(HQ, Austria)
International
Funder
(HQ, USA)
African Stakeholder(s)
(African Country – Project specific)
DevCo SPV – PMO (project lifetime)
(Waterkloof)
eguity / shareholding in SPV-PMO
similar arrangement
funder
RI &
SFF
JV in DevCo / PMO)
% % %
%
Project “owner”
e.g. if 3rd.party
%
permanent PMO
JV in DevCo / PMO)
SPV = “special purpose vehicle”, the industry terminology for a dedicated new development company that is
established for the express purpose to manage the project in the relevant country. At the end of the project the
company is wound up and deregistered.

SP/SLA/JV/SPV
Funder
Fund Mgr
Audit
Legal
Austrian PMO
(50 – 100%)
Project Management : MM-PDNA (preferred technical SP)
S Metaweave (MIS Dashboard)
Post-project Asset Management
Infrastructure –rental,
maintenance
contracts, commissions, royalties
✓
✓
Primary Client
Stakeholder
Stakeholder
PMO / SPV organogram / matrix
Steering Committee
Stakeholder(s)
(10-50%)
MANDATE
Stakeholder support structures
Sub-projects
AssetManagement
Appraisal & Definition
a. Client Req; Brief; Parameters of Project
b. Statutory Requirements
c. Budget / Cost Estimate
d. Preliminary Project Milestones
Design Concept
a. Appointment of Consultants
b. Broad Outline Design Concept
c. Technical & Functional Characteristic of
Project
d. Preliminary Project Budget
e. Preliminary Project Construction Programme
f. Preliminary Project Cash Flow Forecast
g. Consultants Development Programme
Design Development
a. Review Design with relevant Authorities.
b. Project Design Development
c. Co-ordinate work designed by Consultants
Technical Documentation
a. Obtain Approval from relevant Authorities
b. Select Contractor and Specialists
c. Prepare Construction Documentation
d. Co-ordinate Consultants Design
e. Review Cost of Work in relation to Budget
f. Prepare Tender Documentation
g. Adjudication of Tender Reports
h. Appointment of Main & Other Contracts
Contract Administration
a. Site Handover
b. Close out and Finalise all Contracts
Damco (Import, Logistics/w’housing)
Pieter Kotze / Q3. (CE/QS watchdog)
Focus Africa & Ass. (Risk & Security)

Funder
Fund Mgr (in future SFF)
Audit (e.g. Deloitte)
Legal
RI GmbH
(50 – 100%)
Mott MacDonald PDNA - Project Management
Post-project Asset Management
Infrastructure –rental,
maintenance
contracts, commissions, royalties
✓
✓
Primary Client
Stakeholder
Stakeholder
Steering Committee
Stakeholder(s)
(10-50%)
MANDATE
Sub-projects
AssetManagement
PMO / SPV : Proposed strategic alliances and preferred Professional Service
Providers
Focus Africa & Ass.
(risk & intelligence mgt,
spec. security, HSE
Mott MacD – PDNA
ESIA, SEIA, bankability,
De Leeuw
QS / CE
Boogertman & Ass.
Architects
Damco Maersk
in/exports, shipping
logistics & w’house mgt
Various
Consulting Engineers
Pieter Kotze (Q3)
PM & QS/CE watchdog
MetaWeave
IT-MIS integr. dashboard

Project sector focus
 Logistics corridor development nodes
 Logistics & transport parks, industrial infrastructure
 dry ports and terminals, transport infrastructure
 Clean energy to support infrastructure developments
 Mining
 mines, refineries (incl. access to minerals, raw materials)
 Infrastructure
 Power / energy provision, electrical installations
 Petrochemical, oil & gas
 Water works: dams, pipelines and pump stations - potable
water, sewerage
 Communication networks
 Hi/new technology projects
 Industrial parks, factories & processing plants
 Agricultural processing hubs and infrastructure
development
 Health:
 hospitals & clinics
 Buildings
 mass-housing schemes,
 urban development,
 inner city redevelopment
 Education:
 schools,
 colleges & university campuses,
 hostels, student housing

Countries in the
Eastern Africa
Power Pool (EAPP)
and
Southern African
Power Pool (SAPP)
Major existing and
planned transmission lines
East & Southern Africa Clean Energy Corridor: development opportunities

Business case development stage
MANAGEMENT INFO DASHBOARD

Feasibility Project Team (FPT) Project Team / Client SPV (DevCo) OpsCo
3 – 6 months 6 - 12 months variable ongoing
Concept
Phase
Feasibility
Phase
Pull
Forward
Project Initiation
Phase
Phase 1:
Development (short
– medium term•Secure investment
•Finalise
agreements
•Establish SPV
•Constitute project
Possible delays
•EIA, WUL, Geo-tech, Traffic
Impact Study & Re-zoning
Project development
Operational
Management &
Future Development

Certainty Country & Projects
Projects:
TZ (dry port) – select services, not PMO
NAM (a. hospital, b. housing
MZ ( 2b mining – hospital & housing)
DRC (mining – power generation, roads, agri)
SA (metro grants)
1
1
2
2
BOT (metro city-centre revamp)
LE (water scheme’s housing resettlement)
ZIM (MZWP – pipeline, growth centres)
ANG (Industrial park)
SA (Rustenburg logistics, industrial & retail hub)
3
4
4
5
5
Ghana (power station)3
ZAM (Logistics & Industrial Park)1
MZ (Logistics & Industrial Park)1
SA (power station)2
2
NAM (power station)2
BOT (Logistics & Industrial Park, b. metro revamp)2
CAM (university - campus & residences)3
SWA (power station, university campus)3

ASSET MANAGEMENT

Asset management
• Balance Sheet Optimisation
• Risk Mitigation and change management
• Life Cycle management
• Contract and SLA management (including Legal)
• Continuous verification of
• Completeness
• Ownership
• Valuation
• Existence
• Disaster recovery management (insurance and safe keeping of documents)
• Balance Sheet Optimisation
• Risk Mitigation and change management
• Life Cycle management
• Contract and SLA management (including Legal)
• Continuous verification of
• Completeness
• Ownership
• Valuation
• Existence
• Disaster recovery management (insurance and safe keeping of documents)
Existing Assets
New Assets
Advisory Result In

Whole of life asset planning process
Asset management

Asset management
Intelligence
Insight
Validation
PMO

Asset Management Reporting & Analysis
Asset management
The Asset Management Plan provides significant detail for each asset life plan or scenario plan to produce:
 Maintenance and capital asset budgets linked to asset utilisation and/or service
Requirements
 Portfolio or individual asset maintenance costs
 Detailed maintenance and capital works program
 Maintenance contract work packages
 Future condition assessment schedules for major plant and equipment
 Analysis of environmental and operational impacts on asset life and asset costs
 Analysis of asset criticality, current condition and risk to business
 Analysis of renewal – vs. – replacement strategies.

Integration with existing CMMS system
Asset management

FINANCIAL & FUNDING

At present the process of raising project finance is handled by intermediaries. They do initial screening, due
diligence and select the best financier / equity partner for the type of project or business venture.
They are typically receiving 1-2% of the total value as a commission or “raising fee”
MetaWeave Consulting (in future SH) already have a number of projects awarded, on condition of being able to
raise the necessary finance. We expect a continuous flow of infrastructure development projects in future, thus it
makes sense to establish our own company to act as intermediary between financiers/funders and our own
projects, or those of 3rd.parties, or even to capitalize business initiatives in sister companies. By doing this the
“raising fee / commission” will accrue to a SH subsidiary, and based on the number of projects/ transactions the
amount will be substantial.
Note that this company is NOT going to be a bank.
At this stage we have 3 potential project funders – USA, UK and Australia. Apart from these three, we have
middle-eastern banks willing to finance projects (but lending conditions are not acceptable)
A normal problem is to secure finance prior to proving bankable feasibility through the stages of conception,
appraisal and definition, design and pre-feasibility. (once the project is bankable “everyone” is willing to lend
money). The developer is expected to do these at his own risk and expense. However, a number of financiers is
also willing to finance these stages as an equity partner, usually with an exit strategy once the developer is in a
position to repay or buy out the equity.
We have 4 potential “equity partners” for the stages of conception up to proving bankability.
Finance & Funding

Feasibility study: overview of approach
Finance & Funding

Finance & Funding
Process of raising project finance

PROJECT
RISK MANAGEMENT &
SECURITY

Business development in high-risk countries
Risk management & Security
KEY PERFORMANCE INDICATORS
“Without measurable goals, how do you measure success?”
Clients need to know that political and security risk management contributes to corporate strategy, stabilisation of operations and
minimises exposure to loss. This requires specific objectives, supported by clear policies, standard operating procedures (SOP’s), as
well as regular auditing and re-evaluation of the effectiveness of service-delivery.
Typical key performance indicators:
Compliance with the international and local regulatory environment, industry standards and service level agreements.
Regular testing of policies and SOP’s to assess effectiveness.
Analysis of data that impacts on asset protection (“risk register”).
Feedback from major stakeholders on performance and cost-effectiveness.
The logos, information, and illustrations on this and the following pages is the IP of Focus Africa. It is used with permission in order to illustrate their role in positioning the DevCo/PMO model
as an integrated and strategic collective service offering. It is stressed that Focus Africa always remains an independent entity, and its “affiliation” with SH and/or subsidiaries will always be
via specific Service Level Agreements

Risk management
Country Risk Assessment
Focus on the political and macro-economic factors that may impact on the
proposed operations of the client in a geographical region and/or country.
Aspects covered include, but are not limited to:
Analysis of the political and macro-economic environment;
Profile of the key individuals and organisations the client may have to deal
with;
Rule of law and property rights;
Transparency and corruption;
Structuring local participation;
Reputational risk;
Financial standing;
Corporate social responsibility programme.
Physical Site Assessment
Grass-roots study of the local operating environment and related security
risks, including:
The local political and economic environment (local who’s who);
Organised criminal activity in the area;
Law enforcement environment;
Communications;
Physical security-perimeter, access and egress control etc;
Logistical supply lines;
Policies and procedures;Cultural awareness;
Crisis management.

Specialised security services
SECURITY MANAGEMENT
Focus Africa provides an array of skilled security managers who have the ability to consider all of an organisation’s
assets and all potential hazards (both natural and man-made). By making use of Focus Africa’s services, the security
function of the organisation will take the lead on some matters and play a supporting role in others. This approach
helps ensure that the security function is, and is seen to be, a value-adding element of the organisation.
By deploying a Focus Africa consultant or manager at your location, you will have a dedicated and experienced
person looking after all your security needs. The consultant will be supported by Focus Africa’s South African offices
on a 24-hour basis with regards to strategic, tactical, operational, logistical and administrative issues.
The Focus Africa Security Manager will produce a detailed security plan that will be presented to the client for
approval:
Creating an Information Management Plan (IMP) to support incumbent security efforts;
Setting up of a Joint Operations Centre (JOC);
Planning how to best protect key installations;
Establishing areas of vulnerability;
Identifying areas of hostility amongst the local communities;
Carrying out detailed and localised risk assessments;
Establishing likely manning levels and equipment requirements to allow for the provision of effective security planning;
Selecting and screening of personnel, contractors and sub contractors;
Developing Standard Operating Procedures as a set of instructions or steps to complete a project safely with no
adverse impact on the environment and in a way that maximises operational and production requirements;
Providing crisis management to an organisation which deals with major, unpredictable events that threaten to harm
the organisation, its stakeholders or the general public.
Professional protection of corporate assets entails the appropriate mix of physical, procedural and electronic security
measures, equal to the value of the assets being protected. This creates an effective in-depth asset protection
programme.

Specialised security services
EXECUTIVE PROTECTION
In the corporate world, Executive Protection is a business measure taken to preserve the organisation. It is not a prerequisite
designed to pamper senior management, it is in certain high-risk environments an absolute necessity in order for the company to
operate and to maintain confidence among employees, customers, and investors. Even an attack that causes no serious injury
can bring unflattering attention to an organisation and raise questions about its competence and preparedness.
In circumstances where the general risk level is elevated, Executive Protection enables executives to concentrate on their
business.
POLICIES & PROCEDURES
In todays litigious business environment, where major employers are deemed desirable targets for lawsuits, the existence or absence of a
written policy can be a significant factor in the final outcome.
For over a decade Focus Africa has developed policies and procedures for a broad range of corporate clients operating in high-risk political
and security environments.
Experience is important in determining the level and sophistication necessary to guarantee consistency in performance, reduction of decision-
making time, enhancement of controls and provision of objective performance evaluation.
CRISIS MANAGEMENT
Too often, companies make the mistake of waiting until a crisis occurs to plan a reaction. This gives the company the smallest chance
of surviving the crisis without damage. The company that is prepared has the greatest chance to weather the crisis unharmed.
A Focus Africa implemented crisis management plan is designed to provide guidelines for a practical communications system that can
be adapted to any crisis situation. This plan is a working document – continually updated as the industry, the environment and the
company evolve.
The crisis management plan forms part of an overall safety and emergency preparedness plan and is a standard part of the
organisation’s overall strategic planning process. As important as it is in dealing with the facts of any emergency situation, the
organisation should also deal with perceptions – what the public think happened.

Health, Safety & Environmental Management
Focus Africa Health, Safety and Environment (HSE) management provides qualified professionals to deal with the health and safety of employees.
Accidents may have disastrous consequences for employees, bystanders and your organisation. Our HSE professionals provide coordination and
monitoring that ensure the health and safety of your workers and compliance with international and local HSE regulations.
Focus Africa HSE personnel will;
Suggest proactive measurements to prevent accidents;
Draft health and safety plans and coordinate the health and safety aspects of your project, reducing accidents and improving on-site productivity;
Ensure compliance with all local HSE regulations and requirements;
Create a long-term safety culture.
Our typical clients are:
Upstream and Downstream Petrochemical Companies.
Construction companies.
Mining operations.
Our services for health, safety and environment management include:
Complete turn-key, third party, HSE service for new construction and turnarounds;
Policy and procedure development;
Site HSE auditing;
Complete HSE training and certification;
HSE statistical analysis;
Accident reconstruction;
Litigation support;
Insurance underwriting analysis;
HSE incentive programme development;
Safety coordination during the design, fabrication and construction phases;
Recommendations for preventative measures;
Safety risk analysis;
Access and egress controls for designated areas;
Certificate control for cranes and operators;
Control of personnel protection equipment (PPE);
Safety signalling control.
The logos, information, and illustrations on this and the following pages is the IP of Focus
Africa. It is used with permission in order to illustrate their role in positioning the
DevCo/PMO model as an integrated and strategic collective service offering. It is stressed
that Focus Africa always remains an independent entity, and its “affiliation” with SH and/or
subsidiaries will always be via specific Service Level Agreements

COMMODITY TRADING

CONSIDERATIONS:
 Level & scale of operations
 Location of Front Office, Middle Office and Back Office will determine if Austria is in fact the optimum location.
Offices in Asia or UK might be better.
 Massimiliano Rocco has many years commodity brokering experience, specialising in energy & gas, both in
Europe and based in China. Currently doing a PhD on European gas market and transformative pathways. He
may be extremely useful as senior manager, advisor / strategic service provider, or in JV.
OIL,
NATURAL GAS
& PETROLEUM
DIAMONDS,
GOLD, IRON, PGM,
PRECIOUS METALS
& MINERALS
MONEY MARKETS
& FOREX
FOOD
COMMODITIES
MISC.
COMMODITIES
Commodities trading

Commodities trading

TRADE & DISTRIBUTION

‘regular’ int’l distribution channels
Strategic Joint Ventures
(big investments / unique technologies)
Strategic suppliers
(products, equipment, technologies)
International trade & distribution
Water installations, pumps, purification &
supplies, pipes (various)
(CRC-Evans, Voestalpine, Enhanced Strat,)
building & construction technologies
(Variant House > Eco-Built, EcoTech, EcoBuild)
welding consumables, gas, equipment,
fabrication, hard facing
(Fileur & various EU via Afri-Arc/RSAW)
access control, CCTV & security systems
(Regal & Spectrum via Prism Security)
equipment & appliances
(various European agencies)
Integrated ‘dashboard’ system for
EDP / MIS / IT / Networks
(Metaweave)
energy / power generation
(Rosch > RAM, Himin, MRP-Energy, MegaCell,
Ener-Eco, Talesun, aeolian, geothermal, hydro,)
civil & construction materials
(Steel, cement, bitumen, glass, fuel, energy, etc)
VS GmbH
(central buyer & broker)
Infrastructure development projects
CRITICAL FACTOR:
Network and JV Partners

VS Trading & distribution acts as central buyer/broker
VS enters into distribution and agency agreements with suppliers and manufacturers
Regulate profitability in projects and country sales and distribution channels through transfer pricing via VS
Buying from:
Selling to: Shipping
(exw direct to
destination
Shipping
(exw direct to
destination
Supply Chain
(regular distrib)
Projects
(own PMO)
Projects
(3rd.Parties)
USA / Canada
Europe / UK
Japan / Asia
Mid East
VS

INTEGRATED SOFTWATE
IT-MIS

Delivery structure & technology
Project/Programme
Monitoring
Dash Board
(Automated)
Stakeholder Visibility (24/7)
Progress Monitoring
Identify Non-Compliance
Pro-active Response
Tender Management
Procurement Cataloguing
Automated Invoice Processing
Document Management
ERP Platform
STEERING COMMITTEE
PMO

SH / SM GmbH: Centralised & automated – Dashboards & reporting (e.g for projects)

Call
Center
Web
Portal
Document
Management
Service Level
Management
Site Project
Management
DevCo / PMO
--Project Management
-Financial Management
-Professional Services
-IT Service Management
-Integrations
Service Level Management
-Marketing
-HR Management
-Training & Upliftment
-Asset Management
-Vendor Contract Man
Selective placements
HSE
Infrastructure
Power/Water
Social
Legal/
Political
Funding
Service Providers &
Suppliers
Economical/
Commodities
INTERNALEXTERNAL
Supply & Stock management
-Field Staff
-Customers
-Other Stakeholders
Service
Providers
IT & Connectivity
Banking
The IP used to explain above info integration belongs to MetaWeave, and the services menu belongs to Stellar Holdings

STELLAR ASSETS GmbH: Corporate integrated & automated IT / MIS services
Service
Providers
External
Parties
Internal Systems
Front Office
Customer Care
Metering
Solutions Finance,
Marketing
Project (SLA)
Management
Workflow System
HR
IT
Asset
Email
SMS
Notifications
Banking
Commodities
Trading

Business model explain AFRICA PMO July 2015

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